Absolute Dental reviews

When I was interviewing, I was never told that I would be constantly moving between multiple clinics. I moved to Nevada to accept a job with Absolute, and when I was told which location I would be managing, I found a home in that area. However, I was being forced to commute up to an hour away to other locations, and when I first inquired about mileage reimbursement, I was told there was none. Imagine my surprise when I found out another employee in the same job as me was getting it since they too lived far away. I went to management with this and stated that is discrimination, and I did get awarded the mileage after that. The biggest problem I had was being shuffled between 7 different locations on a very regular weekly basis; that is EXTREMELY stressful and was NOT told to me during the interview process or I wouldn't have accepted the job. There is extremely high turnover amongst the office staff; the dentists were medium-level turnover, but the office managers, receptionists, etc. were at about 50% turnover rates, which is extremely high. This causes a lot of stress as well. The training program is atrocious; I had a trainer who was really sweet and who did know about the company/job, but they were expected to train for 3 different positions in the same class sessions, which was ineffective. Besides that, the trainees might be in one class with said trainer, but upon being shuffled to a different office, they no longer had that trainer for their time when they went to different locations. Then it was on the people who were working full-time in their roles (as office manager, receptionist, etc.) and it was apparent they did not want to/did not have time to train. There were many times I would just sit there while they did their own jobs because I 1) didn't have my own computer to work on 2) wasn't at a place yet where I was properly trained to know what I was doing 3) they said they were too busy to train at the moment and had to get their work done.

Lack of Autonomy, Clarity, and Accountability Across Roles Despite being designated as practice leaders, office managers have limited autonomy in managing their locations. Key operational decisions and oversight are retained by RDOs and department managers, leaving office managers without meaningful influence over the structure or functionality of their own practices. The title of "CEO" is often used rhetorically but does not reflect the actual level of authority or responsibility granted. There is a noticeable lack of clarity regarding organizational structure and decision-making processes. Responsibilities are not clearly defined, leading to frequent confusion over who handles specific issues. Much of the day can be spent tracking down individuals with the necessary permissions to perform basic software functions, significantly reducing efficiency. Access to fee schedules is restricted, and those responsible for maintaining them have failed to address even simple errors. This results in office managers being left to handle patient frustrations and billing inconsistencies without the tools to make corrections. The bonus structure in place for office managers appears misaligned with operational realities. Without clearly defined performance benchmarks or contractual accountability, the system seems set up in a way that discourages success and makes achievement of bonus goals highly unlikely. Communication challenges extend across departments. Many inquiries go unanswered, and there is minimal follow-through on requests. The call center management appears to operate independently of the needs of the practices, with prolonged absences and little observable impact from external engagements. Additionally, automated reports are often inaccurate, further complicating day-to-day operations. Overall, the lack of transparency, support, and structured communication significantly hinders the ability of office managers to run efficient and patient-focused practices.