Why New Employees Leave in the First Three Months, and How to Stop It

Recruiting, hiring, onboarding, and training a new employee takes considerable time and resources. Despite that investment, many senior care communities continue to struggle with employees leaving within their first few months on the job. Early turnover remains one of the industry’s most persistent workforce challenges.

Read on to learn why new employees leave so quickly and what senior care leaders can do during hiring and onboarding to improve long-term retention.

What Drives Early Employee Turnover?

Deb McCardell, senior director of human resources at The Kendal Corporation

Several factors can influence a new employee’s decision to leave within the first few months, but Deb McCardell, senior director of human resources at The Kendal Corporation, says the most resignations are due to misaligned expectations, ineffective onboarding, and the overall employee experience.

Many new hires begin a role without fully understanding what the job will actually involve, and insufficient onboarding can leave them feeling unprepared from the start.

McCardell also points to the critical role supervisors play in helping employees gain confidence and feel supported. “Equally important is the role of the supervisor, as new hires who do not receive clear guidance, regular communication, and meaningful feedback are less likely to feel confident or supported in their roles,” she says.

Sari Gillen, area director at Goodwin Recruiting

The senior care labor market has also changed, according to Sari Gillen, area director at Goodwin Recruiting. With more senior living communities and in-home care providers competing for talent, employees have far more employment options than they once did.

“Care facilities are so focused on providing an amazing lifestyle experience for the residents, that they have neglected to consider the needs of their employees and the options they have in front of them at any moment,” Gillen explains.

Building Retention Into the Hiring Process

According to Gillen, the first two weeks on the job are especially important. During that period, new employees need to feel appreciated, supported, and confident that they made the right decision before they even receive their first paycheck.

McCardell has found that the highest turnover risk often peaks between days 30 and 60, after the initial onboarding period ends and employees begin working more independently. “At this stage, gaps in training, unclear expectations, or a lack of confidence in their ability to do the job often become more apparent,” she says. “This is also the time where the rubber meets the road with a new hire’s expectations around how the organization lives up to (or doesn’t) their values and/or promises of the role.”

Mark Manrose, director, School of Continuing Education at West Valley College

Building retention starts well before a new employee works independently. Mark Manrose, director, School of Continuing Education at West Valley College, has partnered with Successful Aging Solutions & Community Consulting to introduce a new Community Caregiver Certificate.

He emphasizes the value of giving candidates a realistic understanding of the role before they begin. “The most effective organizations communicate both the challenges and the rewards of the profession while also emphasizing the support systems available to employees,” he says.

At The Kendal Corporation, setting realistic expectations begins with transparent job descriptions and honest conversations during the interview process. McCardell says the organization also prioritizes relationship building from the beginning through thoughtful interviews, peer interactions, and onboarding touchpoints that help new hires develop connections and a sense of belonging.

Gillen believes experience should also play a major role in hiring decisions. “Senior care is not an appropriate proving ground for anyone wanting to get into the business,” says Gillen, noting that lives are at stake in the industry. “The best approach is to simply not hire inexperienced staff,” she adds. “I have always required at least two years of care experience before a caregiver would qualify to work in my facility.”

Onboarding Practices That Help New Hires Stay

A strong onboarding program can shape how employees view their organization from day one and influence whether they choose to stay. McCardell says the most successful onboarding programs intentionally combine structured training with relationship building and ongoing support.

Clear training plans, defined role expectations, and early milestones help employees build confidence, while regular communication with leaders reinforces that help is always available. “This consistent communication creates a sense of stability and reinforces that support is readily available,” says McCardell.

The Kendal Corporation also gathers employee feedback through engagement surveys that include milestone check-ins throughout the onboarding process. Those surveys allow managers to identify concerns early and address them before they contribute to turnover.

Gillen developed an ambassador program that rewarded experienced employees for mentoring new hires. Staff who achieved ambassador status received additional perks and a small bonus when paired with a new employee. “All new hires were paired with an ambassador for that critical first two weeks,” she explains. “It wasn’t necessarily for training, as all new hires had to have experience. It was more to provide a buddy, a listening ear, and a support person to help find your way around, adjust to new processes, and basically learn the ropes.”

Gillen received weekly reporting, which allowed her to identify and resolve potential issues before they grew into larger problems.

Keys to Reducing Early Employee Turnover

Reducing early turnover requires organizations to invest in employees well beyond the recruiting process. Manrose recommends placing the same emphasis on onboarding, mentorship, and professional identity as they do on recruiting efforts. “What we’ve learned through the development of West Valley College’s Community Caregiver certificate program is that retention begins before a caregiver’s first day on the job,” he explains.

He also encourages providers to help caregivers develop both technical and interpersonal skills while giving them a clear vision for career growth. “Caregivers need to see a future for themselves in the profession,” he says. “Organizations that create clear pathways for additional training, credentials, wage growth, and advancement send a powerful message that caregiving is a career, not just a job.”

McCardell believes organizations should focus on hiring the right people instead of filling vacancies as quickly as possible. “While the demands of senior care often require frequent hiring, making decisions based solely on staffing needs, essentially hiring ‘bodies,’ is not an effective long-term strategy,” she says.

That long-term approach appears to be paying off at The Kendal Corporation. McCardell says approximately 25 percent of the organization’s new hires over the past year have come through employee referrals. “This reflects a strong sense of trust and satisfaction among our current employees regarding the company culture and the roles we offer,” she says.

“At the end of the day, your human capital is your most important asset,” McCardell adds. “The way we recruit, onboard, and support employees directly impacts not only retention, but also the quality of care we provide. By investing in our people and creating a positive, supportive employee experience, we ultimately create the best possible experience for the seniors we are entrusted to care for.”

Paige Cerulli

Paige Cerulli is a contributing writer to i Advance Senior Care.