Dental recruitment: leading the new generations

‘Both generations have been shaped by uncertainty’: Mark Topley explores why, for generation Z and millenials, it’s not about perks but about purpose.

If you’ve ever wondered why recruitment feels harder than ever, why retention is a constant battle, or why team members seem to treat jobs as transactional rather than a career, you’re not alone. 

Over the past three years, I’ve witnessed the same conversations. Practice owners and managers are grappling with the reality that traditional incentives – higher pay, bonuses, and even free coffee – just don’t seem to cut it anymore.

It’s easy to fall into the trap of thinking: ‘Young people today don’t want to work’. Before you start waving a metaphorical walking stick and reminiscing about ‘the good old days’, remember that for more than a hundred years, every generation has been accused of being lazy. 

Newspaper headlines from the 1920s claimed young workers lacked discipline. In the 1960s, employers bemoaned how the baby boomers were too rebellious. Now, generation Z and millennials are getting the same treatment.

The truth is they’re not lazy. They’re just different. And if we take the time to understand their expectations, we can build stronger, more engaged teams that not only stay but thrive.

Who are we dealing with?

Millennials (born 1981-1996)

Millennials grew up in a world of rapid technological change, economic recessions, and the rise of social media. They entered the workforce with high expectations for work-life balance, development opportunities, and meaningful work. They were told to ‘follow their passion’, and they took that advice to heart.

Generation Z (born 1997-2012)

Generation Z, on the other hand, grew up during economic instability, climate concerns, and – most recently – a global pandemic. They are the first fully digital generation, with instant access to information and a sharp radar for authenticity. Unlike millennials, they are more risk-averse when it comes to finances and value job security. However, they also demand flexibility, inclusivity and a sense of purpose in their work.

Both generations have been shaped by uncertainty, but rather than making them unreliable, it has made them adaptable. They know how to pivot, upskill and change paths when needed. And that’s why job hopping – once seen as a red flag – is just a normal part of their career journey.

Why do they work differently?

Many managers misinterpret what they see. I often hear: ‘They don’t want to work weekends’, ‘They don’t check their emails outside of hours’ and ‘They want a pay rise after six months’.

But these aren’t signs of entitlement. They’re reflections of a shift in workplace culture:

• Boundaries matter. They watched older generations burn out and vowed not to do the same
• Development is non-negotiable. If they’re not growing, they’re leaving
• Loyalty is earned. They’ll stay if they feel valued, respected and part of something bigger.

A study by Gallup found that millennials and generation Z expect collaboration, coaching and purpose at work. They don’t just work for a paycheque; they want to work for something they believe in.

As Simon Sinek puts it: ‘People go to work for a paycheque, but they give their all for a cause.’

But before you panic – you don’t need to have a world-changing mission. You just need to show them why their work matters.

Leading millennials and Generation Z: 10 dos and don’ts

1. Don’t assume they’re lazy. Do give clear expectations

They want feedback, clarity and direction. If they’re disengaged, it’s often because they don’t know what success looks like.

2. Don’t micromanage. Do coach

They grew up in an education system that rewarded creativity and independence. Micromanagement suffocates them. Instead, be a coach – ask questions, guide them, and let them figure things out.

3. Don’t focus on hours worked. Do focus on outcomes

In dentistry, where opening hours are fixed and patient appointments dictate the schedule, the principle of focusing on outcomes rather than hours worked still applies – just in a different way. 

Millennials and generation Z aren’t asking to leave early; they’re asking for autonomy, efficiency and a sense of purpose in how they work.

How this applies in a dental practice:

Empower them to work smarter, not just longer. If they can streamline processes, reduce inefficiencies, or handle tasks more effectively, let them. Encouraging problem-solving and innovation increases engagement. For example, if a nurse finds a way to turn room setups around faster, acknowledge and implement it rather than sticking to rigid routines

Recognise productivity over time spent. Instead of focusing on whether they are seen to be busy all the time, measure success by patient experience, teamwork and efficiency. A receptionist who organises patient flow so well that no one ever waits past their appointment time is achieving a great outcome, regardless of whether they’re ‘flat out’ or not

Flexibility within fixed hours. While core hours won’t change, micro-flexibility matters. Allowing team members some control – like staggered start times for non-clinical roles, admin time from home where feasible, or shifting breaks to suit workloads – makes a difference in engagement and retention

Encourage ownership of work rather than just compliance. A millennial or generation Z dental nurse might thrive when given clear goals beyond their usual duties, like leading sustainability initiatives or patient communication improvements. When they see their impact beyond just ‘doing their shift,’ they’re more likely to stay motivated and committed.

In short, within fixed hours, focus on efficiency, effectiveness, and engagement rather than just ‘time served.’ When younger team members feel trusted to deliver results, they’ll bring more energy, initiative, and loyalty to the practice.

4. Don’t rely on ‘that’s how we’ve always done it’. Do adapt

They question things, not out of disrespect, but because they want to understand. Be open to explaining why things are done a certain way – or better yet, let them suggest improvements.

5. Don’t ignore development. Do offer growth opportunities

They aren’t interested in dead-end jobs. Give them training, mentoring and opportunities to progress, and they’ll stay.

6. Don’t make it just about money. Do provide purpose

Yes, they need to pay their bills, but they also need to feel like their work matters. Show them the impact of what they do – on patients, the team and the community.

7. Don’t expect blind loyalty. Do build trust

They don’t automatically respect authority; they respect leaders who show integrity, fairness and genuine care.

8. Don’t dismiss wellbeing. Do support work-life balance

They won’t work themselves into the ground. But a healthy, happy team is a productive team. Encourage self-care, flexible working where possible, and mental health support.

9. Don’t avoid technology. Do embrace it

They expect efficient systems and digital tools. Outdated processes frustrate them. Invest in good tech, and they’ll be more engaged.

10. Don’t take their job hopping personally. Do create a culture they want to stay in

Many millennials and generation Z will change jobs frequently, but they will stay if the workplace culture is right. A strong sense of team, meaningful work, and opportunities to grow will make all the difference.

I see this play out with my own children and their friends. They job-hop, yes, but not always because they’re unhappy. Sometimes, they just move on because they want to explore different industries, learn new skills, or find a workplace that aligns better with their values.

However, when they find a great culture, they stay – even if the work itself is mundane. 

One of my son’s friends works in a role that isn’t particularly exciting, but they love the camaraderie, the leadership and the sense of belonging. That’s what makes the difference.

Clarity, coaching and culture

The bottom line is that leadership has changed.

The new generations aren’t difficult. They’re just different. Their expectations are shaped by their experiences, and meeting those expectations requires a different kind of leadership – one that prioritises clarity, coaching and culture.

It takes more skill than ever before, but the reward could well be a team that is engaged, motivated, and committed to making your practice a great place to work.

And that’s something worth leading for.

The vast majority (86%) of leaders never set out to lead – they just found themselves in the role. If that’s you, you’re not alone. The good news is that leadership is a skill, not an accident. With the right tools, knowledge and support, you can build a team that thrives.

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