What keeps dental professionals engaged, motivated, and loyal to a practice? GoTu's 2026 State of Work Report offers insight.
Print & Go GuidanceBy Genni Burkhart, Editor
GoTu's 2026 State of Work Report, in partnership with the American Dental Hygienists' Association (ADHA), surveyed nearly 8,000 hygienists, assistants, and associate dentists across the United States. The results point to a workforce that stays in dentistry while moving between practices. Among those surveyed, 82.8% expect to remain in the field for at least another decade, while only 36% have spent more than five years at a single office.
For dental practices, retaining experienced team members remains one of the most valuable investments they can make. Employee turnover is costly, often requiring temporary coverage, recruitment efforts, and time spent bringing new hires up to speed with the team.
1. Culture Drives People Out, and Fixing It Rarely Costs a Dime
Professionals ranked culture as the top reason they leave a practice, followed closely by pay. A good atmosphere rarely wins on its own, yet a bad one pushes people out faster than a thin paycheck. In many cases, culture comes down to how supported, respected, and connected team members feel within the practice. Small improvements in communication, leadership, and day-to-day collaboration can have a big impact on retention.
2. The Best People Leave Right as They Hit Their Stride
GoTu calls this pattern the three-to-five-year cliff, and that group makes up the single largest cohort in the survey. These professionals rarely look like flight risks. New hires are still learning the software, and those who've stayed a decade have long since made their peace. The professionals most likely to explore new opportunities often sit in the middle. They're trusted and fully trained, making them the hardest to replace. An honest conversation in year three tends to help retention, while a counteroffer in year five is probably too late.
3. Going Quiet on Pay Reads Like a Pay Cut
Among respondents, 59% went two years without a raise, roughly three-quarters received no bonus, and nearly half carry no benefits at all. A standing date to review raises, a modest bonus tied to something concrete, or coverage for continuing education signals that someone is paying attention.
4. Support Is the Best Cure for Burnout
Burnout reached 54.1% of respondents and climbed to 60.6% among hygienists, with the leading causes traced back to workload and toxic culture. Asked what would actually help, professionals pointed to more time per patient, flexible scheduling, and stronger team support. Each of those solutions reflects areas where practices can often make meaningful improvements, whether through scheduling adjustments, staffing support, or greater flexibility when possible.
5. Trust Keeps People
When asked, 62% said that having a greater say in clinical decisions would make them more likely to stay, while hygienists rated their current autonomy at 6.4 out of 10. That finding stands out because autonomy emerged as one of the strongest indicators of long-term retention in this year's report. Giving trained clinicians greater input in clinical decision-making can strengthen engagement, support retention, and help team members feel more invested in their work.
Important note, among professionals familiar with the Dentist and Dental Hygienist Compact, which allows clinicians to practice across state lines without repeating licensure, 89.6% support it, although 44.2% have never heard of it. For a practice hiring near a state border, that gap conceals a wider candidate pool than it appears.
The Biggest Takeaway
The most encouraging finding in the report may be that dental professionals still believe in the work they do. More than 82% expect to remain in dentistry for at least another decade, even as they navigate compensation, burnout, and career mobility. For dental practices, that creates an opportunity. Small improvements in culture, communication, flexibility, professional trust, and career support can strengthen retention and build an environment where talented team members choose to stay and grow where they are.
GoTu's full report is available at sow.gotu.com.
Author: With over 16 years as a published journalist, editor, and writer, Genni Burkhart's career has spanned politics, healthcare, law, business finance, technology, and news. She resides in Northern Colorado, where she works as the editor-in-chief of the Incisor at DOCS Education.
