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   * Most Loved CEOs of Most Loved Workplaces® 2024
   * America’s Most Loved Workplaces® for Veterans 2024
   * Top Most Loved Workplaces® for Wellness 2024


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Contents hide
Smiles All Around: Culture Lessons from MINT Dentistry, A Top Most Loved
Workplace® Leader!
Table of Contents
1. Conduct Thorough Assessments on Current Culture
2. Regularly Engage with Your Employees
3. Offer a Wide Range of Leadership Training Programs
4. Be Transparent About the Company’s Culture Issues
5. Spend More Time Focusing on Inclusion
6. Invest in Entry-Level Hires
7. Rethinking Employee Perks and Benefits
8. Leverage Metrics to Guide Your Initiatives
Conclusion


SMILES ALL AROUND: CULTURE LESSONS FROM MINT DENTISTRY, A TOP MOST LOVED
WORKPLACE® LEADER!




8 Min. Read.

Despite its many workplace awards and industry accolades, MINT Dentistry remains
committed to improving its company culture. 

Founded in 2009, MINT is one of the fastest-growing dental practices in the
United States today — with offices throughout Texas, Louisiana, Georgia,
Maryland, Indiana, Washington D.C., Illinois, Ohio, and Florida. It has over
50,000 5-star Google reviews from patients and has risen 64 spots on America’s
Top Most Loved Workplaces® list this year, coming in at #36 in 2024. Not only
does it offer a spa-like experience for both staff and customers, it is also
renowned for leveraging the latest medical technology to improve patient care. 

Nevertheless, MINT Dentistry isn’t just defined by its luxuries and lavish
perks. 

In 2024, the organization was also recognized as being one of Best Practice
Institute’s Top Most Loved Workplaces® for Wellness. It remains certified as a
Most Loved Workplace® for its second consecutive year. Clint Rachal, the
company’s CEO, was also previously honored as Comparably’s Best CEO for Women
and Best CEO for Diversity in 2022. 

Much of this success is attributed to Marion Terrell, MINT Dentistry’s Chief
Human Resources Officer (CHRO). Marion stepped into this executive role when the
company was at its peak of business expansion in 2022. He was specifically hired
at MINT to help cultivate an environment where team members would feel more
comfortable and confident at work. 

With over 25 years of leadership experience at seven billion-dollar corporations
including Dean Foods, Jackson National, Coca-Cola, and CVS Pharmacy, Marion was
brought on to help cultivate a work environment of love, perfection, and
generosity as more locations are launched. 

Through his extensive experience in HR, Marion has developed an adaptive
playbook on fostering positive work cultures — one that he’s used in every HR
leadership role he’s held. In a recent conversation with Best Practice
Institute, the CHRO shared his takeaways on the initiatives he’s implemented at
MINT Dentistry so far as a result of using Most Loved Workplace’s®  Love of
Workplace Index® survey  — and how HR leaders can ensure progress in building
out workplaces loved by their employees.



TABLE OF CONTENTS

 * 1. Conduct Thorough Assessments on Current Culture 
 * 2. Regularly Engage with Your Employees 
 * 3. Offer a Wide Range of Leadership Training Programs
 * 4. Be Transparent About the Company’s Culture Issues 
 * 5. Spend More Time Focusing on Inclusion 
 * 6. Invest in Entry-Level Hires 
 * 7. Rethinking Employee Perks and Benefits
 * 8. Leverage Metrics to Guide Your Initiatives 
 * Conclusion


 * 1. CONDUCT THOROUGH ASSESSMENTS ON CURRENT CULTURE 

To effectively improve company culture, CHROs must first conduct a thorough
assessment of the current state of the organization. This involves gathering
data through various methods like employee surveys, focus groups, and one-on-one
interviews, and more. 

One of Marion’s first tasks at MINT Dentistry was a two-month evaluation of the
company’s environment. Culture, whether it’s positive or negative, can be a
complex concept with different interpretations and meanings for people within an
organization. It is also not static and can evolve over time. And instead of
making assumptions about his new place of work, Marion decided to start from
scratch and prioritize conversations first. 

The HR team at MINT Dentistry spent months consolidating feedback on what worked
and what didn’t work among workers at various levels. They didn’t just talk to
doctors — front desk associates, nurses, and new employees were also included in
these meetings. 

