GL and PL Together Reduce Coverage Gaps for Dentists

by Creative Communications | Sep 18, 2023 | Industry News

While purchasing your Professional Liability and General Liability insurance from separate carriers is common, purchasing both from one carrier with a single claims team helps reduce gaps in coverage and enables a quick payout of claims.

By Sean Gleason, Cornelius Briscoe and David Simonson

As a dentist running a successful practice, you need multiple types of insurance to cover your risks and liabilities. This includes Professional Liability (PL) insurance — also known as medical malpractice insurance — to cover treatment related injury and medical negligence claims, and General Liability (GL) coverage to protect you if a bodily injury or third-party property damage claim occurs.

However, you may not be aware that many common claims can overlap across these two coverages, creating a potential nightmare when filing claims, dealing with multiple claims handlers simultaneously, uncovering coverage gaps, collecting payments from different carriers… and more!

Consider these three true claims scenarios and lessons learned:

1. A friend designs your website and uses copyrighted photos.

Many dentist practices hire professionals to create their websites. However, some turn to friends — with problematic results. In one case, the dentist’s friend unwittingly used a copyrighted image, which carried an $800 a day fine for each day it was on the website. Fortunately, the practice had coverage for copyright infringement under both its PL and GL policies.

Take-away: Advertising coverage may be offered under both policies, but with different wording or coverage options. Having PL and GL in one package enabled the claimant to work with one claims team and have all their options for coverage reviewed and handled appropriately.

2. A patient is injured by falling plastic.

A patient sued his dentist, claiming he had suffered a concussion and cuts to the skin that caused scarring when a piece of plastic lens from the dental light broke off and hit him in the head and face. The incident happened when the dental practitioner was moving the light into place. Was the equipment defective (a GL claim), or was the practitioner negligent (a PL claim)?

Take-away: There could be an overlap in coverages. If the practice has both coverages with one carrier, the claims team can manage the claim from both perspectives, investigating what the source of the falling plastic was; i.e., the equipment or the practitioner.

3. A sedated patient falls in the bathroom.

A sedated patient needed to use the restroom in the middle of treatment. The dental assistant helped him to the bathroom entrance. While inside, the patient fell, hit his head on the toilet and suffered a brain injury. The patient later sued, claiming he fell because he was over sedated, triggering a PL claim.

Take-away: The claims team was able to investigate the fall to determine if the accident qualified as a PL claim due to malpractice, or a GL claim because the fall was caused by something else. As a result, the team could ensure that the appropriate coverage kicked in.

Beware of potential gaps and exclusions

It’s important to know where there may be gaps in coverage between PL and GL policies. An in-house claims team familiar with both will have critical insight into:

• Concurrent policy limits that could affect coverage. Dental GL is an occurrence-based policy where claims that occur during the policy period are paid regardless of when they’re filed, versus a claims-made policy that only considers claims filed during the policy period. This can get tricky if there is an incident that continues for years or there are multiple claims that cross policy periods where there were different limits.

• Restrictions on the number of facilities PL will cover. A dentist might practice in multiple facilities — one they own and another they practice in — but their PL could restrict their coverage to only one facility. This leaves only Dental GL to cover the exposure if PL is insured on another policy.

• Restrictions on intellectual property. A company’s most important asset is frequently its intellectual property, covered under advertising injury coverage in a GL policy. Some GL policies may restrict coverage for personal injury, libel, slander and defamation. For example, if one dentist disparages another and is sued.

• Issues arising from treating non-dental problems. A dentist getting involved in diagnosing an issue such as sleep apnea that should have been referred to an associate could pose a coverage gap between PL and GL insurance.

Protect yourself and your practice

Every dentist has either experienced or worried about these or other troubling scenarios.

What will you do if faced with such a claim? Do you understand the coverages you have and where there may be overlaps or gaps? Are you confident you will get the support you need with the carriers you have?

If not, look for another way. Consider a carrier that offers both PL and GL coverage.

For more information about using one carrier for both your Professional Liability and General Liability coverage needs, contact PPP Risk Management.

This information is intended for informational purposes only. Nothing contained in this publication is, nor is intended to be, legal or dental advice. Professional Protector Plan for Dentists is not liable for any injury, loss, damage or expense arising out of or in connection with the use of this information.

How to Hire and Retain Dental Staff for the Long Term

by Creative Communications | Sep 5, 2023 | Industry News

Finding and keeping quality employees can be a challenge for dental practices in the post-pandemic world. Adjusting your approach to staffing and personnel management can yield positive results.

By Dr. Ty Galvin, D.D.S., and Dr. Mike Gile, D.D.S.

When someone utters the phrase about good help being hard to find, many dentists will agree.

The recent COVID-19 pandemic created staffing issues for dental practices as administrative personnel and hygienists may not have returned to work once pandemic restrictions were loosened or eliminated. This phenomenon has dentists looking at hiring and retention efforts in a whole new light.

