This comparison draws in part from “Thinking Outside the Box: Recruiting & Retaining Staff in these Challenging Times” by Erin Mayberry, BCBA (BehaviorLive), and extends it with peer-reviewed research from our library of 27,900+ ABA research articles. The decision framework, BACB ethics code references, and cross-links below are synthesized by Behaviorist Book Club.
View the original presentation →ABA agency recruitment operates in a labor market characterized by a structural imbalance between supply and demand — there are more authorized service hours to be delivered than there are qualified staff to deliver them. In this context, the choice between recruitment strategies that target active job seekers (those already looking) and strategies that reach passive candidates (those currently employed who might be interested in the right opportunity) is not merely tactical — it is strategic.
Active candidate recruiting — through job boards, career fairs, and paid advertising — is the familiar default for most agencies because it is accessible and produces immediate pipeline volume. Its limitation is that the active candidate pool is finite, increasingly competitive, and may skew toward less experienced or less satisfied candidates (those most likely to be actively seeking a change).
Passive candidate recruiting — through university partnerships, employee referral programs, social media presence, and community reputation — reaches the more experienced, often more stable candidates who are not currently looking but could be persuaded by the right opportunity. This approach is slower to build but produces better hiring outcomes and longer tenure. Understanding both strategies allows agency leaders to design a diversified recruitment system that addresses both immediate staffing needs and long-term workforce development.
| Factor | Evidence-Based Approach | Traditional Approach |
|---|---|---|
| Candidate Pool Characteristics | Active Recruiting: Candidates actively seeking change; variable experience; may include those dissatisfied with current position | Passive Recruiting: Currently employed, often satisfied; typically more experience; attracted by specific opportunity fit |
| Time to Hire | Active Recruiting: Faster — active candidates move through the hiring process more quickly because they are motivated to start | Passive Recruiting: Slower — passive candidates require more relationship development before committing to a change |
| Retention Outcomes | Active Recruiting: Variable — candidates who were dissatisfied in their previous role may leave again when similar conditions arise | Passive Recruiting: Generally better — candidates who were not looking chose this opportunity specifically; tend toward longer tenure |
| Resource Requirements | Active Recruiting: Financial cost (job board fees, advertising); lower relationship investment required | Passive Recruiting: Relationship investment (university partnerships, referral culture, social media presence); lower direct financial cost |
| Scalability | Active Recruiting: Highly scalable — can increase spend and volume quickly when positions open | Passive Recruiting: Less rapidly scalable — relationships and reputation take time to build; pipeline benefits accrue over years |
| Competitive Differentiation | Active Recruiting: Low differentiation — every agency uses the same platforms; competing primarily on compensation and job description | Passive Recruiting: High differentiation — agencies with strong university reputations and referral cultures are not easily replicated by competitors |
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Use this framework when approaching thinking outside the box: recruiting & retaining staff in these challenging times in your practice:
Does the data support a need for intervention? Is there a meaningful impact on the individual's quality of life, safety, or access to reinforcement?
YES → Proceed to assessment NO → Document reasoning, monitor
A functional assessment should guide intervention selection. Avoid defaulting to standard protocols without individual analysis. Consider environmental variables, setting events, and private events.
YES → Select evidence-based approach matched to function NO → Complete assessment first
Goals should be co-developed. Assent and informed consent are ethical requirements. The individual's preferences and values matter in selecting both goals and methods.
YES → Proceed with collaborative plan NO → Engage in shared decision-making
This course covers the clinical and ethical dimensions in detail with structured learning objectives and CEU credit.
Thinking Outside the Box: Recruiting & Retaining Staff in these Challenging Times — Erin Mayberry · 0 BACB General CEUs · $0
Take This Course →We extended this decision guide with research from our library — dig into the peer-reviewed studies behind each approach, in plain-English summaries written for BCBAs.
280 research articles with practitioner takeaways
279 research articles with practitioner takeaways
258 research articles with practitioner takeaways
BACB General CEUs · $0 · BehaviorLive
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All behavior-analytic intervention is individualized. The information on this page is for educational purposes and does not constitute clinical advice. Treatment decisions should be informed by the best available published research, individualized assessment, and obtained with the informed consent of the client or their legal guardian. Behavior analysts are responsible for practicing within the boundaries of their competence and adhering to the BACB Ethics Code for Behavior Analysts.