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An effective onboarding program for new graduates entering the profession can make all the difference to achieving success for everyone involved. By Rashida Tayabali
The adage, ‘You never get a second chance to make a good first impression’ not only applies to new employees joining a practice; it applies to the practice as well. The performance of a new employee is being judged from the day that person arrives at the practice, just as much as the way a practice goes about establishing a good working environment is being evaluated by the new addition to the team.
At this time of year when a new breed of graduate dentists is entering the profession, effective onboarding processes are more essential than ever to ease the way in for the new professionals making the transition from years of study to the workplace.
A study published in BMC Medical Education found many new dental graduates feel underprepared for full-time jobs due to limited clinical exposure, and the realities of professional practice, highlighting the need for transitional support.
Gabriel Alkan, principal HR consultant at Specialist HR in Parramatta, NSW, believes a good onboarding program for graduates is vital for bridging the gap between academic life and subsequent professional responsibilities.
“It gives clarity, confidence, and tools they need to adapt,” he says. “An organisation that shows a commitment to graduate development is rewarded with healthier engagement, cultural alignment, reduced turnover, and a more motivated workforce.”
An effective onboarding program can mean the difference between retaining a valuable employee and losing them within months. A 2022 report in Forbes stated that new employees who undergo formal onboarding are 82 per cent more likely to stay with their employer for up to three years.
Onboarding program elements
Every onboarding program should have a mix of modern and traditional elements—from pre-onboarding to helping new hires feel welcome before they start work, to orientation to familiarise new employees with policies, safety protocols, and operational systems. It should also outline job specific technical training with soft skills development to build confidence and competence, a mentoring or buddy system, regular check-ins with managers or HR, and goal setting to provide clear expectations.
Finally, it should include cultural integration. “Introduce new hires to current staff so they can get a better understanding of how things are done in the business,” Alkan says.
Practices wanting customised onboarding programs but lacking an in-house HR team should consider outsourcing the process. “Hire an external HR consultant to design and implement an effective onboarding program,” advises Alkan.
He recommends not overcomplicating the onboarding process. “Use templates for induction schedules, policies, training plans, and complement it using a buddy or mentorship program. Use HR software or a learning management system (LMS) to automate key steps and further streamline the process.”
Costs vs benefits
Not having an onboarding program in place over those first vital months of employment can lead to significant financial losses, lower staff retention levels and reputational damage for the employer.
“There’s greater chance of staff errors or inefficiencies due to a lack of clarity in processes. It can lead to a wide range of negative outcomes for the clinic. Your graduate is more likely to feel unsupported, disengaged, and frustrated, leading to negative perceptions of the employer and misalignment with the company culture and expectations,” Alkan warns.
The benefits of having a formal onboarding program far outweigh the costs of implementing it. “An effective onboarding program leads to qualitative and quantitative benefits. Graduates integrate better into the workplace culture, build strong relationships with colleagues and managers, and develop increased confidence and clarity regarding role expectations,” adds Alkan.
Bridging the gap
For new graduates settling in, being surrounded by the right people is invaluable—both for clinical support and for understanding the business side of dentistry.
In 2023, Dr Mallaz Najmi-Beauchamp graduated from Queensland’s Griffith University. As a new dentist, he felt nervous because there was a gap in his knowledge between theory and real-world patient interactions. “I felt underprepared and faced unknowns like what kind of jobs were out there or if I wanted to go into public or private practice,” he says.
To ease his transition into the workplace, he successfully applied to BUPA Dental because of its Graduate Dentist Program with mentorship and preferred provider status.
“BUPA Dental suggested I work in Toowoomba because the head clinician and my would-be mentor, Dr Niels, is also left-handed,” he says. “I’ve had the chance to work with well-known dentists on longer and complex treatment plans because patients often travel long distances to the clinic. If I’m stuck on a particular diagnosis, or how to deal with a challenging patient or case, I can ask more experienced colleagues.
“I’ve learned how to handle complex treatment plans, legal considerations and clinical matters from my practice manager. BUPA Dental has also provided me with in-person training and access to webinars so I can confidently use the clinic’s modern equipment and apply new treatment techniques.”
Under Dr Niels’ guidance and the support of four other clinicians, Dr Najmi-Beauchamp has also attended professional development courses (CPD) to enhance his skills and knowledge.
Through the program, Dr Najmi-Beauchamp has gained hands-on experience and built a strong professional network of like-minded dentists and other graduates. “We’ve created a digital system to stay in touch and often help each other out. I wouldn’t have had this opportunity without the program,” he says.
“I think of dentistry as an ever-evolving field now; there’s always something more and new to learn. The biggest change for me has been switching from theoretical to more practical knowledge.”
