An Analysis of Variables Contributing to Board Certified Behavior Analyst^® Turnover

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.