The need for autism therapy professionals has been steadily increasing for over a decade, and with it, the challenge of retaining skilled clinicians has become a top priority for organizations in the field. Autism therapy providers, particularly those offering Applied Behavior Analysis (ABA), are facing an ever-growing shortage of professionals such as Registered Behavior Technicians (RBTs) and Board Certified Behavior Analysts (BCBAs). As demand for these services continues to rise, organizations are forced to get creative in holding onto their talent, finding ways to prevent burnout, and maintaining a high standard of care for individuals with autism.
Since 2010, the demand for autism therapy professionals has steadily increased, according to the Behavior Analyst Certification Board. However, the surge in demand has also amplified the pressure on autism therapy providers to maintain a stable, well-supported workforce. It’s no secret that hiring and retaining professionals in this field is difficult. The increasing complexity of caseloads, long hours, and the emotional demands of working with clients with autism contribute to the high turnover rates in the industry. Consequently, organizations are pulling out all the stops, from implementing “stay interviews” to offering growth opportunities, flexible schedules, and enhanced support programs.
The Pitfalls of Rushing the Hiring Process
One of the greatest challenges in the autism therapy workforce is hiring the right candidates. The temptation to hastily fill open positions is strong, especially when demand is high and there are multiple vacancies. However, rushing the hiring process can often lead to hiring individuals who may not be the best fit for the job, ultimately resulting in high turnover and dissatisfaction. Fali Sidhva, CEO of Helping Hands Family, shared insights during a recent Autism Business News webinar that emphasize the importance of quality over speed when filling positions.
“If you need RBTs and you’ve needed them for three months, and this person shows up and you’re not sure, but you think I can make this work, don’t do it,” Sidhva advises. “It probably will mean you will have to replace their position in a little while.”
Helping Hands Family, a Pennsylvania-based ABA provider, has learned firsthand the consequences of rushing to hire individuals who aren’t the right fit. Rather than filling positions with candidates who may lack the necessary skills or long-term commitment, Sidhva stresses the importance of waiting for the right person, even if it means leaving a position open for a while longer.
The Role of Comprehensive Training and Support
Hiring strong candidates is essential, but retaining these employees depends on providing them with ongoing training, professional growth opportunities, and emotional support. Dallas Star, regional director of behavioral health at BAYADA Home Health Care, emphasizes the importance of not only hiring skilled clinicians but also ensuring they receive top-tier training and continued support. “The quality of your candidates determines your turnover later, but also, the quality of that training and ongoing support program determines whether you can make that hire a good hire or not.”
BAYADA, a leading provider of behavioral health services, has long recognized the need for a robust support system for their autism therapy clinicians. Providing a positive work environment where clinicians feel heard and supported is critical to minimizing burnout and retaining staff. BAYADA’s success in retention can be attributed to their proactive strategies, such as stay interviews and regular employee surveys.
Stay Interviews: A Proactive Approach to Retention
One of the most innovative retention strategies that BAYADA has implemented is the use of “stay interviews.” These interviews, which are conducted proactively rather than after an employee has decided to leave, allow the company to gather valuable feedback about clinician satisfaction and potential issues. Stay interviews focus on understanding how employees are feeling about their workload, the support they’re receiving, and whether they feel they have the resources to do their job effectively.
“People sometimes don’t want to complain, so it’s important to go out and ask,” Star explains. “In an exit interview, they’ll say, ‘I was on this client for a really long time. They were frustrating me and I just needed to take a break and move on.’ And we’re saying, ‘We could have done that for you. We could have taken that extra step.’”
These interviews provide a valuable opportunity to address issues before they become reasons for clinicians to leave, helping the organization retain staff and improve job satisfaction. Through regular surveys, BAYADA can further gauge employee experience and implement changes that are tailored to their needs.
Offering Clear Career Paths and Growth Opportunities
Another key factor in retention is providing employees with clear career paths and opportunities for growth. Many clinicians, especially RBTs, seek opportunities to advance in their careers and take on additional responsibilities. To address this need, Helping Hands Family developed the “RBT Rise” program, which provides RBTs with the chance to pass additional competency tests and take on leadership roles. By giving RBTs the opportunity to grow within the organization, Helping Hands Family hopes to not only retain talented professionals but also increase their overall efficiency.
“We think this is a good investment for us because we now have an RBT, who we hope stays longer, but is actually getting more done in the clinic,” says Sidhva. “They’re advising other RBTs, they’re the ones that we use for shadowing and training.”
This approach benefits both the clinician and the organization by allowing employees to grow within their roles, which leads to a more stable and productive workforce. Additionally, it enables experienced RBTs to mentor new hires, ensuring high-quality care for clients and fostering a culture of support and professional development.
Providing Flexibility and Reliability with Schedules
In the fast-paced world of autism therapy, clinicians often express frustration over unreliable or erratic schedules. Burnout can occur when clinicians are forced to work excessive hours or deal with unpredictable workloads. To address this, organizations like Helping Hands Family and BAYADA are prioritizing more reliable scheduling to ensure clinicians have better work-life balance and the ability to plan ahead.
Helping Hands Family has introduced a concept called “dedicated time,” which allows clinicians to use time that would otherwise be lost (such as during patient cancellations) to engage in non-billable activities like training, continuing education, or attending professional conferences. By allowing clinicians to use this time for personal development, Helping Hands Family ensures that employees can continue to grow in their roles without feeling pressured by constant, unpredictable workloads.
The Importance of Training Future Leaders
Beyond retaining individual clinicians, training future leaders is another essential component of workforce retention. BCBAs are critical to the success of autism therapy programs, and many BCBAs are tasked with leading teams of RBTs. However, many BCBAs are relatively inexperienced and need additional training and support to be effective leaders. Investing in leadership development ensures that organizations have strong leaders who can guide their teams, make critical decisions, and foster a positive work environment.
“Every BCBA is a leader,” says Sidhva. “Having said that, many of them are inexperienced. Training them to be good leaders is just as important.”
Inexperienced BCBAs need ongoing training and mentorship to help them develop leadership skills. By investing in the professional growth of BCBAs, organizations can build a strong leadership team that will, in turn, support the development of RBTs and the overall success of the organization.
Conclusion: Creating a Sustainable Workforce in Autism Therapy
The demand for autism therapy professionals will only continue to grow, making it essential for organizations to find innovative ways to retain their talent. From proactive stay interviews to career development programs, flexible scheduling, and leadership training, autism therapy providers are finding creative solutions to address clinician burnout and create a supportive work environment.
By focusing on high-quality hires, providing clear career paths, offering reliable schedules, and investing in leadership development, organizations can create a sustainable workforce that is equipped to meet the increasing demand for autism therapy services. By supporting their clinicians, autism therapy providers can continue to provide high-quality care while ensuring that their workforce remains satisfied, engaged, and committed to the mission of helping individuals with autism lead fulfilling lives.
