Onboarding & Training in ABA: The Complete System for RBTs and New BCBAs (Tools, Templates, and Checklists)
If you run an ABA clinic or supervise new staff, you already know the problem. Someone starts on Monday. By Friday, they’re running sessions alone. Six weeks later, they quit—or make a mistake that could have been prevented.
This guide is for clinic owners, clinical directors, supervisors, and anyone responsible for getting new RBTs, BTs, or BCBAs ready to do their jobs safely and well. You’ll learn what to teach, when to teach it, and how to know someone is truly ready. You’ll also get copy-paste checklists and templates you can use today.
We’ll cover the difference between onboarding and training, walk through a phased timeline from day one through ninety days, explain training methods that fit ABA work, and give you tools to track competency and documentation. By the end, you’ll have a repeatable system that protects clients, supports staff, and reduces early turnover.
Quick Note: ABA Therapy (Not Banking ABA)
The acronym “ABA” means different things in different industries. In banking, ABA stands for the American Bankers Association. You might also see ABA routing numbers—nine-digit codes used to identify banks.
This guide is not about banking. Here, ABA means Applied Behavior Analysis, the science-based approach to understanding behavior and building skills. We’re talking about therapy teams that include Registered Behavior Technicians, BCBAs, and the clients and families they serve.
If you landed here looking for routing numbers, you’re in the wrong place. If you’re onboarding RBTs, BTs, or new BCBAs, you’re exactly where you need to be.
Who This Guide Is For
This guide is designed for clinic owners and directors who want a repeatable onboarding system. It’s also for clinical supervisors and trainers who need structure for teaching new hires.
New supervisors building a training program for the first time will find practical steps here. And if you’re a new hire who wants to know what good onboarding looks like, this guide will help you understand what to expect and what questions to ask.
Start With Ethics: Safety, Dignity, and Scope of Practice
Before we talk about timelines and checklists, we need to talk about why onboarding matters. The purpose of training is not speed. The purpose is to protect clients, staff, and families.
New staff should never be asked to do tasks they aren’t trained for. This isn’t just good practice—it’s an ethical obligation. Clear rules about privacy and respectful language belong in week one, not as an afterthought.
Scope of practice refers to what your role is allowed and trained to do. Scope of competence refers to what you personally can do safely based on your specific training and experience. Understanding both is essential.
For RBTs and BTs, scope of practice includes implementing treatment plans and collecting data under close, ongoing BCBA supervision. RBTs cannot conduct assessments independently, design treatment plans, or make final clinical decisions. They follow the plan as written and ask for help when something is unclear.
For BCBAs, scope of practice is broader. BCBAs conduct assessments, develop intervention plans, supervise RBTs, analyze data, and modify plans. But even BCBAs have limits. They should not provide services outside their specific area of training. And when a BCBA joins a new clinic, they still need to learn local systems, documentation standards, and communication norms. Being credentialed doesn’t mean knowing how your clinic works.
Your Safety Promise (Write It Down)
Consider adding a short statement to your onboarding materials: “We don’t use sink or swim. We don’t rush someone to solo sessions before they’re ready. We expect questions, and we plan time for support.”
When new staff see this on day one, it sets the tone. It tells them that asking for help is expected, not a sign of weakness. This kind of clarity reduces early turnover and builds trust.
Onboarding vs. Training: What’s the Difference (and Why You Need Both)
Many clinics treat onboarding as a single orientation day. They show the new hire where the bathroom is, hand them a schedule, and send them into sessions. This is a recipe for unsafe care and early burnout.
Onboarding is the broad, long-term process of integrating a new hire into your organization. It covers people, culture, systems, and rules. Onboarding answers questions like “Do I belong here?” and “How do things work here?” This process typically spans ninety days to one year.
Training is tactical and skill-based. It focuses on teaching specific job duties and checking whether someone can perform them correctly. Training answers the question “Can I do this job safely and well?”
You need both. Onboarding without training leaves staff confused about how to do the work. Training without onboarding leaves staff disconnected from the team and unclear about expectations.
Here’s a simple example. Onboarding tasks might include learning how to call out sick, who to ask for help, and how to document time. Training tasks might include learning how to run a session plan, take data accurately, and respond during a behavior crisis.
Clinical training must include shadow sessions before a technician works independently. Letting a new staff member run sessions alone before competency checks are complete is a safety risk. A good system makes expectations clear and repeatable, so every new hire gets the same foundation.
Before Day 1: Pre-Boarding Checklist (So Day 1 Is Not Chaos)
The work of onboarding starts before the new hire walks through the door. If you scramble to get things ready on day one, you’re already behind. Pre-boarding sets up everything the new hire needs so their first day is about learning, not waiting.
Start by assigning an onboarding owner—one person accountable for making sure everything gets done. Then assign a mentor or buddy for day-to-day support.
