By Brooklyn Janes

Many of my classmates and colleagues are currently interviewing for job opportunities, and some have already signed contracts with companies across the country — months before graduation. As we approach the finish line of dental school, our minds as fourth-year students are shifting into “work mode,” thinking about the realities of postgraduation life. This transition has made me reflect on what I want as I start my career, what I imagine my first job to be like, and the kind of clinician and provider I hope to become. But first — what are hiring managers even looking for in a new graduate?

I remember how challenging my first year as a dental hygienist was. In hygiene school, I saw just one patient in the morning and one in the afternoon. But, in private practice, I was suddenly expected to see 8–10 patients a day. I felt like I was constantly behind, struggling to keep up, and I spent hours catching up on notes after work. A mentor once told me, “Things will eventually slow down for you as you become more comfortable and efficient in your work.” At the time, I didn’t fully understand what he meant, but now I do. What once took me three hours in hygiene school, I can now accomplish in an hour.

Because of that experience, I can only imagine that being a new dentist will be even more stressful. I often wonder if I will ever be able to work at the level of the experienced doctors I’ve learned from. Will I be able to keep up with the demands of private practice? I know my slowness as a new hygienist once cost me job opportunities, so I can’t help but ask myself: What will hiring managers think of me if I’m not as fast as other dentists? Am I even employable?

These doubts and insecurities make me uncomfortable, but I also know that if I went straight into private practice, I would eventually figure things out. However, for me, I want to do more than just “figure it out.” I want to be overly prepared. I want to be the doctor who doesn’t have to rely on others to get through that first year of uncertainty. I want to be ready to hit the ground running. That’s why I’m excited to pursue an advanced education in general dentistry (AEGD) residency at Roseman University through NYU Langone starting in July. I truly believe this experience will make me more employable and better equipped for the challenges ahead.

Employment Qualifications

According to Dr. Gervasi I wanted to hear from those who have already navigated the challenges of transitioning from school to practice. What do experienced dentists believe makes a new graduate employable? I spoke with two doctors who have been through this journey themselves. Their perspectives offered valuable advice on what employers look for in a young dentist — and how we, as new graduates, can set ourselves up for success.

One of those doctors is John Gervasi, DDS, a 2021 graduate of the University of Detroit Mercy and an alumnus of NYU Langone’s AEGD residency at Roseman University. Gervasi emphasized the value of pursuing a residency, particularly one that differs from dental school. He advised graduates to seek programs that expose them to new skills and treatment procedures. “A program that challenges you and pushes you beyond your comfort zone is imperative,” he said.

Gervasi believes employers expect new graduates to join a practice with a strong foundation. “A residency helps build that foundation in dentistry by connecting the dots between simple and difficult cases,” he said. “Unless you’re being mentored by a family member or close friend, it’s difficult to bridge everything together at your own pace and make sense of complex cases.” However, he clarified that success without a residency is possible — it depends on several factors. When joining a practice straight out of dental school, mentorship can vary widely. “One needs to consider how both parties — the new grad and the owner — define mentorship,” he said. He elaborated that a patient mentor will help a new dentist develop treatment plans that meet realistic patient demands. “Treatment-planning is your blueprint before touching any instruments or drills,” he added.

Gervasi shared an example of treatment-planning for a partial denture, emphasizing the importance of keeping the end result in mind — deciding which teeth to preserve as abutments and which to extract to ensure the partial’s success. Factors like bone loss, periodontal health and finances also come into play. “Treatment-planning for complex cases involves many variables, and, without a solid foundation, it can be a real challenge,” he said. “A residency program gives you the experience to handle these complexities with confidence. Think of it like having personal trainers in a gym — they push you to the next level by sharing their skills and knowledge.” He explained that he valued his residency experience because the mentors understood his starting point and where he needed to be by the end of the program. They recognized his strengths and weaknesses, oversaw his cases, questioned his reasoning for treatment decisions and evaluated his clinical skills. “Can you get all of that from mentorship straight out of school?” he asked.

He also shared a useful tip for job interviews: “Ask, ‘What does mentorship look like to you?’” This question helps gauge whether the potential mentorship aligns with your needs. Are you someone who just needs reassurance after a quick glance at a radiograph, or do you require step-by-step explanations and demonstrations?

Understanding these things about yourself before you begin interviewing can help you assess whether a practice is the right learning environment for you. “You also don’t know how patient your mentor will be when days get busy and stressful,” he added.

Gervasi also highlighted the importance of speed and quality. “Speed is important for new graduates, and, if I were hiring someone fresh out of school, I’d consider it a measure of efficiency. Speed comes with time, but quality matters most,” he said. “Quality work builds trust with patients.” He encourages new dentists to be up front about procedure times. For example, you might say, “I’d like to do this as efficiently as possible for you, but I also want to ensure a successful outcome, so please be prepared to spend an hour or two with me.”

He acknowledged that extended procedure times, like three-hour molar root canals, are common in dental school but not practical in private practice. “Patients expect procedures to be done in a timely manner,” he said. “This is another reason why a residency is beneficial — it helps build a strong foundation and prepares you to work more efficiently. You find a comfortable pace for yourself.” In his opinion, residents are years ahead of where they would be if they went straight into practice. He pointed out that owner-doctors are unlikely to assign large cases to new graduates who take too long to complete them. Many new dentists switch jobs within their first year or two — or return to residency — because they lack the experience to handle complex cases. “Residencies provide built-in mentorship that not only enhances your skill set but also improves your efficiency,” he said.

