RBT’s can ‘graduate’ from ABA Therapy too!
Understanding RBT Tenure: A Sensible Workforce Approach
Most RBT hires will not make a long-term career out of ABA. While some will advance into BCBA and other roles, many will move on for a variety of reasons. However, rather than viewing this as a problem, ABA service providers may need to shift their mindset and define an optimal tenure for RBTs that balances both the needs of employees and employers while ensuring continuity of care for clients.
Redefining Success in RBT Retention Some ABA Service Providers consider it a success if an RBT stayed for two years. Instead of striving for long-term retention, ABA providers might benefit from setting realistic expectations and structuring their operations around the understanding that RBTs are part of a high-turnover workforce. Rather than lamenting attrition, providers can proactively build training, support, and exit strategies that benefit both employees and clients.
Many Providers lean into the idea of focusing on hiring the right candidates who will mesh well with the organization, rather than being overly concerned with how long they will stay. If a provider creates a nurturing and supportive environment, RBTs will be better equipped to serve clients and may even stay longer than expected. This shift in perspective places emphasis on workplace culture and employee engagement rather than just retention metrics.
Empowering RBTs Beyond Direct Care Many Providers emphasize the importance of equipping RBTs with skills that not only help them deliver high-quality care but also prepare them for future roles, whether inside or outside the ABA field. Fostering a team-oriented environment where RBTs can refer new hires and mentor others can create a sustainable pipeline of talent, even in the face of inevitable turnover. Providers that view RBTs not only as clinicians but also as potential ambassadors and talent sources may create stronger engagement and longer-lasting impacts on their workforce.
Technology, Turnover, and Training This realization led me to consider the impact of RBT tenure on technology decisions in ABA organizations. The reluctance to move away from large practice management platforms, despite clinician dissatisfaction, may stem from the fact that administrative and management staff—who tend to have longer tenures—derive significant benefits from these systems. On the flip side, the high turnover of RBTs could present an opportunity to experiment with different clinical solutions, since new hires will need training regardless. This suggests that ABA providers should prioritize tools that are intuitive, easy to onboard, and supportive of high-efficiency workflows.
Recognizing the transient nature of RBT employment also magnifies the need for tools that facilitate faster onboarding and greater effectiveness in their roles. AI-driven solutions for care plan creation, delivering and monitoring can reduce the administrative burden, allowing RBTs to focus more on therapy and less on paperwork. Similarly, fostering strong team dynamics and mentorship programs can help create a workplace culture where RBTs feel supported and are more likely to contribute to talent referrals.
The Learning Institution Analogy: A Culture of Growth Rather than viewing RBT tenure like a sports team with changing rosters, another useful analogy is that of a learning institution. Just as schools and universities welcome new students each year, knowing that they will eventually move on, ABA providers can embrace the reality that RBTs will cycle in and out of the workforce. In education, the focus is on creating an engaging and enriching experience while students are present, ensuring they leave with valuable skills and knowledge. Similarly, ABA providers can structure their approach to maximize an RBT’s effectiveness while they are employed, ensuring that both the employee and the clients benefit during that time.
This analogy reinforces the importance of structured onboarding, mentorship, and continuous learning. Just as schools provide clear curriculums, guidance, and resources to help students succeed, ABA providers should focus on creating a structured pathway for RBTs that supports their professional development, enhances their skills, and integrates them into a collaborative team. When done right, this approach can foster a sense of belonging and investment in the role, even if the RBT does not stay long-term.
A Broader Perspective on Workforce Evolution Additionally, it’s worth considering how other industries manage high-turnover roles successfully. Hospitality, retail, and home healthcare all thrive despite frequent staff changes. These industries invest heavily in streamlined onboarding, clear job expectations, performance incentives, and structured career mobility options. ABA providers could borrow best practices from these industries to build a workforce model that embraces turnover rather than fights against it.
Final Thoughts The reality is that RBT turnover is not just a challenge—it’s an inherent characteristic of the workforce. ABA providers that recognize this and build systems around it will be better positioned for long-term success. Rather than focusing solely on extending tenure, the goal should be to maximize the impact RBTs have during their time with an organization. By leveraging AI, improving training, strengthening mentorship, and creating a culture of teamwork, providers can transform a transient workforce into a continuous cycle of engaged and effective professionals.