Organizational Ethics & OBM Webinar Series-Module 2: Best Practices in Performance Management with Jon Bailey and Aubrey Daniels (RECORDED)

LEVEL: Advanced

CEU ELIGIBILITY:

2 BACB Learning or Ethics CEU

2 QABA General CEU

2 APA General CEU 

If you've been in the field of behavior analysis for any length of time, it's more than likely that you're aware of the significant business issues that have been plaguing the field. Major issues such as MASSIVE billing fraud (that we know of) and unethical decision-making lead to poor client outcomes and challenging work environments for ethical BCBAs, RBTs, and others who care about ethics.

During the 2nd module in our Organizational Ethics & OBM Series, we look at how Performance Management can be used as a tool to means to control unethical business practices. Within the past 7 to 10 years, the field of behavior analysis has become a big business for private equity (PE) firms. With each successful financial exit, the temptation to "drive for profit" increases exponentially to take advantage of the short window of opportunity during which the field is able to provide higher-than-average sale multiples - typically 5 to 7 times earnings.

With properly structured performance management systems, using a behavioral approach, we (Dr. Bailey, Aubrey Daniels, and Karen Chung) believe that we can begin to develop a framework that will allow organizations, PE-backed or otherwise, to achieve dual objectives of exceptional health outcomes and higher than average bottom line profits. 

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Incentive compensation is a highly effective means of attaining organizational objectives. By using success metrics that are tied to successfully meeting organizational objectives, businesses can influence the behavior of individuals and groups to achieve desired outcomes. Incentive compensation is a very effective tool to drive desired behavior in any business. But how does this work in healthcare? 

When applied to the field of healthcare, more specifically, the field of behavior analysis, organizational goals are often multi-faceted. In most businesses, top-line and bottom-line growth are used to measure year-over-year success. But equally (or more) important is customer outcomes. Attaining profit (or other financial) objectives without meeting quality standards can be seen as an ethical violation of an organization's responsibility to its customers, employees, and the field of behavior analysis. 

With proper structure, alignment of interests, and internal processes, organizations can achieve both quality customer outcomes and organizational profits. But this requires deliberate action.

On Wednesday, February 20, 2019, Special Learning hosted our 2nd installment in the Organizational (OBM) Ethics Series with Dr. Jon Bailey. We presented and discussed a performance management model for ABA organizations designed to balance customer outcomes with profit objectives.   

As with all our other Ethics webinars, we incorporated cases submitted by BCBAs and RBTs in the field to provide a deeper learning experience.

Presenter: Jon Bailey, PhD., BCBA-D
Subject Matter Expert: Dr. Aubrey Daniels
Subject Matter Expert: Thomas Cunningham, Ph.D. (OBM Safety Expert)

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