Why RBTs Leave... and What We Can Do to Keep Them

From the HR’s perspective
By Tania Lowe, HR Manager & Pia Bustamante

Introduction

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If you’ve spent time in the field of Applied Behavior Analysis (ABA), you’ve probably noticed a pattern: Registered Behavior Technicians (RBTs) don’t stay long. Turnover is one of the biggest challenges we face today, and it comes with a cost.

• For organizations, constant turnover means ongoing recruitment, training, and service disruptions.
• For families, it means instability—just as their child begins to build trust with a therapist, that relationship may suddenly end.

We ask parents and caregivers to be patient and flexible as we work quickly to restaff cases with the best fit. But let’s take a deeper look at why turnover is so high—and what can be done about it.

There is an immense staffing shortage across healthcare and education. Just like schools struggling to hire teachers, OTs, and SLPs, ABA providers face the same challenges finding qualified RBTs.

The Numbers Behind the Problem

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Turnover among RBTs is much higher than in most similar fields:

• Nationwide, annual turnover ranges from 30% to 75%.
• Some large ABA organizations report 90% to 100%+ annual turnover, primarily driven by RBT-level staff (Behavioral Health Business, 2025).
• In Georgia, metro-area ABA providers often face 65%–80% turnover, due to staff competition, long commutes, and wages that haven’t kept up with living costs.
• Research from Teamwork and Token Data Lab shows that when a child experiences two or more RBT changes in a year, progress drops by over 50%.
• By contrast, providers that invest in onboarding, mentorship, and career growth see retention as high as 97% (CentralReach).

Every year, 1 in 3 RBTs leave the field (BACB). That means organizations are constantly onboarding new staff—often practicing skills for the first time—while still being expected to meet strict care standards.

Bottom line: turnover is not just costly—it directly impacts clinical outcomes.

Why RBTs Leave

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On the surface, the reasons are not surprising. But the deeper issue is that the system makes long-term retention unlikely without meaningful change.

• Pay vs. Demands: Wages don’t match the intensity of the job, prompting staff to explore more stable fields.
• Burnout: Direct ABA work is emotionally and physically demanding.
• Unstable Schedules: Last-minute cancellations and fluctuating caseloads leave staff with unpredictable hours.
• Limited Career Growth: Many RBTs see the role as a stepping stone to BCaBA/BCBA—or to another career.
• Lack of Training: Inconsistent supervision leaves new RBTs feeling overwhelmed.
• Workplace Culture: If RBTs feel invisible, unnoticed, or undervalued, morale quickly deteriorates.

Rethinking “Commitment”

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High turnover sometimes creates the impression that RBTs lack commitment. In reality, most RBTs enter the field motivated and eager to help.

What leads to burnout is not a lack of dedication, but systemic challenges:

• Low pay
• Unclear expectations
• Limited supervision
• Few opportunities for growth

When RBTs feel supported, valued, and see a future, their commitment grows. Without that foundation, even the most passionate RBTs can lose motivation.

What Actually Works

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Investing in RBTs pays dividends for everyone. Research and field practice highlight effective strategies:

• Competitive Pay & Stability:
  Competitive wages, regular performance reviews, and guaranteed minimum hours help staff feel secure.
• Visible Career Pathways:
  Establishing ladders (RBT → Lead RBT → Trainer → BCaBA) and offering tuition or supervision funding shows this is a career, not just a job.
• Mentorship & Supportive Supervision:
  Regular check-ins, constructive feedback, and mentor programs build confidence and competence.
• Recognition & Culture:
  Recognition initiatives like “RBT of the Month” boost morale and motivation.

The Bigger Picture

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RBT turnover isn’t just a staffing problem—it’s a clinical issue.

• Children thrive when supported consistently by familiar technicians.
• Families build stronger trust with stable care teams.
• Organizations save money by reducing the hidden costs of turnover (often 30–200% of an employee’s salary in healthcare).

When RBTs stay, everyone benefits.

Conclusions

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Turnover among RBTs is high, but it doesn’t have to be inevitable.

The data is clear: pay, support, growth opportunities, and culture are the key levers that drive retention. By investing in these areas, ABA organizations can make the RBT role a sustainable, respected profession.

At BH Field, we are not immune to turnover or the occasional “no call, no show.” However, our retention rate is stronger than many other ABA organizations because we work every day to create an exceptional experience for our clinical team.

When our staff thrive, our clients thrive too.

If you’re an RBT seeking growth, stability, and well-being—we’d love for you to join us. And if you’re a parent or caregiver, we hope this article helps you better understand the challenges—and our commitment to solving them.