Once you’ve assured yourself that the economics make sense for your associate, proper planning is key.
The first step is to discuss all the terms and conditions of your associate’s potential employment and then have an employment contract prepared. Make sure you have an attorney who has dental experience and/or a consulting firm who can recommend the nuances that an associate contract should contain.
1. Should a restrictive covenant be in force from the first day of employment or should it be graduated over time?
2. Should your associate be prohibited from soliciting your patients as well as your staff?
3. Should you place restrictions on the lab selection?
4. If your associate leaves after a few months, on their own volition, after investing thousands of dollars in marketing, should you be reimbursed?
These are just a few of the key questions that need to be addressed in your associate employment agreement. “Off the shelf” documents will not do justice to these key areas, only properly prepared contracts will.
Dr. Thomas L. Snyder, Director, Practice Transitions for The Snyder Group, a division of Henry Schein Professional Practice Transitions.