For UK private dental practices
Your associate model keeps losing dentists you cannot afford to replace
A prolonged vacancy alone can cost thousands in lost revenue, yet the structural pressures driving associates out, UDA targets, financial uncertainty, limited autonomy, rarely get addressed before the next resignation.
Two minutes. Solva follows up with specific associate retention and restructuring options.
- High vacancy rates for associate dentist positions
- Increased reliance on locum dentists, leading to higher costs
- Reduced capacity for new patient registrations or longer waiting lists
- Complaints from patients about difficulty accessing appointments or seeing different dentists
- Increased workload and burnout for existing staff
- Disruption to practice schedules and patient flow
- Loss of potential revenue from unfilled appointment slots
- Increased recruitment costs (fees, advertising, onboarding)
- Delayed patient care and treatment due to staff shortages
- Reduced continuity of care, impacting patient outcomes
- Negative patient reviews and reduced patient satisfaction
- Damage to practice brand as an employer of choice
- The structural root causes include the pressure to meet UDA targets in NHS settings, leading to financial uncertainty and limited clinical autonomy for associates.
- Behaviourally, associates seek more flexible working patterns and higher earning potential, often found in private practice.
- Systemically, the underfunding and contractual framework of NHS dentistry make it difficult for practices to attract and retain talent, exacerbating staff shortages and turnover.
Staff shortages and turnover, along with the pressure to hit NHS targets, were identified as main factors affecting 71% and 67% of associate dentists respectively (UK Parliament Committees, 2023)
Source: https://committees.parliament.uk/writtenevidence/117203/html/
How to fix it
Re-evaluate your associate remuneration and contract structure to offer more attractive terms, including clearer pathways for professional development and a focus on quality of care over UDA volume. Consider hybrid models that blend NHS and private work, providing associates with greater earning potential and clinical variety. Implement robust recruitment and retention strategies, focusing on practice culture, mentorship, and work-life balance.
Frequently asked questions
Why does this problem persist?
The traditional associate model, particularly within NHS settings, is often characterized by financial uncertainty, pressure to meet UDA targets, and limited clinical autonomy. This leads to dissatisfaction, high turnover, and recruitment challenges, especially in areas with significant NHS provision. Associates may seek more flexible working patterns or higher earning potential in private practice, leaving NHS-heavy practices struggling to maintain adequate staffing levels.
What is the cost of leaving it unaddressed?
High associate turnover can lead to significant financial losses, including £21,000+ in lost revenue for a six-month vacancy and £3,000-£5,000 in recruitment fees for a hygienist (Jordan Geoghegan, 2025)
This is exactly what I do with UK private practices. Answer the few questions above and I'll come back personally with where to start. Paul.