RBT RECRUITMENT: DATA ANALYSIS
About a month ago, I put on my “recruiter hat” and jumped in to create an “RBT Pipeline Development Program” for a friend (BCBA) who owns a highly ethical, well-run ABA Center in PA. Because of their exceptional work and ability to take on the most challenging cases, they’ve been struggling trying for years to find BTs and RBTs to fill their open caseload.
Prior to starting Special Learning, I owned a retained executive search firm for 10 years. Although the retained search model is very different, the mechanics of sourcing candidates is similar so I decided to see if I could problem-solve a permanent, sustainable solution.
HERE’S THE RESULTS FOR THE 25 DAYS:
(250 to 300 hours invested)
Sourcing Started 2/22/2022
Prospects Surfaced: 108
KC Prescreened: 36
Submitted to Client: 29 (80.5%)
Contingent Offers Extended**: 24 (82%)
Waiting for Clearances: 16
Went “Missing”: 6
Not Interested: 1
Accepted. Onboarding: 1
** The contingency is on obtaining clearances
LESSONS LEARNED:
(1) Our industry practice of treating BTs/RBTs as expendable has created a culture where job-hopping has become the norm. It is difficult to find RBTs with more than 2 to 3 years of experience with one company.
(2) BTs/RBTs are hyper-fixated on the hourly rate as the primary metric. All other factors like “guaranteed hours,” quality of supervision, professional development opportunities, career path, benefits, company mission, corporate culture, business practices, clinical integrity, client type, work/life balance, and other “soft factors” seem to take a back seat.
Unfortunately, ethical companies that invest extensively in training, supervision, benefits, and offer full-time “guaranteed” hours can’t compete at an hourly rate. Especially since those companies offering higher hourly rates commonly do not offer guaranteed hours and make little provisions for last-minute client cancellations.
So what do BTs/RBTs typically find when they chase the highest hourly rate?
(1) 15% to 30% increase in the hourly rate
(2) Client cancellation risk is absorbed by the RB/RBT so that full-time often ends up being 25 to 30 hours per week, which puts most under the benefits threshold.
(3) Questionable supervision
(4) Little to no continuing education opportunities
(5) Corporate culture that focuses on billable hours vs. quality outcomes
(6) Employers who don’t value contributions of BTs/RBTs
(7) Little to no retention programs to increase job satisfaction and mitigate burnout
So, how have we been successful in sourcing? I’ve been focusing on bringing in new people into our field who are not already jaded and have not yet developed the transient mindset.
There are many aspects to BT/RBT retention. In order to achieve sustainability and reduce turnover, we must develop retention strategies to increase job satisfaction and mitigate burnout. And create a community or BTs/RBTs to foster a sense of belonging.
