Journal of Organizational Behavior Management

ISSN: 0160-8061 (Print) 1540-8604 (Online) Journal homepage: https://www.tandfonline.com/loi/worg20

Professional Development in Organizational

Behavior Management

Allison H. King & Kelly Therrien

To cite this article: Allison H. King & Kelly Therrien (2020): Professional Development in
Organizational Behavior Management, Journal of Organizational Behavior Management, DOI:
10.1080/01608061.2020.1752882

To link to this article: https://doi.org/10.1080/01608061.2020.1752882

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Published online: 02 May 2020.

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JOURNAL OF ORGANIZATIONAL BEHAVIOR MANAGEMENT
https://doi.org/10.1080/01608061.2020.1752882

Professional Development in Organizational Behavior

Management
Allison H. King and Kelly Therrien
ABA Technologies, Inc., Melbourne, USA

ABSTRACT KEYWORDS
Organizational Behavior Management (OBM) is broad, and the Career goal setting;
organizational behavior
path toward a career in the field may look very different across management; professional
professionals. The type of OBM job one gets depends on many planning; networking;
factors, including their personal and professional goals, inter- professional
ests, and the experience they pursue to develop themselves
professionally. This paper offers guidance to those seeking
a career in OBM by providing suggestions related to defining
a vision, connecting with other professionals to learn about
OBM jobs, defining career goals, crafting and executing a plan
to get the education and experience needed, and develop-
ment as a professional.

Individuals who desire a career in Organizational Behavior Management

(OBM) often find themselves in a common situation: they understand what
OBM is, know the basics of applying it, and find it very interesting.
However, as they begin to consider a career in OBM, they wonder,
“What does an OBM job look like? What education and experience will
prepare me for these jobs? How do I begin developing myself as
a professional in OBM?” Let us begin by answering the first question,
“What does an OBM job look like?” There are numerous jobs well-suited
for someone interested in applying OBM, and these jobs can look quite
different. OBM is broad; it is the application of behavioral principles to
individuals and groups in business, industry, government, and human
service settings (Wilder, Austin, & Casella, 2009). An OBM professional
could work in any industry, in any organization, and on any problem or
goal important to that organization. Thus, the path toward a career in OBM
can look quite different across professionals and depends on one’s career
and personal goals. This paper offers some guidance to those seeking
a career in OBM, by providing suggestions and considerations related to
an OBM career goal, creating a plan for achieving it, and navigating the
professional development process as a plan is executed.

CONTACT Allison H. King allison@abatechnologies.com ABA Technologies, Inc., 150 West University Blvd.,
Melbourne, FL 32901
Supplemental data for this article can be accessed on the publisher’s website.
© 2020 Taylor & Francis
2 A. H. KING AND K. THERRIEN

Meet Jack
Throughout the paper, we will refer to Jack, a fictional character who is
pursuing professional development toward a career in OBM. Jack will use the
Career and Professional Development Plan template (see Appendix A) as he
considers his goals and plans to achieve it. Jack is currently finishing his
first year in a master’s degree program in Applied Behavior Analysis (ABA).
Jack recently learned about OBM. He finds applying behavior analysis in
a business setting an exciting concept. Jack met a few OBM consultants at
a recent conference and is now considering a consulting career. Jack accu-
mulated ABA clinical work experience during the first year of his graduate
program, and he now wants to focus on gaining experience that will lead him
to become a successful OBM consultant.

