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Eleven tips for success in your dental clinic Part II: CAPS & CLIMB

Photograph: (Geralt/PixaBay)

Tue. 14 February 2017

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Today, I will share with you the knowledge I have gained within the past 25 years of managing and evolving my clinic so you can always be one step ahead and avoid mistakes I have made in the past. The third very important tip that I am going to share with you today in order to be and remain successful at your clinics is how to regain your power.

We learn a lot of things during our studies in the dental schools. We learn how to make the best fillings with great contours and biocompatible materials; how to treat a tooth that needs a root canal therapy, but do we really learn anything on how to find the best employee that will make our life and daily routine easier?

Firstly we should make a job analysis by listing the CAPS of the candidate. If we do not take the time to complete this process, we will not know from the beginning exactly what we are looking at and by this we will increase the risk of making the wrong choice.
If, for example, we go to the supermarket without our shopping list, what will we end up doing? We will most probably buy unnecessary things or even forget the things that we went in the beginning there for. My point here is that when we decide that we need to hire an employee we should know upfront what we are looking for, otherwise we might make mistakes that will cost us money and time!

Let’s have a look now what does CAPS stand for:
Capacities: The mental and physical abilities required to do the job. How smart and how strong (physically capable) must the successful applicant be?
Attitudes: such as customer service, orientation, team player, reliability, honesty, willingness to follow rules, problem-solving, loyalty, safety-consciousness, ability to follow through—Imagine having a receptionist who, although she is doing the job without a mistake, complains about everything all the time. Is that a person that you would love to have as part of your team?
Personality: traits such as competitiveness, assertiveness, attention to detail and sociability—Also search whether the person will manage his or her personality to get the job done, since as social scientists declare about 60 per cent of our personality traits are inherited and most of them are set by age nine. In other words: personality can’t be taught and it doesn’t change much over time.
Skills: Expertise required to do the job—Skills are the easiest job requirements to identify. We could do that by asking the candidate to perform certain tests. For example, if we are trying to find a receptionist we could ask her to translate an article, or through role playing to check how she responds in certain scenarios.

Have always in mind the quote ‘we hire them for the skills but we fire them for their attitudes’!

So finally we found our A-star employees and now what do we have to do in order to keep them?
The fourth very essential tip of today’s article that I would love to share with you is the different ways that we can use to retain our A-star employees.

Apply CLIMB to retain your team!

Now let’s explain a little what does exactly the acronym CLIMB stands for:
Challenge: Studies have shown that the main reason that our employees resign is that they are dissatisfied with their tasks. That’s why we should give them challenging duties to accomplish. And what will the result be? They will feel useful and they will find it difficult to leave from a job that offers them different and unique experiences.
Loyalty: Be human with your employees and do not be afraid that you will lose your power. Show interest in their problems and lay back in times that they cannot handle any more pressure.
Investment: Invest time and money to them so they will feel appreciated. During my lectures I get regularly the question that we reward them by giving them bonus and still they are not motivated enough, what shall we do? My answer here is that you must renew your reward system regularly.

Sometimes you can give them cash (as bonuses) or maybe you can offer them other kind of incentives, like buying them a free trip for vacation on Christmas, for example. Research has proven that the more powerful and effective incentives are the ones that are specific, tangible and non-cash.

Also please remember to ‘Reward not the best in sales but the best’ A major mistake that we usually do is to only reward the ones that bring money to our clinics. Instead we should reward the best in our practices, the ones that are completing their tasks in excellence unconditionally to what this task is.
Measurement: Conduct a fair performance appraisal every six months.
Building: Demonstrate your commitment to them by showing them opportunities of career development.

During the next issue we will analyse two new tips that will reveal new opportunities and potential of our dental clinics. Till then, remember that not only are you the dentist in your clinic, but you are also the manager and the leader.

You can always send me your questions and request for more information and guidance at:
dba@yiannikosdental.com or via our Facebook account.

Looking forward to our next trip of business growth and educational development!

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A recent global survey has found that immersive technologies remain under-used in dental education, and the researchers have argued that strategic, collaborative and sustainable adoption could support more equitable access and clinical preparedness. (Image: Iryna/Adobe Stock)

LONDON, England: Dental training has been evolving rapidly in recent years alongside digital technology, reshaping how dental students are taught, assessed and prepared for clinical practice. However, a recent global survey of dental educators has found that immersive technologies such as haptic virtual reality are still used far less often than traditional simulation methods in dental training, especially at the postgraduate level. The researchers argued that earlier exposure through curriculum reform, stronger interdisciplinary collaboration and better resourcing will be needed if these tools are to become a more regular part of dental training.