According to a study by the American Dental Association Health Policy Institute, the labor crunch within the industry has caused an 11% reduction in dental practice capacity. Approximately 40% of all dental practices surveyed responded that they were either currently or recently recruiting dental assistants, while 36% were currently or recently recruiting hygienists. About one-third also revealed that appointment schedules are not full, due in part to inadequate staffing.

With the staffing landscape changing, dentists recognize that changes are needed to find and retain new employees, since new hires may view a current position as a steppingstone, moving on when the opportunity to earn more money arises.

Hire slowly, fire swiftly

Not only is employee turnover disruptive to your practice, but it’s also costly. Recruiting and hiring a new employee can cost up to $4,700 on average.[1]

Consider top-line dollars in the equation as well: Hygienists can generate as much as $150,000 annually in revenue for your practice. So, being short-staffed isn’t just a problem of a lack of bodies to help; it can also be an indicator of a weaker bottom line.

As a result, you want to build a staff that exhibits three principal qualities as a whole:

1. Stability. A busy practice needs employees who will perform tasks and duties consistently in the office. While work/life balance should be emphasized, issues like absenteeism and presenteeism must be addressed.

• Competency. Employees need to excel in patient care and the technical aspects of their jobs. Job hopping may indicate that these skills are lacking.

• Loyalty. New hires who readily adopt a patient-centric mentality will tend to be more engaged and focused on a long-term career. It’s essential to identify who among your staff may not be team players. 

To minimize turnover and maximize long-term employees, take your time and consider adopting the following hiring practices:

• Leverage multiple recruiting sites. About 25% of dental practices use recruiters.[2] Consider a standardized application and link it to job listings on Indeed, Zip Recruiter, Craigslist or publications that have wide local circulations.

• Seek referrals from trusted sources. You may have employees, family or friends who know qualified candidates for employment. Offer a referral fee to help drive activity.

• Create detailed job descriptions. Well-written job descriptions reflecting benefits packages may help attract top talent while dissuading unqualified prospects who take up time and resources.

• Use a temp service. Temp agencies can help pre-screen applicants, so you have a good sense of whether the person is a fit. Fees for this service pale in comparison to lost revenue from understaffing.

• Beware of hiring other dentists’ employees. Poaching employees from others could harm your reputation in the professional community.

• Connect with local training facilities. You can find a steady stream of prospects through college or trade school programs conducted near your office.

If an employee is not working out, it’s best to terminate the relationship quickly. Here are some signs that an employee is not the right fit:

• A general feeling. While running a practice and working alongside many types of people, you often instinctually know if a specific employee is not meeting your expectations. We need to give employees a chance, but if they aren’t a fit, don’t let them linger.

• A lack of chemistry. You’re in an industry in which “people skills” resonate. Employees who clash with fellow employees and/or patients likely won’t work out in the long run.
• Poor job performance. You have quality standards for services, procedures and outcomes. If performance falls short of those standards, it’s another indication that termination may be necessary.

Use probationary periods to set a time during which a new hire’s performance will be assessed. A 30-60-90-day probationary period can give you enough time to gauge whether an employee will work out, while allowing quick removal if they are not performing.

3 reasons hygienists and dental assistants leave your office

According to the ADA, there are three main reasons hygienists and dental assistants leave a job:

• workplace culture
• insufficient pay
• being overworked

Awareness of these issues can help you implement measures to prevent quality employees from leaving.[3]

Since you spend so much time with your employees, it’s imperative to create an office culture that strives for an optimal level of work-life balance. Learning about your employees’ personal lives not only improves employee engagement, but results in greater production levels, reduced training costs and higher patient retention ratios in the process. In addition, verbally recognizing hard work and creating a comfortable office atmosphere helps increase employee satisfaction.

Hosting team-building events outside of the office such as dinners or sporting events also gives everyone a chance to socialize and bond. Make it a point to recognize employee birthdays and work anniversaries as well to increase employee engagement.

On the business side, actions like supporting a hygienist who may be running behind can help build loyalty. This might involve providing a sample to a patient or finding another staff member to help turn over a room. Employees are much less likely to seek employment elsewhere if they are part of a team. Wages and benefits packages also should be competitive with other practices in the area.

Finally, management style should reflect gentle accountability. Avoid micromanaging your employees. Instead, empower them to make decisions withing the practice and encourage them to make contributions that might fall outside their designated roles. Most important, stay calm and professional while deescalating office dramas and avoiding micromanagement.  

For more information on finding and retaining ideal employees, contact PPP Risk Management.

[1] Society for Human Resource Management “The Real Costs of Recruitment,” April 11, 2022.

[2] American Dental Association, “Dental Workforce Shortages: Data to Navigate Today’s Labor Market,” October 2022.

[3] American Dental Association, “Dental Workforce Shortages: Data to Navigate Today’s Labor Market,” October 2022.

This information is intended for informational purposes only. Nothing contained in this publication is, nor is intended to be, legal or dental advice. Professional Protector Plan for Dentists is not liable for any injury, loss, damage or expense arising out of or in connection with the use of this information.