When searching for a job, Gervasi advises new graduates to consider what they bring to the table, their skills and their comfort levels. During his residency, he completed around 100 root canals, which gave him confidence in endodontics. Since he wanted to include endodontics in his daily work, he avoided practices that mostly referred those cases out.

Gervasi urged graduates to be realistic — not just about their speed and abilities, but also about their income expectations. He advises steering clear of quota-driven offices, where meeting numbers can compromise the quality of care. “Every patient and case is different. Some patients don’t respond well to local anesthetics, and some need breaks during treatment. Patients want to be treated as individuals, not numbers,” he said. “I chose my current office because they allow me to treat patients the way I see fit, without being driven by quotas or insurance metrics.”

Something not always taught in dental school, Gervasi noted, is how to interact with patients, colleagues and staff professionally. “An employable new graduate should be professional, teachable and willing to listen from others,” he said. “Patient management is a completely different tier of dentistry. You may know how to do that restoration, but, if you can’t make your patient comfortable in the chair, that’s a problem.”

Finally, Gervasi encouraged new dentists to stay humble and appreciate both the good and challenging days. “Keep your heart in dentistry, because that’s what will carry you through,” he said. “I hope that each new grad finds their path in a healthy environment after dental school. And I hope every owner looking for a new associate finds someone who is teachable and works hard to help build their practice.”

What Dr. Neilson Looks For in Hires

I also had the privilege of speaking with Chris Neilson, DDS, who has owned Bloomington Dental in Southern Utah for over 25 years, to get his perspective on what makes a new dental graduate employable. As a practice owner, what qualities does he look for? What are the red flags that might make him hesitate to hire someone?

For Neilson, one of the biggest red flags is poor communication. He wants an associate who can clearly explain a patient’s oral condition in a way that’s easy to understand and who can empathize with the patient. “Dentistry can be intimidating and scary for the general public,” Neilson said. “You can’t just walk into an exam, plan a few fillings, and say, ‘Thank you for stopping by.’” He emphasized that most patients need more than just a quick explanation — they need to be shown what’s going on with their teeth. Radiographs, intraoral pictures, 3D scans and CBCT images are great tools to help illustrate the issue. If you can walk the patient through their treatment options and help them understand their needs, you’re more likely to get treatment acceptance. Strong communication and teaching skills, he stressed, are the foundation of a successful practice.

Another red flag for Neilson is a lack of enthusiasm. “I want someone who’s excited to be here and helps make the environment enjoyable,” he said. Negativity and constant complaints don’t contribute to a healthy and happy work atmosphere. In fact, Neilson would hire someone with a great attitude even over someone with years of experience. “I’d rather hire someone with a ‘will-do’ attitude — someone dependable, professional and willing to stay until the job is done — than someone with years of experience but a poor work ethic and bad attitude.”

Arrogance is another deal-breaker. Neilson believes dentistry is always evolving, and he wants someone who’s adaptable and open to learning. While he welcomes new techniques and materials, he’s wary of hiring someone who dismisses his way of doing things. “I wouldn’t hire someone who comes in acting like they already know everything or tells me I’m doing things the ‘old way,’” he said. Instead, he looks for people who are teachable, adaptable and eager to grow.

Neilson also described his practice as highly specialized, with a strong focus on quality over quantity. “I don’t run a revolving-door practice where patients are rushed in and out. I take my time because I care about the quality of my work,” he explained. “I’ve invested in many advancements and technologies to better serve my niche patient population. I take pride in my artistry and absolutely love what I do. When hiring a new graduate, I’m looking for someone who would be a good fit for our practice culture.”

One practical tip he shared for new graduates was to create a professional portfolio to bring to job interviews. “I’d love to see what you can do. Show me a picture of your best work,” he said. Even something as simple as a well-executed root canal can demonstrate attention to detail, proficiency with an intraoral camera and pride in your work. “A portfolio speaks volumes. It tells me you care about your craft and take your work seriously,” he said. His advice: Start building a portfolio early — it could make all the difference in landing the right job.

On to the Next Big Thing

After speaking with both Gervasi and Neilson, I felt even more excited about my decision to pursue an AEGD residency. I was also surprised at the crucial roles that personality and attitude play in hiring new graduates. It made me realize that maybe we put too much pressure on ourselves to have all the technical skills figured out before landing a job. What really stands out to these doctors is a willingness to learn with humility. That’s what truly leads to success in securing that first job right out of dental school.

I was also surprised that neither of them mentioned the need for leadership experience, extracurricular activities or research. While these are valuable traits that can enhance your CV and showcase your character, it seems that enthusiasm, communication and a positive attitude are the real differentiators.

Congratulations to the class of 2025! I wish you all the best in your next adventure. We did it!

Brooklyn Janes is a fourth-year dental student and AGD chapter president at Roseman University College of Dental Medicine. She is also the AGD Impact Student Perspectives columnist. To comment on this article, email impact@agd.org.