Add-on · Retention Check-Ins

Hear the resignation before it’s written.

Most people decide to leave in their first ninety days — quietly, between one ordinary shift and the next. The interviewer who screened your employee checks back in at 30, 60, and 90 days — and every quarter after that, for every employee — turns what they hear into a risk report built from the employee’s own words, and gives their manager the why behind a grievance.

Talk to us about check-ins See the cadence

Schedule sustainability

Elevated

In the employee’s words

“Honestly, it hasn’t changed. I’ve started wondering whether this is sustainable for me.”

Day-60 check-in — asked about the weekend-schedule concern they raised at day 30

The concern was raised at day 30 and hasn’t improved. An action task went to the manager the same hour: schedule review, due Friday.

The cadence

Three conversations, timed to how leaving actually happens.

Settling in

The interviewer asks direct questions: did training cover the actual job? Does the schedule match what was promised at hire? Is anything missing — access, equipment, a person to go to? And the catch-all: is there anything else you have questions or concerns about? Problems get named while they're still small.

Flags first-month problems

The honest stretch

By day 60 the real workload is visible. The check-in follows up on what day 30 surfaced — fixed, or just acknowledged? — and asks what a manager doesn't hear on the floor. Any unanswered question or follow-up that flags as a grievance goes straight into the risk report, routed to the right person with a due date.

Where flight risk starts

Commit or drift

The last scheduled check-in confirms whether the earlier fixes actually landed. Anything still unresolved goes to the manager as an action task with a due date, and the final risk report gives insight into who is at risk.

The decision window

What your managers get

From conversation to resolution, in one dashboard.

Risk reports, evidence firstLike the screening report: the employee’s words carry the score. A manager reads why a risk is elevated — not just that it is.
Flagged concerns reach the right personEvery flagged concern opens a case in the dashboard. Route it to whoever can fix it — they’re emailed the moment you save — and progress notes build a dated trail until it’s resolved. Nothing dissolves into a hallway promise, and nobody has to chase it.
One record per personThe candidate you screened and the employee you’re keeping are the same record. Nothing re-entered, nothing lost in the handoff to the floor.

Check-in program · new hires

On schedule

Day 30Completed — settling in well; raised a concern about working weekends
Day 60Completed — weekend concern still unresolved; risk elevated
ActionSchedule review — routed to the manager, due Friday
Day 90Scheduled — confirms whether the fix landed

Cost and savings

What one resignation costs, next to what check-ins cost.

The left column is what it costs to replace an employee who leaves, using published benchmarks. The right column is the scale of quarterly check-ins for every employee — rates are quoted per engagement — request a quote. The figures are stated, not promised — your roles and pay scales will change them.

Replacing one employee

Benchmarks

6–9 monthsof the departing employee’s salary — SHRM’s estimate of the cost of the full search, hiring, and onboarding cycle¹
$20,000–30,000what that means for a $40,000 role; for a $60,000 role, roughly $30,000–45,000
50–200%of annual salary — Gallup’s wider range, depending on role and seniority²
90 daysthe window in which most early departures are decided — the window check-ins cover

What the range excludes: the output gap while the position sits open, the strain on the team covering it, and the customers who notice.

Enrolling new hires in check-ins

Per new hire

<0.1%of payroll a year — a check-in every quarter for every employee, the 30-, 60-, and 90-day series for new hires, risk reports, and routing of flagged concerns
~55structured conversations a month for a 110-person organization, on the quarterly-plus-new-hire cadence
Per employeeper month is how enrollment is billed, on active headcount only — with volume rates for multi-site organizations above 1,000 employees
1resignation avoided in a year covers that organization’s entire check-in bill several times over, by the benchmarks at left

Basis: replacement-cost benchmarks from SHRM and Gallup; enrollment rates are quoted per engagement — request a quote. No outcome is guaranteed; the comparison shows the scale of the two figures.

Sources: 1 SHRM estimate, via Employbridge, Workable · 2 Gallup range, via Qooper.

Where the problems get solved

Keep the people you worked this hard to hire.

When problems get caught and fixed in the first ninety days, fewer people quit — lower turnover, higher retention, and fewer positions to re-post, re-screen, and re-train. Concerns flagged in a check-in land in the Compliance & Grievance portal: a hotline and case desk for your staff and the customers you serve, where every problem gets an owner and stays open until it’s solved. Same dashboard as your interview reports — no new software to set up.

See the Compliance & Grievance portal Talk to us