In my experience, high staff turnover and staffing shortages created challenges with consistency, supervision, and overall stability. Frequent transitions in leadership sometimes made it difficult to maintain continuity of care and team cohesion.
BCBAs often appeared responsible for large caseloads, which at times limited their ability to consistently observe sessions or provide immediate clinical support when needed, particularly during high-intensity behavioral situations.
I personally observed situations where staff appeared disengaged, inattentive, or overwhelmed. In some instances, intervention responses and data collection practices did not appear fully aligned with what I observed during sessions, which raised professional concerns for me.
The process for reporting concerns often felt lengthy and emotionally taxing, and outcomes were not always clearly communicated. This sometimes created a sense of uncertainty among staff who were attempting to advocate for their patients.
Some benefits, supports, or incentives presented during hiring appeared to change over time or became less accessible due to ongoing staffing needs. Administrative time intended for preparation and program support was sometimes limited or redirected to maintain basic staffing coverage.
Leadership turnover at the Houston location contributed to reduced morale, inconsistent supervision, and an overall decline in workplace stability. Many employees appeared emotionally exhausted, and burnout seemed common.
Workplace culture varied significantly by location, and in my experience, the Houston environment felt less stable and less supported compared to my earlier experience in Austin.
I also experienced workplace interactions that made me feel uncomfortable and unsupported. Addressing these concerns was emotionally difficult and contributed to increased stress during my time there.