Through a combination of the Love of Workplace Index® survey, one-on-one
meetings, and an analysis of these qualitative findings, Marion’s department
launched a Culture Reimagined Campaign, which included a new set of ideas that
put employee suggestions at the forefront. The campaign clearly defined MINT
Dentistry’s desired culture, values, and behaviors. CHROs can create reports
like the Culture Reimagined Campaign to diagnose workforce problems and
communicate what they’re working towards.


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2. REGULARLY ENGAGE WITH YOUR EMPLOYEES 

Put simply: One campaign isn’t enough. Fostering culture takes consistency, and
following up with employees after big initiatives through micro-surveys and more
one-on-one discussions is extremely important. 

Marion recommended that CHROs organize check-in meetings with every department
to gather first-hand insights, understand pressure points, and identify the
solution advocates quickly. These check-ins help leaders get a more immediate
gauge on whether HR initiatives are actually reinforced. Additionally, showing
employees that you’re willing to have a talk makes you reachable and
accessible. 

Establishing a regular cadence with people who work in different departments can
increase psychological safety and encourage employees to be more vocal about
expressing their needs. This practice can also help build trust with workers at
all levels. 


 * 3. OFFER A WIDE RANGE OF LEADERSHIP TRAINING PROGRAMS

Much like any other dental practice, the MINT workforce is filled with doctors,
hygienists, and other professionals with impressive academic backgrounds. But
most of MINT’s workforce consists of medical specialists with niche skill sets,
and these employees — doctors, hygienists, and nurses — often haven’t undergone
leadership or manager training. 

Effective leadership and management are essential components of a thriving
company, and CHROs can significantly contribute to this by implementing
comprehensive training programs for their teams. MINT Dentistry’s Emerging
Leader Program focuses on teaching employees how to coexist and support each
other. It works to create a harmonious environment that represents an extension
of home.




 * 4. BE TRANSPARENT ABOUT THE COMPANY’S CULTURE ISSUES 

Make sure that your definition of culture addresses and also tackles your
company issues. Furthermore, let your workforce know that you’re aware of the
existing issues that are not sugarcoating the severity of them. 

In the case of MINT Dentistry, the HR team’s decision to be transparent about
the cultural issues was a crucial step towards creating a work environment where
people felt comfortable speaking up. Transparency in leadership refers to your
openness and honesty in sharing information and company decisions. 

MINT’s Love of Workplace Index® quantitative and qualitative results found that
staff members were concerned over the lack of accountability and habitual
behaviors that impact overall sentiment. Once leaders got ahold of the results,
the Human Resources and Managing teams realized they needed to set a new tone.
MINT redefined its baseline definition of culture to be shaped by the worst
behavior tolerated. Its CHRO shared how crucial it is for employees — regardless
of their titles — to be treated with empathy, respect, and support.

Transparency and showing employees that you’re tackling problems head-on can
build trust and create a sense of shared ownership in the cultural improvement
process.


 * 5. SPEND MORE TIME FOCUSING ON INCLUSION 

MINT Dentistry is incredibly diverse. 

In fact, about 79% of its employees are made up of women. People of color make
up for a substantial percentage of the company’s workforce, as nearly 40%
identified as Black and 33% as LatinX. These numbers are even more impressive
given the fact that only 3.8% of Blacks and 5.9% of Hispanics make up for the
entire dental workforce in 2020. You can read our report on the importance of a
diverse workforce here. 

But while diversity is a crucial component to a positive workplace, it does not
equate to inclusion. 

Diversity refers to the presence of people who come from different racial,
cultural, age, gender, and neurodiverse backgrounds. Inclusion, on the other
hand, represents whether all employees feel like they belong. It is how people
feel when they come into the office. 

There are numerous benefits to CHROs that focus on building inclusive spaces.
According to LinkedIn Learning Insights, inclusive teams are 35% more
productive. Several workplace reports also found that inclusive work
environments reduce employee turnover and boost innovation. The logical
explanation behind this is when people feel heard and valued at work, they are
just more likely to perform better. 

