An Analysis of Variables Contributing to Board Certified Behavior Analyst® Turnover
Burnout is the #1 reason BCBAs quit—audit your supervision load and ethical climate before you lose more staff.
01Research in Context
What this study did
Blackman et al. (2025) sent an anonymous survey to Board Certified Behavior Analysts. They asked who had already left a job and why. About three out of four BCBAs said yes. Burnout, pay, supervision, collegiality, ethics, and training all came up as quit reasons.
What they found
Burnout was the top reason BCBAs walked away. Poor supervision and shaky ethics also pushed people out. Pay mattered, but feeling drained and unsupported mattered more.
How this fits with other research
Kowalski et al. (2010) saw the same burnout pattern in German disability staff. High workload and low decision power predicted emotional exhaustion. The link looks the same across countries and job titles.
Chen et al. (2001) surveyed 450 staff in intellectual-disability services. Younger workers with low satisfaction and high strain planned to quit. Blackman’s 2025 BCBA data echo those early warning signs.
Bogenschutz et al. (2015) ran an RCT and showed competency-based BST cut DSP turnover. That trial offers a fix: better training lowers quit rates. Blackman’s survey flags the problem; Matthew’s study shows one proven solution.
Why it matters
If you lead a clinic, track supervision hours per BCBA. Cap caseloads before burnout spikes. Add brief competency-based BST for new hires. Small changes in workload and training can keep your certificated staff on the job.
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02At a glance
03Original abstract
Employee turnover is a pervasive issue across many industries, including behavior analytic service settings. Several negative outcomes are associated with turnover, such as increased organizational costs and decreased client outcomes. Previous research reveals high rates of turnover for direct support professionals, which is related to dissatisfaction with training, supervision, pay, and aspects of the job. Presently, the rate of turnover for Board Certified Behavior Analysts® (BCBA®) and the variables that contribute to turnover are unknown. The current study queried BCBAs via an online anonymous survey, which revealed that nearly three-quarters of respondents left a previous job as a BCBA, and burnout was the top contributor to their turnover. Pay and benefits, supervision and mentorship, collegiality and professional relationships, ethical violations, and training and professional development were also endorsed by respondents as variables that contributed to turnover. These findings and implications for practice are discussed.
Behavior Analysis in Practice, 2025 · doi:10.1007/s40617-024-00998-y