Welcome. Are you an existing student?  Login here

Tel : 07973 361 390 Follow Us on Facebook Connect with Us on Linked In

New Book for Reception Leads

15 Aug 2016

There can be no mistake that the reception role and the front of house reception skills in dental teams have changed considerably over recent years. Healthcare regulations have been one of the driving forces for these changes, as too are patients’ expectations, technology and the exciting range of new advanced treatment options open to dental patients.

The diversity of UK dental practices is extensive, ranging from small one-chair practices to massive multiple-sited dental corporate businesses. The diversity of practices is not wholly size related, whether an NHS or high-end private practice, specialist or general practice, it is the right of patients that their care will be safe, effective, caring, responsive and well-led – as set out in the Health and Social Care Act. This quality of care can only be achieved by teamwork which includes those team members registered with the General Dental Council and non-registrants, such as practice managers and receptionists. This book focuses on the range of knowledge and skills receptionists need to offer friendly, patient-focused front of house and administration services which support and enhance the reputation of the practice and the work of their clinical colleagues as well as bringing patients oral health gains.

The reception role was always a challenging one, calling for a range of learned and innate skills as covered in Chapter 1 of this book. Alongside the receptionists’ formally learned skills, their innate skills are a reflection of their personality and serve to create the personality that the practice projects every day to all who come into contact with it.

In Chapter 2, the focus is upon the front of house marketing role, looking at how information about the local market can be collected and considering numerous ways that receptionists can use that information to raise the profile of the practice within the local community.

Financial aspects of reception, in particular aspects of consent linked to the financial aspects of treatment, are the subject matter for Chapter 3. Financial misunderstandings are frequently the cause of complaints and patient dissatisfaction. Receptionists have an important role to play in ensuring there is clarity and transparency in financial matters relating to the dental services offered to patients.

Staff selection is the focus of Chapter 4. How to select the right people during recruitment activity as well as the main factors to consider when allocating work and selecting team members for specific responsibilities are discussed.

In Chapter 5, quality management is explored – in particular the ideology that has led to the care quality standards each practice must meet. The chapter then looks at practical ways these management approaches can be applied to enhance the quality of care for patients and the ability of dental workplaces to cultivate job satisfaction and team retention.

Enabling a group of people to come together and become a collaborative team calls for a range of communication skills as covered in Chapter 6, in which considerations of aspects of IQ and emotional intelligence (EQ) are explored along with techniques for responding to challenging behaviour and workplace bullying.

Chapter 7 extends the communication theme and looks at how the reception lead can structure methods of information sharing, in particular the role of meetings to analyse Significant Events and learn from experience using reflective practice.

Safety and wellbeing is the focus for Chapter 8. Here we look at important safeguarding requirements to ensure that should a member of the reception team have concerns for a child or vulnerable adult, they are aware of what the practice expects them to do and are able to act swiftly in a preventive or safeguarding role.

The patient journey is a term which is well established in dental speak and is the subject of Chapter 9. It covers a wide range of aspects of the patient experience and looks at ways the practice can give their patients something extra that shows they value their patients and understand their needs and concerns.

This topic is extended in the final chapter to look at the newest team role – that of carer coordinator. There are many ways that practices apply this role. In most cases the role is closely linked to the reception team so they can access clinical expertise to answer patients’ questions and ensure that patients can give their informed consent to every aspect of their care and treatment.


Practice Management Competency 2 day course - Excellent course


Ways To Contact Me

Email Me

Use the contact form or send an email to:

Telephone Number

You can phone me on:

07973 361 390

Postal Address

Please send any post to:

Glenys Bridges Practice

24 Farnworth Grove
Castle Bromwich
B36 9JA
United Kingdom