To achieve true inclusion, CHROs must first address systemic barriers and biases
that may hinder work experiences for certain groups. One way to do this is by
connecting and listening to employees that share a different experience at work
or at home. 

Listening to people’s experiences will push leaders to reflect on their current
policies. Another way to stay tapped into your employee sentiment is through
Employee Resource Groups (ERGs). Some examples of ERG groups include a Women’s
Network, an LGBTQIA+ Network, BIPOC Professionals Network, a Parents, Family, or
Caregiver Group, a Mental Health Advocacy Hub, and more. 

These ERG networks are an important platform for underrepresented individuals to
share their experiences, network, and advocate for their needs at work.




 * 6. INVEST IN ENTRY-LEVEL HIRES 

CHROs can influence a company’s long-term success by strategically investing in
entry-level hires and creating an office where young graduates can excel. While
manager training is dedicated to tenure positions, CHROs can build mentorship
programs that cater to nurturing early-career professionals. Mentorship
opportunities should help graduates transition easily from college life, and it
should also introduce entry-level employees to leadership development early on. 

This hands-on approach equips staff members with the skills they need to
succeed, and it also fosters a sense of loyalty that increases the chances of
employees staying. Moreover, developing a strong pipeline of entry-level talent
can help to fill leadership roles from within, reducing the need for external
hires.  

Nevertheless, a more tailored approach to career development doesn’t have to be
just for early-career professionals. Some more strategies include mentorship
programs, education-related benefits, and quarterly technical training for
employees who want to pick up a new skill. 

You can read more about the pros and cons of employees’ growth investment here.


 * 7. RETHINKING EMPLOYEE PERKS AND BENEFITS

Benefit policies are important at any organization because it directly
influences employee retention, hiring, and employee motivation. 

MINT Dentistry offers immediate individual and family access to dental care at
little to no cost. Employees receive comprehensive healthcare, PTO, sick days,
manager appreciation days, and occasional internal donations. An office
experience at MINT also involves massaging dental chairs, Beats headphones,
Netflix subscriptions, and potential Teslas. 

However, the company’s commitment to employee well-being extends beyond perks.
The company recognized that a truly fulfilling work environment requires a
holistic approach that addresses career needs too. 

Being a national company with multiple locations throughout the U.S., the nature
of a job at MINT requires cross-functional and virtual collaboration. As it
continues to scale, the company is opening up more channels for employees to
communicate effectively. 

These channels include new technologies, intentional check-in times from
leadership, and continued investments for employee engagement aside from dental
work. It also involves both formal and informal opportunities to connect. Here
are some more resources on what attracts employees to a company. 


 * 8. LEVERAGE METRICS TO GUIDE YOUR INITIATIVES 

How many of your employees would actually recommend your company as a good place
to work? 

At MINT, executive leaders leverage The Employee Net Promoter Score (eNPS) as a
Key Performance Indicator (KPI) and an advantage against industry competitors.
The eNPS measures how likely employees are to recommend their workplace to
others, and the dentistry uses it to analyze both patient and staff experience. 

The eNPS, alongside other HR and operations-related metrics, give CHROs the most
up-to-date ratings of their organization’s culture. These finds ultimately
influence the way MINT revamps its clinics, sets staff schedules, and changes
benefit policies. 


CONCLUSION

Creating a Most Loved Workplace® requires consistency, patience, and a growth
mindset. And when employees feel valued, respected, and empowered, they are more
likely to stay motivated and committed to their work.  

In today’s modern workplace, CHROs and executives recognize that a positive work
experience is not just a nice-to-have anymore. 

It is a smart strategy to retain the best talent and ensure high-quality work.
By prioritizing transparent communication, employee development, and inclusive
practices, and the other ideas we mentioned above, CHROs can create
high-functioning workplaces that are valued at levels. 



Nominate My Company

Louis Carter

Louis Carter is the founder and CEO of Best Practice Institute, Most Loved
Workplace, and Results-Based Culture. Author of In Great Company, Change
Champions Field Guide, and Best Practices in Talent Management, as well as a
series of Leadership Development books. He is a trusted strategic advisor and
coach to CEOs, CHROs, and leaders of mid-sized to F500 companies – enabling
change and steering employer brand development together with highly effective
teams, leaders, and organizations as a whole.





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