Before day one, prepare access to all required systems: data collection software, scheduling tools, email, and any HIPAA-compliant messaging apps your clinic uses. The new hire should be able to log in on day one without waiting for IT.
Send a “what to expect” message before the start date. Include the first-week schedule, dress code, where to park, and what time to arrive. This reduces anxiety and shows you’re organized.
Finally, plan protected training time. Don’t fill the new hire’s schedule with billable work in week one. If you want competent, confident staff, you need to invest time in training them.
What to Prepare for Every Role
For every new hire, prepare a contact list showing who to call for what, a training calendar for at least the first two weeks, and clear escalation steps for safety concerns. When staff know exactly where to turn when something goes wrong, they’re more likely to ask for help before a small problem becomes a big one.
Role-Based Paths: Core Training for Everyone Plus Split Tracks
One-size-fits-all onboarding doesn’t work. An RBT and a new BCBA have different responsibilities, different risks, and different training needs. But there are also core topics that apply to everyone.
Core Training for Everyone
Every new hire should complete training on your clinic’s values and culture expectations. They should learn privacy and HIPAA basics, including what to do and what not to do with protected health information. They should understand safety basics and how to report incidents. And they should learn your team’s communication norms—who to message, when to call, and how to escalate concerns.
This core track creates a shared foundation and ensures everyone speaks the same language.
RBT and BT Track (Direct Care)
For RBTs and BTs, training focuses on direct care skills: the BACB-aligned forty-hour training requirements, measurement and data collection methods, and skill acquisition procedures like discrete trial teaching, natural environment teaching, prompting, and error correction.
RBTs also need training on behavior reduction basics, including understanding functions of behavior and following the behavior intervention plan exactly as written. They should learn how to pair with clients and build rapport before placing demands. They should practice writing objective session notes. And they need to understand billing and timekeeping basics to avoid fraud risk.
The key is to move from shadowing and role-play to supervised practice with real clients, with clear competency checks at each stage.
BCBA Track (Clinical Leadership)
For new BCBAs, training focuses on clinical leadership and your clinic’s specific systems. Even an experienced BCBA needs to learn your case handoff standards, documentation quality expectations, and supervision cadence.
BCBA onboarding should cover how you run supervision—the structure for one-on-one meetings, group supervision, and overlap targets. It should include your clinic’s approach to performance feedback: how often it happens and what forms or tools you use. If the BCBA will supervise fieldwork trainees, they need to learn your tracking systems.
Don’t assume experienced BCBAs already know everything. They know behavior analysis. They don’t yet know how your clinic works.
The Timeline: First Day, First Week, and First 30/60/90 Days
A phased timeline gives structure to both the new hire and the trainer. Without one, onboarding becomes random. Some things get taught twice. Others get skipped entirely.
Day One: Welcome, Safety, Expectations
Day one should be simple and focused. Collect any remaining credentials and paperwork. Give a tour and introduce key people. Set up technology and confirm logins work. Cover HIPAA basics and incident reporting. Make sure the new hire knows who their supervisor is, how to reach them, and what to do if they have concerns.
Don’t try to teach everything on day one. The goal is to help the new hire feel welcomed and oriented, not overwhelmed.
Week One: Observation, Shadowing, and Basic Routines
During the first week, new staff should shadow experienced team members. But shadowing needs a clear purpose. Give the new hire a list of things to watch for: how reinforcement is delivered, how data is recorded, how the session ends.
Include time for pairing practice, where the new hire builds rapport with clients without placing demands. Use role-play before live sessions when possible. And make sure the new hire practices using your clinic’s software so they’re comfortable with the tools.
Days 1 Through 30: Build Core Skills With Close Support
During the first thirty days, the focus is on learning. New staff should complete foundational training, shadow senior staff, master company software, and review your handbook, mission, and ethical guidelines. Competency checks should begin, but expectations are still supported.
Check-ins should happen frequently—daily in week one, weekly through day thirty. This helps you catch problems early.
Days 31 Through 60: Increase Responsibility With Continued Support
In the second month, staff begin leading more session components. They should establish regular one-on-one meetings with their supervisor and contribute to team meetings. Competency checks continue, and responsibility increases only after skills are verified.
Days 61 Through 90: Strengthen Independence and Ownership
By the third month, staff should be managing a stable caseload with consistent documentation. They should set goals for their own development and may start mentoring newer hires. This is also a good time to review what’s working and what needs improvement.
Throughout this timeline, remember one principle: don’t rush independent sessions until treatment integrity is strong. Some clinics use thresholds like eighty to ninety percent accuracy on key skills before granting independence. The exact number matters less than having a clear standard.
Training Methods That Fit ABA (Teach Skills, Not Just Rules)
ABA staff need to learn by doing, not just by reading. The most effective method is Behavior Skills Training, or BST—a four-step process: instruction, modeling, rehearsal, and feedback.
