How to Hire (and pay for) Program Graduates
There has long been a high demand for applied behavior analysts and a limited supply of individuals with formal training in this field. A growing awareness of the effectiveness of applied behavior analysis in developmental disabilities, the autism community, and business applications has exacerbated this problem, although the national certification program is helping to address the shortage of professionals. The result of this supply/demand problem is an excellent job market with good salaries for credentialed individuals. The challenge for employers remains, however – how to attract and retain Board Certified Behavior Analysts® and Board Certified Associate Behavior Analysts®.
Employers who are interested in hiring board certified individuals, which is the only way to insure that prospective employees have the minimum competencies that define an applied behavior analyst, should start by reviewing the nature of their needs for such services within their organization. Although some employers in the area of developmental disabilities services may view the primary role of applied behavior analysts as “fixing” problem behavior, this is only one aspect of the value that a trained professional in this field can offer to provider agencies. Employers may wish to consult with board certified individuals, including Dr. Johnston to develop a plan for how an individual with this credential might be most effectively used in their organization.
One of the issues that will certainly be important to employers concerns the salary that will sufficient to attract program graduates and insure that they remain with the agency for a reasonable period of time. Naturally, salaries vary widely based on many factors, and new graduates consider many other important factors when making their decisions. A review of position announcements over the last year or two, as well as a national survey conducted by the BACB, suggests that nationally salaries for new BCBAs range from the mid 30s to the mid 60s and higher. Although graduates may well be willing to start their first job at a salary less than $40,000, it may be important under this condition to provide a clear plan of scheduled salary increases.
Employers who provide services to individuals with developmental disabilities often face chronic budget challenges, and hiring even credentialed experts is often a decision complicated by strictly monetary considerations. However, some employers may not be aware of the different means by which the salary of a BCBA® can be met. (Of course, circumstances vary among states.) Fortunately, waiver funds through the Alabama DMR Title XIX program, as well as through the Medicaid Rehabilitation Option, can be used to help cover the costs of providing behavior analysis services. In addition, when skilled behavior analysts are brought into key positions in many organizations, costs savings can be achieved in through reductions in both direct and indirect costs in areas including, accidents, injuries, turnover, and excessive staff-to-consumer ratios, overtime, and even liability which arise from inadequate intervention services for consumers. Furthermore, as consumers gain increased skill and independence in important life skill areas agencies serving them can benefit, along with consumers, from the strategic investments in behavioral programming services. Finally, when involved in addressing staff management problems, behavior analysts can assist managers by supporting data-based employee productivity evaluation, continuous quality improvement programs and through competency-based staff training. Together, these skills can contribute to ensuring that organizations maximize the benefits they gain from the significant investments already made in purchasing employee productivity.
Interested employers should contact Dr. Johnston by March to identify the available position and its features. Depending on the preference of the employer, this information may be disseminated to current students or Dr. Johnston may suggest particular graduates who might provide a good match for the position. In any event, employers should contact students not later than May and conduct interviews in May or June. Each class of students graduates in August. This timeline helps to insure that prospective employers have the best chance of finding the graduate that will be the best match. Because this program is partly supported by the Alabama Department of Mental Health and Mental Retardation and the Alabama Department of Human Resources, we are particularly interested in keeping program graduates in Alabama. This timeline also helps to assure students about their future employment before they reach the point that they are tempted to respond to the many job opportunities that are available nationally.
Although some provider agencies are large enough to justify one or more full-time employees who are credentialed in this field, others may find it necessary to acquire this expertise on a part-time basis. In some other states (e.g., Florida), many BCBAs® develop consulting practices with multiple contracts with smaller agencies. Some program graduates prefer this approach to career development, and it provides a means for all service providers to meet their needs within budgetary limitations. Agencies interested in such arrangements should contact Dr. Johnston.