According to Prof. Margaret J. Cox, the successful adoption of immersive technologies depends on structured planning, staff involvement and dedicated time for faculty development—not simply on purchasing the technology. (Image: King’s College London)

The survey drew responses from 130 educators at 115 institutions in 57 countries. It found that phantom heads and benchtop exercises dominate reported clinical training time, accounting for around 81% overall, compared with about 14% for haptic virtual reality and mixed reality technologies—roughly six times as much reported training time.

According to the survey results, resource constraints were the main barrier to wider adoption of immersive technologies in dental education, followed by resistance from staff and students. Besides these external barriers, individual-level barriers such as limited confidence or proficiency in using the technology, lack of training and lack of supporting evidence were reported, but to a lesser extent.

“Resource limitations, especially high initial costs for hardware, software licences, maintenance and faculty training, are the primary barriers to implementation of haptic virtual reality technologies. These issues particularly affect low- and middle-income countries, hindering hybrid model adoption,” co-author Dr Szabolcs Felszeghy, a clinical lecturer at the Institute of Dentistry of the University of Eastern Finland in Kuopio, told Dental Tribune International.

Senior author Dr Margaret J. Cox, emeritus professor of information technology in education in the Faculty of Dentistry, Oral and Craniofacial Sciences at King’s College London, explained that the cost barrier is not simply about acquiring the technology, but about securing sufficient resources to purchase enough devices to ensure fair access for students. Some institutions may have only a few virtual reality units for cohorts of more than 50 students, making it difficult to organise equitable training sessions. Another concern in this regard is that expensive equipment may quickly become outdated and require further investment.

Commenting on resistance from staff and students to the adoption of immersive technologies, Dr Felszeghy noted that educators trained in traditional methods may need additional support to build confidence in digital tools. However, he stated that student enthusiasm for virtual reality-based training appears to have grown alongside digital fluency.

“Forty years of research has shown that teachers at all levels of education tend to resist major changes to their pedagogical methods. Adopting new technologies requires time and commitment and often incurs additional costs, and teachers are rarely given sufficient time to learn new approaches. They also frequently lack the confidence to abandon well-tested methods for newer technologies,” said Prof. Cox.

“Forty years of research has shown that teachers at all levels of education tend to resist major changes to their pedagogical methods. ”

Prof. Margaret J. Cox, King's College London,

Discussing why adoption is higher in undergraduate than postgraduate training, Prof. Cox said that undergraduate programmes are driven by national accreditation requirements and supported by large teams of educators, extensive planning and resource allocation. She said that haptic virtual reality technologies are therefore introduced at programme level and embedded into the wider undergraduate curriculum. By contrast, she said postgraduate programmes are often developed and delivered by smaller teams, have narrower learning objectives and are not always supported by the same level of resources as undergraduate programmes.

Similarly, Dr Felszeghy explained that immersive tools are more often used in preclinical undergraduate training, where they help bridge the gap between theoretical learning and clinical skills. He told Dental Tribune International: “This suggests lower adoption in postgraduate programmes, where advanced clinical focus and fewer structured preclinical phases limit integration compared with undergraduate curricula.”

Socio-economic factors shape adoption

The survey also found that higher socio-economic status of countries was associated with greater use of haptic virtual reality in undergraduate education, suggesting that access to immersive training is uneven internationally. “Lower-income settings show reduced adoption due to financial constraints, exacerbating a digital divide in training access and outcomes,” Dr Felszeghy added.

“Evidence varies on differences between higher- and lower-income settings, but studies show that lower-income countries are often limited to basic essentials. They face unreliable power supplies, fewer trained staff and insufficient technical support, hindering the widespread, sustained adoption of advanced technologies in dental schools,” Prof. Cox explained.

Looking ahead, the researchers said that wider adoption of immersive technologies such as haptic virtual reality and mixed reality would require strategic, collaborative and sustainable implementation. Dental schools could improve affordability by working together to negotiate lower purchasing prices, share simulation resources and create common repositories of digital cases, teaching materials and assessment benchmarks. Additionally, the researchers highlighted the need for shared faculty development, multicentre research to strengthen the evidence base and phased hybrid models combining traditional simulation with immersive technologies and artificial intelligence-supported learning and assessment to make implementation more sustainable.

According to Prof. Cox, it is far easier for new dental schools to adopt immersive technologies during the planning stage, when resources, curricula, teaching staff and learning progression are being established. “To address adoption barriers in existing schools, leaders or managers must first involve all teaching staff in planning course delivery and assessment changes, as well as in structured continuing professional development programmes, including dedicated time for learning new teaching methods,” she concluded.

The survey, titled “Immersive technologies in dental education: Global adoption patterns from a 2025 survey”, was published online on 11 April 2026 in the Journal of Dental Education, ahead of inclusion in an issue.

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