How We Increased Hygiene Production by $17,000 While Improving Team Performance

Despite having strong clinical foundations, the practice faced key limitations:

• The existing compensation structure did not incentivize performance or growth
• There was limited alignment between provider effort and financial reward
• The practice wanted to attract and retain high-performing hygienists but lacked a strong value proposition

This created a ceiling on both productivity and team satisfaction.

We introduced a system designed to align performance with reward while maintaining clinical integrity:

• A performance-based compensation model was developed to incentivize productivity
• Provider incentives were aligned with quality patient care, not just volume
• The structure ensured compliance with professional and ethical guidelines
• The practice was positioned as a high-earning opportunity for skilled hygiene providers

This created a balanced system where both the business and the team could grow together.

The changes delivered strong financial and operational improvements:

• Hygiene production increased by $17,000 per month
• Each hygienist saw an increase of $18–$21 per hour in compensation
• The practice maintained strong output even after reducing one full-time provider

The hygiene department became more productive, more efficient, and more motivated.

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