There’s a temptation in California childcare hiring to oversell the role. The candidate pool is thin. The need is real. The instinct is to make the job sound as good as possible.
Don’t. Overpromising is one of the leading causes of 90-day turnover in our field. The candidate who says yes to a role you’ve inflated is the candidate who leaves when reality settles in.
Hire honestly. The right yes is much more durable than the relieved yes.
What honest hiring looks like
Specific job description. ‘This role is for our infant room, working with three to four babies between 6 weeks and 18 months. Standard hours are 8 to 5, M–F. You’ll have one 30-minute lunch break and two 15-minute breaks, covered by our floater. Documented daily reports for each family. Monthly classroom planning meeting. Quarterly performance check-in.’ This is the actual job. State it.
Realistic pay disclosure. ‘The pay range for this role is $X to $Y depending on experience and qualifications. We’re transparent because we want the right fit and your time matters.’ Posting pay attracts better candidates and saves both sides from misaligned conversations.
Honest about the hard parts. ‘The infant room is physically demanding. You’ll be lifting, bending, and on the floor for much of the day. Some days we have a child with a hard adjustment. Some weeks are heavier than others. The role is not glamorous on hard days.’ Stating it filters the wrong candidates.
Honest about culture. ‘Our director answers texts. Our team eats lunch together on Fridays. We have a real planning hour every Wednesday. We’ve had three teachers stay with us for 5+ years. Conflict gets addressed in conversation, not by avoidance.’ Specifics give the candidate a real picture.
Honest about challenges. ‘We’ve had turnover in our toddler room over the past year and we’re rebuilding that team. Compliance paperwork is a real part of every role. We’re a small program, so admin support is limited.’ Candidates respect honesty about challenges.
Open interview. The interview should feel like both sides choosing. Tour the candidate through the rooms. Let her meet a current teacher without the director there. Answer every question with specifics. Invite her to ask hard questions.
Trial day. A paid half-day or full-day in the actual room. Both sides see the fit honestly. The teacher who loves the trial day is the teacher who stays. The one who feels off after the trial day was going to leave in 90 days anyway.
Honest offer. The offer letter reflects what was discussed. Pay, hours, benefits, growth path, expectations. No surprises.
Honest onboarding. The first weeks include realistic exposure to the hard parts of the work, not just the easy ones. New teachers who only see the smooth weeks are unprepared for the rough ones.
Honest check-ins. At 30, 60, and 90 days, real conversations. ‘Is this what you expected? What’s been harder than you thought? What’s better?’ Course-correct early.
What this approach saves you. The cost of replacing a 90-day departure — recruitment, training, classroom disruption, family stress — almost always exceeds the cost of being patient enough to find the right fit.
What it requires. Sufficient hiring window to be patient. A culture of honesty that survives the pressure to fill quickly. A program that’s worth saying yes to honestly.
Build the program first. The right candidates follow. Honest hiring is the most durable kind.