How to Retain Staff in Dental Practices in the UK

Keeping a dental team together has become one of the hardest parts of running a UK practice. The BDA's 2026/27 pay evidence found that just 20% of practice owners and 40% of associates agreed they were remunerated fairly, and that morale has slipped further in the past year.

At the same time, NHS England's dental contract reforms have applied in England since 1 April 2026, changing what clinicians and dental nurses do day to day. This article looks at how to retain staff in dental practices by backing up the work your team already does, using the figures now available.

Find Jobs in the UK

Quick Summary

Only 20% of practice owners and 40% of associates felt fairly paid in the BDA's 2026/27 evidence, so pay is a retention issue.
Low or very low morale was reported by 56% of owners and 42% of associates, up from 50% and 38% the year before.
63% of owners with vacancies had one open for over six months, and only 34% filled every post.
The GDC register reached 131,680 professionals at December 2025, yet recruitment for nurses, therapists and hygienists stays difficult.
NHS reforms since 1 April 2026 let suitably competent dental nurses apply fluoride varnish to children, a route to wider roles.
Funded options now exist: £213 for completing an appraisal, and £3,400 a year for taking part in the quality improvement programme.
Practical retention comes down to fair reward, workable contracts, development and being heard before someone resigns.

Understand why dental teams are leaving

The BDA's evidence to the Review Body on Doctors' and Dentists' Remuneration (DDRB) gives the clearest recent picture. Just 20% of practice owners and 40% of associates agreed they were remunerated fairly, and 56% of owners and 42% of associates reported low or very low morale, up from 50% and 38% a year earlier. These are UK-wide survey results, so the pattern will look different from practice to practice, but the direction of travel is hard to ignore.

Vacancies show the cost of that dissatisfaction. The same BDA submission reports that 63% of owners with vacancies had one open for more than six months, and only 34% of owners with 2024-25 vacancies filled every post. Recruitment was hardest for dental nurses (77% of owners reported difficulty), then therapists (70%) and hygienists (63%).

There is also a link to NHS commitment. The BDA cites 35% of high-NHS-commitment owners saying a nurse vacancy arose because staff were unwilling to continue in dentistry, against 27% for owners without a high NHS commitment. That may suggest that the pressure of NHS-heavy work is felt most by the nursing team, which is worth keeping in mind when you plan workloads and support.

Why this matters

A vacancy open for six months is a retention problem that started earlier, so ask what pushed the last person out.
Nurses, therapists and hygienists are the hardest roles to refill, so protect them first.
Morale data suggests owners and associates are both under strain, not just junior staff.

Back your team with fair reward and recognition

If fewer than half of associates feel fairly paid, reward is the obvious place to start. That does not always mean a headline pay rise. It can mean a transparent review cycle, clear criteria for progression, and a regular conversation about how each person's pay compares with their responsibilities.

Some funded support has arrived with the 2026 NHS England reforms. Eligible dentists, therapists and hygienists can claim £213 on completing an annual appraisal, which gives owners a reason to schedule appraisals properly and use them to talk about pay, workload and ambitions. Participating practices in the funded quality improvement programme receive £3,400 per year for completing all requirements. The sign-up deadline was 6pm on Friday 8 May 2026, so that window has closed for this year, but it is worth watching for future rounds.

Professional costs matter too. The GDC's annual retention fee for dentists rose to £698 for 2026, from £621, and the DCP fee was £108, payable by 31 July 2026. Some owners choose to cover or contribute to registration fees as a visible sign of support, particularly for DCPs where fees are a larger share of income. This is a decision for each practice, not a requirement.

Item	Figure	Status as at 12 October 2026
Funded and cost items relevant to retention in 2026
Appraisal payment (eligible dentists, therapists, hygienists)	£213	Available from 2026
Quality improvement programme payment	£3,400 per year	Sign-up closed 8 May 2026
GDC dentist annual retention fee	£698 (up from £621)	2026 fee
GDC DCP annual retention fee	£108	Payable by 31 July 2026, now past

Build roles and development that people want to stay for

Dental nurses are the group the BDA finds hardest to recruit, and the GDC register shows why they matter: nurses make up the largest part of the DCP workforce, rising to 68,472 at December 2025. Retention here is about giving nurses a visible path, not just more tasks.

NHS reforms give one concrete option. Since 1 April 2026, suitably competent dental nurses can apply fluoride varnish to children aged 16 and under under a dentist's prescription, without a dental examination. Practices that invest in the training and sign-off behind that change can offer nurses a recognised step up in responsibility, which may help with the sense that staff are unwilling to continue in dentistry.