Instruction means explaining the skill in plain language. Modeling means demonstrating it so the learner can see what it looks like. Rehearsal means letting the learner practice. Feedback means telling them what went well and what to improve.
This cycle repeats until the skill is performed consistently and correctly. It’s simple, but it requires planning. You can’t just tell someone to “watch and learn.”
Shadowing works best when it’s structured. Give new staff a checklist of what to observe: how reinforcers are delivered, how data is collected in real time, how the session ends. Then use reverse shadowing, where the trainee leads the session while the mentor observes and provides feedback.
The goal is to move from observation to co-facilitation to independent practice, with feedback at every stage.
Competency Checks: How You Decide Someone Is Ready
You can’t rely on gut feelings to decide when someone is ready to work independently. You need observable competency checks with clear criteria.
Use an observation-based checklist with a simple rubric. For each skill, rate whether the staff member has Met the standard or is Not Yet ready. If a skill is marked “Not Yet,” provide corrective feedback, schedule more practice, and reassess on a different day.
For RBTs, competency checks should cover session setup and rapport, data collection accuracy, following the plan as written, and knowing when to get help.
For BCBAs, checks should cover clear clinical communication with caregivers and staff, quality of feedback and coaching, consistency with documentation standards, and escalation habits.
Final sign-off happens only after every required skill is marked “Met.” Document the assessor’s initials and date. If someone isn’t ready, that’s okay—it means your system is working. The alternative, letting unprepared staff run sessions, is far worse.
Documentation and Tracking: What to Record, Who Signs Off, and Where It Lives
Training records should be consistent, private, and auditable. Decide who owns training records—a training coordinator, HR lead, or clinical director. Then choose a single place for sign-offs so you’re not chasing scattered emails.
Track the following for each training topic: date started and completed, trainer’s name, method used, result, and any next steps or retest dates. For certifications with expiration dates (like CPR or safety-care training), track those dates and set alerts for renewal.
Keep records private and limit access. Plan quick monthly audits to catch missing sign-offs or expiring certifications before they become problems.
Culture and Expectations: The Hidden Part of Retention
Culture isn’t perks or pizza parties. Culture is how people treat each other, how mistakes are handled, and whether staff feel safe asking questions.
Teach communication norms explicitly. Where should staff ask questions? How fast should they respond to messages? Who is the first point of contact for different issues?
Teach escalation pathways. What counts as urgent? Who do you call first?
Teach feedback expectations. Let new staff know that feedback is normal and expected—not a sign of failure. Tell them when they’ll receive it and how it will be delivered.
Teach workload boundaries. How should staff ask for help when overwhelmed? What are the rules for off-the-clock messaging?
New hires often want to know things they’re afraid to ask: What does “good” look like here? What happens if I make a mistake? Who can I ask without being judged? If you answer these questions explicitly in onboarding, you reduce anxiety and build trust.
Two common mistakes: focusing exclusively on tasks and compliance while neglecting personal connections, and failing to provide clear, specific, timely feedback. Both lead to early turnover.
Compliance Training in ABA Workplaces
The term “compliance training” can mean different things. It’s important to separate workplace rules from clinical skill training.
Common compliance topics in ABA workplaces include HIPAA and protected health information, mandated reporting requirements, fraud and billing integrity, OSHA and workplace safety, ethics and professional boundaries, crisis management training, anti-harassment policies, and emergency preparedness.
Requirements vary by payer, state, and setting. Verify what applies to you with your HR or compliance lead, payer contracts, state law, and BACB guidance where relevant. Document completion and schedule refreshers as needed.
Common Onboarding Mistakes and Simple Fixes
Even well-intentioned clinics make onboarding mistakes. Most are easy to fix once you recognize them.
No standardized plan means every supervisor does things differently, and some things get skipped. Fix: create a written timeline that every supervisor follows.
Sink or swim means throwing new staff into sessions without support. Fix: require shadowing and overlap sessions before independent work.
Information overload on day one leads to confusion. Fix: spread training across weeks and phase the content.
Vague expectations leave staff guessing. Fix: write down what “ready” looks like for each skill.
Too little hands-on practice means staff learn rules but not skills. Fix: use BST with practice and feedback at every stage.
Ignoring culture and social connection leaves staff feeling isolated. Fix: assign a buddy and schedule check-ins.
Feedback only when something goes wrong makes feedback feel like punishment. Fix: plan regular feedback times, not just reactive ones.
Onboarding ends after a day or week leaves staff adrift. Fix: extend onboarding through ninety days with clear milestones.
Poor recordkeeping creates compliance gaps. Fix: use a tracker with expiration alerts and a single owner.
If your clinic is growing fast, standardize your training steps before you hire more people. Train your trainers so they know how to teach, not just how to do the work. Keep systems simple so they can scale.
