Hiring isn’t just a process—it’s a high-stakes decision with real consequences.
At Camino, a federally qualified health center (FQHC) with more than four decades of service, they learned this the hard way. CEO Jeremy Elkins pulls no punches when talking about the cost of getting it wrong—and the game-changing impact of finally getting it right.
“We actually have had some candidates who we have sourced, who have not been in leadership roles in the last 12 to 18 months, who did leave.”
Those departures weren’t just emotional hits—they were financial ones.
The Real Cost of a Bad Hire
When you make a hire, you’re not just investing in a person—you’re pouring time, resources, and trust into them. And when that person leaves too soon? You’re left holding the bill.
“That switching cost, or that sunk cost on the front end of the investment of time and resources… it just becomes that much more costly.”
Think of it this way: every hour spent onboarding the wrong person is an hour not spent on patient care, team leadership, or strategy. And for a mission-driven organization like Camino, that’s more than inefficient—it’s dangerous.
Why Going It Alone Didn’t Work
Camino had tried to find candidates on their own and even used other recruiting firms in the past. But Jeremy says the difference was night and day.
“Anytime that we are having to spend an inordinate amount of time sourcing and reviewing candidates, it’s time and resources that we’re taking away from doing the most important work.”
In other words, DIY recruiting might save money on paper, but it comes at a steep cost in terms of energy, time, and the risk of misalignment.
That’s where their partnership with UHC changed everything.
Better Candidates from Day One
What made UHC different? According to Jeremy, it came down to preparation and precision.
“The quality of candidates has been significantly better out of the gate.”
“You guys really do a lot of the legwork… giving us those folks who are a fit organizationally and culturally for us.”
This wasn’t about filling seats. It was about finding leaders who could step in, stay in, and make a real difference.
Two standout examples? Camino’s COO and Medical Director.
“We’ve ended up with two really quality people… much more aligned with what we need than if we had just gone out to the market and seen who applied.”
Avoiding Mistakes Before They Happen
One of the most impactful moments in the hiring process didn’t even involve an executive—it was a reality check about their clinical compensation strategy.
“Our recruiter told us… ‘You’re under market… you’re going to get what you pay for.’”
That honest, uncomfortable insight saved them months of stalled hiring efforts. After adjusting compensation ranges, the caliber of candidates improved dramatically.
That kind of partnership—one that challenges, informs, and collaborates—is what helped Camino go from hiring mistakes to hiring momentum.
Lessons from the Trenches
So what would Jeremy say to another FQHC CEO still trying to do it all in-house?
“You will see the dividends of partnering sooner rather than later… because I have trust and confidence that you guys are really stepping into that recruitment role in a way that I trust.”
In the world of healthcare leadership, time is money, but trust is gold. Camino’s story is a reminder that the true cost of hiring isn’t just in salaries or recruiter fees. It’s in what you lose when you hire the wrong person.
And the win? That comes when you find the right one.