Workload design matters as much as development. Providers with contracts of 100 UDAs or more must deliver 8.2% of contract value as unscheduled care, about 11 courses of treatment per £10,000 of contract value. Planning that capacity into rotas, rather than squeezing it into already full lists, may reduce the pressure that wears teams down. Complex Care Pathways were introduced from 23 June 2026, and recording of phased courses of treatment for this patient group should end by 31 December 2026, so clear internal guidance on who does what can save confusion and frustration.

Private and mixed practice are part of the picture too. GDC working-patterns data published on 17 March 2026 shows 20% of dentists provide private care only, and a further 14% work predominantly in private care. Dentists weigh this when choosing where to work, so being open about your NHS and private mix, and how it affects clinicians, helps you attract and keep the right people.

Why this matters

Offer nurses a defined development route, such as fluoride varnish training, with clear sign-off.
Schedule unscheduled-care capacity deliberately instead of absorbing it into overbooked lists.
Be upfront about your NHS and private mix when you recruit and appraise.

Dental clinic waiting room area with a white wall and black sign that reads Smile Like You Mean It like a quote

Listen early and act before staff resign

Most resignations are preceded by signals: reduced engagement, more sickness, or quiet questions about other employers. Regular one-to-ones, short anonymous pulse surveys and open team meetings give you a chance to respond while the person is still with you. With morale reported as low or very low by 56% of owners and 42% of associates, it is reasonable to assume your own team may be feeling something similar.

A growing register also changes what candidates can choose. The GDC register stood at 131,680 dental professionals at December 2025, including 47,916 dentists (up 3.4%) and 83,764 DCPs (up 5.5%). More registrants does not guarantee more available staff in your area or your specialism, but it does mean skilled people have options, and they tend to move towards practices with a reputation for supporting their team.

Another useful step is to understand the cost of loss. A post left open for six months means extra pressure on everyone else, cancelled sessions and slower patient access. Treating retention as a planned part of practice management, with someone responsible for it, is usually cheaper than repeated recruitment. Where a vacancy does arise, a specialist and trusted recruitment partner can help you find clinicians and DCPs whose expectations match your working model.

Why this matters

Hold regular one-to-ones and act visibly on what you hear.
Remember registered professionals have choices, so reputation counts.
Treat retention as part of practice management, with a named owner.

The Bottom Line

Retaining staff in a dental practice rests on a few steady habits: fair and transparent reward, roles that let people grow, workloads planned around real capacity, and a team that feels heard. The 2026 data shows the strain is real, but also that funded options and wider roles now give owners practical tools.

If you are weighing up your next hire, or considering your own next move, speak to our recruitment team about building or joining a dental team that is set up to last.

Disclaimer: This blog is a general overview and should not be construed as professional legal, financial or medical advice.

Frequently Asked Questions

Q1: Why do dental staff leave practices?

Pay, morale and workload are the main pressures in recent UK data. The BDA's 2026/27 evidence found only 20% of owners and 40% of associates felt fairly paid, and 56% of owners and 42% of associates reported low or very low morale. Each practice differs, so asking your own team is the best starting point.

Q2: How can practice owners improve dental nurse retention?

Offer clear development, fair pay reviews and manageable workloads. Since 1 April 2026, suitably competent dental nurses can apply fluoride varnish to children under a dentist's prescription, which can be a recognised step up. The BDA also links nurse vacancies to staff unwilling to continue in dentistry, so listening early matters.

Q3: Is there NHS funding that supports dental staff?

Yes, in part. Eligible dentists, therapists and hygienists can claim £213 on completing an annual appraisal from 2026. Practices in the quality improvement programme receive £3,400 per year, although the 2026/27 sign-up deadline of 8 May 2026 has passed. Check NHS England guidance for current eligibility.

Q4: How hard is it to recruit dental nurses?

It is difficult. The BDA reports that 77% of owners had difficulty recruiting dental nurses, 70% therapists and 63% hygienists. Also, 63% of owners with vacancies had one open for over six months, and only 34% filled all their 2024-25 posts, so retaining existing staff is usually easier.

Q5: Do dentists prefer private or NHS work?

It varies. GDC data published in March 2026 shows 20% of dentists provide private care only and a further 14% work predominantly in private care, over 75% of their time. Being clear about your practice's NHS and private mix helps you attract clinicians whose preferences match.

Information Sources

This article was researched using UK sources. Last updated: 2026-10-12.

How to Retain Staff in Dental Practices in the UK