Core Drives: 30,000 RBTs leave the ABA field

Dec 8

The recent data from the BACB revealing that 30,000 Registered Behavior Technicians (RBTs) have exited the ABA field is a wake-up call. While these numbers are alarming, they also present a critical opportunity. This isn't just a staffing problem; it's a challenge to the quality and accessibility of ABA services. By understanding the underlying motivational drivers, we can apply principles from Organizational Behavior Management (OBM) to redesign the RBT experience and foster lasting engagement.

RBTs are the backbone of our field. They are the frontline clinicians who implement behavior plans directly with clients, building rapport, collecting data, and driving progress. When RBTs leave at such high rates:

Clinical Outcomes Suffer: Constant staff turnover disrupts treatment consistency, slows client progress, and can lead to regression.
Resources Are Drained: Recruiting, hiring, and training new RBTs is an expensive and time-consuming cycle, diverting resources from direct client care and supervision.
The Field's Reputation is Impacted: High turnover makes it harder to attract new talent and affects public perception of ABA as a sustainable career path.

In other words, retaining RBTs is essential for maintaining the quality, integrity, and future growth of Applied Behavior Analysis.

The reasons RBTs are leaving point directly to unfulfilled Core Motivational Drives.

These are fundamental human needs that, when met, lead to engagement, and when ignored, lead to disengagement and departure. By mapping the BACB data to these drives, we gain a clear picture of where to focus our OBM interventions:

This is the strongest factor driving RBTs away. People are deeply motivated to avoid stress, burnout, financial insecurity, and the loss of personal time.

Concerning issues in the workplace (42%)
Number of hours worked per week (too many or too few) (41%)
High work demands with clients (38%)
Unpredictable schedule (38%)
Unpredictable pay (34%)
Travel between work sites or commute time/distance (26%)

Implement fixed or highly predictable schedules where possible. Empower RBTs with some control over their work hours or client assignments within defined parameters. Use clear communication about any necessary changes well in advance.

Ensure travel time, mileage, and administrative tasks are fairly compensated, reflecting the true cost and time burden on the RBTs.

Equip BCBAs with tools and training to effectively manage RBT caseloads, prevent burnout, and provide accessible, timely support for challenging cases.

Establish clear, confidential, and non-retaliatory channels for RBTs to voice concerns about workplace issues, demonstrating that their input leads to meaningful action.

Humans are social beings; feeling connected, supported, and respected by peers and supervisors is vital for job satisfaction.

Pair new RBTs with experienced, positive mentors who provide guidance, support, and a sense of belonging from day one.

Implement consistent systems for supervisors to provide specific, positive feedback, not just corrective feedback. This builds trust and reinforces desired behaviors.

Facilitate regular team meetings (paid, of course!) focused on shared learning, problem-solving, and social connection, rather than just administrative tasks.

Implement simple systems where RBTs can publicly acknowledge and appreciate their colleagues' efforts and successes.

This drive relates to our desire to acquire, control, and feel secure in our resources, including our financial compensation.

Conduct market analyses to ensure RBT pay is competitive. Implement clear, transparent pay scales that show how experience, skill acquisition, and longevity lead to increased compensation.

Link small, achievable bonuses or raises or percentages of value to measurable performance metrics (e.g., treatment fidelity, data collection accuracy, client progress) to reinforce excellent work and provide a sense of earning.

People are motivated by making progress, learning new skills, and overcoming challenges.

Develop and communicate clear "tiered" RBT roles (e.g., RBT I, RBT II, Lead RBT) with defined skill sets, responsibilities, and corresponding pay increases for each level.

Provide access to ongoing professional development, specialized training modules, and CEUs that help RBTs master new skills and prepare for advancement.

Implement structured performance feedback sessions that focus on skill development and provide actionable steps for improvement and growth.

People want to feel like they are part of something bigger than themselves and that their work makes a significant difference.

You can't compete against life. If you consistently communicate and share client success and recognize RBT development and have the best reinforcement system in place for retention, there's not much else. Great job, doing the best you can, just..like...the 58%.

This entire situation directly relates to gamification because it highlights the consequences of failing to activate core human motivational drives in the workplace. OBM, through its systematic approach, provides the roadmap to fix this by intentionally building processes and systems into the work structure itself that drives engagement and motivation

If you want RBTs to stay and grow, you must satisfy their drive for progress with clear career paths. If you want RBTs to commit financially, you must satisfy their drive for ownership with competitive, transparent pay. If you want RBTs to feel part of the team, you must satisfy their drive for social connection with structured support and mentorship. And most importantly, if you want RBTs to remain in the field, you must satisfy their drive to avoid loss by removing the crippling anxiety of unpredictable schedules and high financial time burdens.

By adopting a data-driven approach guided by OBM principles, ABA organizations can stabilize their workforce, increase treatment fidelity, and ultimately fulfill the ethical and clinical promise of the field. The solution isn't just about hiring faster; it's about building a system where RBTs are intrinsically motivated to stay.

By systematically applying OBM strategies that address these core motivational drives, we can move beyond anecdotal complaints to create workplaces where RBTs feel valued, supported, and engaged.

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Core Drives: 30,000 RBTs leave the ABA field

Why RBT Retention is the Heart of ABA

What the Data Tells Us: Unpacking the Motivational Gaps

Note, the target item list and domains have been converted to match what I believe is within the core drives that we will be discussing. The core drives are derived from the field of gamification that directly overlaps behavior analytic foundations.

1. Loss & Avoidance (CD8): The Drive to Escape Negative Outcomes

Top Concerns

Recommended Strategies:

Schedule Predictability & Control

Fair Compensation for Non-Billable Time

Workload Management & Support

Transparent Issue Resolution

2. Social Influence & Relatedness (CD5): The Drive for Connection and Belonging

Top Concerns

Recommended Strategies:

Structured Mentorship Programs

Regular, Positive Feedback Systems

Team-Building & Collaboration

Peer Recognition Programs

3. Ownership & Possession (CD4): The Drive for Resources and Control

Top Concerns

Recommended Strategies:

Competitive & Transparent Compensation

Performance-Based Incentives

4. Development & Accomplishment (CD2): The Drive for Growth and Mastery

Top Concerns

Recommended Strategies:

Clear Career Pathways

Skill Development Programs

Feedback for Growth

5. Epic Meaning & Calling (CD1): The Drive for Purpose and Impact

Top Concerns

Recommended Strategies:

Nothing

Summary