Figure 3.10
Replacing employees is costly—not just in dollars, but in lost productivity, morale, and institutional knowledge. According to the Society for Human Resource Management (SHRM), the average cost to replace an employee can range from 50% to 200% of their annual salary, depending on the role (SHRM, 2022). For fast-growing companies like TCARE Inc. and SteadyMD, minimizing turnover is not just a financial imperative—it’s a strategic one. Both organizations have embraced data-driven hiring practices to ensure better alignment between candidates and roles, ultimately boosting retention and performance.
TCARE Inc., a health tech company focused on caregiver support and aging-in-place solutions, has applied its own behavioral analytics platform to workforce management. Originally designed to reduce caregiver burnout, TCARE’s tools now help match employees to roles based on emotional resilience, communication style, and long-term compatibility. By integrating behavioral data into the hiring process, TCARE improves person-job fit—ensuring that employees are not only capable of performing their duties but are also emotionally equipped to thrive in high-stress environments (TCARE, 2024).
SteadyMD, a telehealth company operating in all 50 states, takes a similarly intentional approach. The company uses structured interviews, inclusive language in job postings, and values-based screening to ensure person-organization fit. Their hiring process emphasizes flexibility, collaboration, and mission alignment—qualities that are essential in a remote-first, fast-paced healthcare startup (SteadyMD, 2024). By focusing on shared values and communication preferences, SteadyMD reduces the risk of cultural mismatch, which is a common cause of early turnover in startups.
Both companies also invest in onboarding and feedback systems that reinforce alignment after hiring. TCARE’s centralized HR systems and SteadyMD’s virtual town halls, DEI events, and peer recognition channels help new hires feel connected and supported. These practices not only improve retention but also foster high performance by creating psychologically safe environments where employees can grow and contribute meaningfully.
Ultimately, the success of TCARE and SteadyMD demonstrates that hiring for fit—both with the job and the organization—is not just a “nice to have.” It’s a business-critical strategy. By leveraging behavioral insights, inclusive practices, and structured onboarding, these companies have built resilient teams that are more engaged, more productive, and more likely to stay.
References
SHRM. (2022). The real cost of employee turnover. Society for Human Resource Management. https://www.shrm.org/
SteadyMD. (2024). Corporate careers and culture. https://www.steadymd.com/careers/
TCARE. (2024). Caregiver support and workforce solutions. https://www.tcare.ai/
Discussion Questions
- Why is it so expensive for companies to replace workers?
- In modern times it is possible that an employee could have a number of different jobs in a short amount of time. Do you think this frequent job changing could skew results for this type of “ideal” employee selection? Do you think potential candidates can use these screening mechanisms to their advantage by making themselves seem like perfect candidates when in fact they are not?
- What personality traits may not seem like a good fit based on an initial screening but in fact would make a good employee?
- Do you feel that hard work and dedication could overcome a person-job mismatch?
