You are paying more for who you lose than you paid to hire them. 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.
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 screen 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.
The difference is not another question. It is being able to ask the next one.
Personal reasons.
“It was the holdovers, not the calls. I was getting home two or three hours late most weeks. I covered it for eight months for my partner, then I just gave my notice.”
Illustrative example. Every conclusion is anchored to the candidate's own words.
We sit at the top of the funnel, work alongside your hiring team, and stay past the start date.
We learn the real role with your managers, talk with every applicant, and hand over an evidenced shortlist ordered against the brief.
Your sources, systems, interviews, offer, onboarding, and people remain exactly where they are. Your people make every decision.
We maintain contact, review retention, and return what people say by role, location, shift, and manager to improve the next cycle.
We show you what to change while you can still change it.
We stay in touch between offer and day one, surface hesitation early, and give your team time to act before a candidate quietly goes cold.
Check-ins at 30, 60, and 90 days hear from people settling in as well as people leaving, while there is still time to help.
Patterns come back by role, location, shift, and manager, so each brief and each conversation gets sharper with every cycle.
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 works well at 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 screened. 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.
Two decades in talent acquisition and workforce technology, including a 3,500-person global hiring operation across 60 countries delivering more than 300,000 hires a year.
Start with one role, location, or cohort. Keep your current process, agree the retention milestone up front, and compare starts and retention with your current baseline.