Tools, Templates, and Checklists
The following templates are designed to be copied and customized. Start simple. You can add detail over time.
Pre-Boarding Checklist
Before day one, confirm that the offer letter is signed and job description shared. Complete W-4, I-9, and direct deposit paperwork. Collect identification. Verify background check is cleared. Collect TB test proof if required. Confirm CPR and First Aid certification. Verify RBT or BCBA credential documentation. Confirm liability insurance if required. Create accounts for your data and scheduling software. Set up HIPAA-compliant messaging and email access. Issue any devices. Send a welcome email with dress code, parking, and start time. Assign a buddy or mentor. Share the first-week agenda.
Day One Checklist
Cover culture by completing the tour, introductions, and mission and values review. Cover compliance by assigning HIPAA basics and safety and incident reporting training. Cover tools by confirming logins work and the new hire can access scheduling and data systems. Cover expectations by clarifying who the supervisor is and how to reach them. Cover the schedule by confirming the new hire knows where to be for shadowing on days two through five.
Shadowing Checklist
During shadowing, the new hire should observe and note how reinforcers are identified and delivered, how data is recorded in real time, whether DTT and NET steps are followed as written, how ABC data is recorded during problem behavior, pairing and rapport before demands, caregiver handoff, PHI protection using secure tools, and session cleanup and next-session setup.
Competency Sign-Off Rubric
For each skill, record the method used (live observation, role-play, or interview). Mark whether the skill is Met or Not Yet. Include the assessor’s initials and date. Note the next step if Not Yet. Skills to check might include running a short pairing sequence, collecting frequency or duration data correctly, implementing a written prompt hierarchy, following BIP steps during escalation, and writing an objective session note.
Thirty-Sixty-Ninety Day Plan
During days one through thirty, the focus is learning. Milestones include shadowing, pairing practice, software basics, and initial competency checks.
During days thirty-one through sixty, the focus is integration. Milestones include running more session parts independently, weekly one-on-one feedback, and team meeting participation.
During days sixty-one through ninety, the focus is ownership. Milestones include stable schedule habits, consistent documentation, proposing one improvement, and setting growth goals.
Training Record Tracker
For each staff member, track each training topic, start and completion dates, trainer’s name, method used, result, any expiration date, and next steps.
Frequently Asked Questions
What is the difference between onboarding and training in ABA?
Onboarding is integrating someone into your organization—culture, systems, and relationships. Training is teaching specific job skills and verifying competence. You need both. Without onboarding, staff feel disconnected. Without training, they’re not safe to work with clients.
What should I teach an RBT or BT in the first week?
Start with safety, dignity, and expectations. Use structured shadowing with a clear observation list. Teach a few core skills like pairing and data collection with practice and feedback. Explain when to ask for help and how to escalate concerns.
How do I onboard a new BCBA without assuming they already know everything?
Even experienced BCBAs need local onboarding. Cover your clinic’s systems, culture, and expectations. Set a thirty-sixty-ninety day plan with clear milestones. Plan mentorship and regular feedback. Being credentialed doesn’t mean knowing how your clinic works.
What training methods work best for ABA staff?
Behavior Skills Training is the gold standard: instruction, modeling, rehearsal, and feedback. Combine this with structured shadowing where staff know what to observe. Practice reps and immediate feedback matter more than “watch once and figure it out.”
How do I know when a new hire is ready to work independently?
Define “ready” as safe and consistent performance of required skills. Use direct observation and a simple rubric with Met and Not Yet ratings. Have a sign-off process where a qualified observer verifies competence. If a skill is Not Yet, provide feedback, schedule practice, and reassess.
What does compliance training mean in an ABA workplace?
Compliance training can include HIPAA, mandated reporting, billing integrity, safety training, ethics, and emergency preparedness. Requirements vary by payer, state, and setting. Check with your HR or compliance lead, payer contracts, and state law to confirm what applies.
Can I create a downloadable PDF from this guide?
Yes. Many checklists here are designed to be copied into a document and printed. Keep templates short so people actually use them. Remove any identifying client information before sharing. Update your templates after each hire cycle.
Moving Forward
A good onboarding and training system doesn’t need to be complicated. It needs to be clear, repeatable, and focused on safety.
Start with one timeline showing what happens on day one, in week one, and through ninety days. Create two role-based checklists—one for RBTs and BTs, one for BCBAs. Build one competency tracker showing who signed off on each skill and when.
Then improve it. After your next new hire, ask what worked and what was confusing. Update your materials. Over time, you’ll build a system that protects clients, supports staff, and reduces the chaos of constant turnover.
The investment you make in onboarding pays dividends in retention, quality of care, and peace of mind. Your clients deserve staff who are prepared. Your staff deserve a system that sets them up for success. And you deserve to stop reinventing the wheel every time someone new walks through the door.
