Frontline turnover does not land in cost per hire. It lands in overtime to cover the gapped post, supervisor time, orientation paid for twice, and recruiting the same seat again three months later. Nobody budgets for it, and everybody pays it. We work with your managers to bring that number down, and we hold ourselves to it. Move the numbers below to your own.
Cost per departure ranges from about $3,000 to $8,000 in published frontline benchmarks, and above $8,600 for certified roles such as paramedics. Sources: American Ambulance Association 2022-2025; NSI Nursing Solutions 2025-26; QATC and ContactBabel contact centre benchmarks.
Certification aside, what these jobs ask of somebody is usually learnable. What drives people out in the first ninety days is the distance between what they expected and what the shift, the supervisor and the work actually are. Every one of those is knowable before you hire.
Certification, licence, experience, judgement under pressure. Verified properly, the way any rigorous evaluation should. This part is table stakes.
This base, this crew, this supervisor, these shifts, this commute, this pay. The manager tells us the shape of the work. The candidate tells us the shape they want.
Not the job as advertised. Before they finish, they hear the hardest part of the shift described honestly. That is what stops the ninety-day resignation.
Capability hires them. Compatibility keeps them.
So we start with your managers, and get the real shape of the shift on the table. Then every applicant answers the same questions about the work as it actually is. Both sides on the same terms, in their own words.
We are not knocking anybody's recruiting team. Frontline hiring has been measured on speed for thirty years, because speed is the thing a busy operation feels first. So the questions got shorter, the qualifying got thinner, and everything after day one became somebody else's number.
Have you done this before, can you start Monday. Both worth asking, neither one tells you whether somebody is still here in April.
Certification, availability and a task list. Time to hire improves. Who walks through the door on day one does not.
You reach the identical attrition rate a little sooner than last year, and pay to fill the same seat again a quarter later.
The tools got faster. What gets asked did not.
One team owning the compatibility and retention lifecycle, rather than a single step bolted onto a legacy funnel.
We sit with your managers and get the honest shape of the work: pace, supervisor, schedule, the hardest hour of the day.
Every applicant answers the same questions about the job as it actually is, so nobody is dismissed on paper alone.
Experience confirmed, then motivation, reliability and working style weighed against the real role and team.
Ordered against the brief, with the evidence attached, so your managers spend their hour on the people worth the hour.
We come back to who stayed, who left, and why - and we change what we ask next time accordingly.
High-volume, high-turnover, high-touch teams. Shifts covered, seasons finished, and more of your people still there at ninety days.
Clinical certification is table stakes. The difference is who stays calm under pressure, communicates with patients and families, and fits the pace of the unit.
Turnover is high, training is short, and the customer interaction is the job. We surface who will show up, handle the rush, and stay through the season.
Compliance and cash handling are trainable. Trust, composure, and customer empathy are not - and they show up in a conversation.
Shifts run around the clock and safety depends on the person, not the paperwork. We surface who communicates under pressure, keeps pace on a busy shift, and shows up for the next one.
At this volume, consistency isn't only efficiency. It's fairness.
Not just the first forty resumes a recruiter reaches before the queue wins. The 400th applicant gets the same scenarios and the same rubric as the first.
On what someone says about real customer or patient situations - not how well a document was worded, who referred them, or how their name reads on paper.
Nobody is dismissed by a machine. One of our people reviews every recommendation, and the candidate's own words travel with it.
"When the pressure is on, I keep the task moving, stay calm for the next person, and find my supervisor after to ask what they needed."
We sit with your managers and your team before anyone is evaluated. Pace, support, autonomy, the hardest hour of the day - so every candidate is measured against the real work.
Ordered Strong, Notable or Worth a look - with the reasoning attached to each one.
Verbatim quotes from real scenarios, so the decision isn't resting on a gut feel.
We ask your team the same things we ask candidates - pace, support, autonomy - and match on both.
Schedule, supervisor compatibility, workload, and take-home expectations checked early - not discovered in week three.
We come back at ninety days with who stayed, why, and what to ask differently next time. The loop gets tighter every hire.
One cohort, one location, your ATS stays the system of record. Judge us on who is still there in ninety days.