Defining your career goals

OBM often highlights the value of reverse behavioral engineering, or clearly
defining the desired outcome and working backward to determine how to
achieve it (Laipple, 2012). For example, an organization’s mission and its
measures of success provide a clear starting point, allowing the organization
to define goals and opportunities for improvement (Brethower, 2007).
Leaders can answer the questions: “Where will we be ten years from today
if we maintain our sights on the ultimate mission?” “What does that look
like?” “How will we know if/when we get there?” When an OBM professional
understands the mission and goals of the organization, they can work back-
ward from there to prioritize opportunities for improvement that will have
the most meaningful impact on the organization.
The same thing can be applied to your professional development process.
Stephen Covey (2017) describes this as, “Begin with the end in mind.” What is
your mission? What do you value? A career has a significant impact on other
aspects of your life, so imagine what you want for your life and the accomplish-
ments you want to make – both personal and professional – in the near future
(next 1 to 5 years) and further in the future (10 years from now). Consider the
following questions: Do you envision a meaningful career as an important
source of your happiness? Are there any topics or issues you are passionate
about, and how can you make a positive impact on those issues through work?
What are the day-to-day activities you see yourself doing when you’re working?
What personal/leisure activities are important to you? Do you want to maintain
a particular balance between work and leisure activities while you are working?
Do you have a goal for when you want to retire?
These questions are not always easy to answer. Your answers will likely
change over time as you gain experience, learn more about yourself, and
evolve as other aspects of your life change. Consider taking time on a regular
 JOURNAL OF ORGANIZATIONAL BEHAVIOR MANAGEMENT 3

basis to ask yourself these questions, jot down your best answers, and
periodically review them. You will likely encounter situations in which you
have to make work-related choices that can alter your personal life consider-
ably. Conversely, you will encounter situations in which you have to make
a personal choice that greatly impacts your life at work. You can factor your
answers to these questions into your decision-making process.
Jack completed section A of his Career and Professional Development
Plan – Define Your Vision.
Jack feels confident that external OBM consulting jobs would be a good fit
for him, but he does not know much about existing consulting companies
and how they differ from one another. Therefore, Jack’s next step is to
identify people to interview to learn more about the types of consulting
companies, and specifically, those that take an OBM approach to their
consulting. He also plans to seek opportunities that allow him to gain some
practical experience in the application of OBM.

What is your vision for your life – personal and professional?

I envision that I will have done something to make the work world a better place. I want to do this by
working as a consultant and helping business leaders to solve problems and achieve important business
results.
What are your values?
I value;
-Helping others to solve problems
-Work that is rewarding and interesting
-New challenges. I do not want to go to the same place and do the same workday in and day out.
Do you envision a meaningful career as an important source of your happiness?
Certainly, I believe I will feel fulfilled by learning, growing, and advancing while doing work that I enjoy. So
much of my time will be spent at work, I may as well enjoy it.
How do you envision spending your time?
I enjoy traveling and seeing new places including sightseeing, hiking, and taking in different cultural
experiences. I want to maintain a good balance between work and leisure activities. I don’t have
a retirement goal yet, but I believe I will be working longer than most currently retire, as I believe I will be
enjoying my work and it will bring meaning to my life. So, I want to make sure that I make time for leisure
travel on a regular basis throughout my entire career.
Strengths
I am always complimented on my listening skills and ability to analyze situations from different perspectives.
I am analytical and use data for decision making.
What type of work do you enjoy doing?
I enjoy telling others what to do! Because I take an objective view, I can identify potential solutions to
challenges.
What do you want your day-to-day life to look like at work?
I do not want it to be the same from day-to-day. I would like to have some variety and work with different
people on varied projects.
What problems do you want to solve, and where do you want to solve them?
I am particularly interested in working with logistics companies and have always been fascinated with the
industry. I want to use my interpersonal skills including listening and problem-solving, and I believe there
are opportunities for me to do this while working in a position to improve leadership skills and drive
improved performance in businesses.
4 A. H. KING AND K. THERRIEN

OBM related jobs

Continuing with the reverse engineering process, a helpful next step is to
learn about different types of OBM related jobs. First, consider researching
graduate programs in behavior analysis and OBM (even if you are already
enrolled in one). Many websites include helpful information about the types
of jobs students obtain after successfully completing degrees. Note, these are
not often titled OBM (see Practical Experience below). University blogs and
journals include interviews with alumni about their current jobs, sometimes
with names and contact information. Additionally, university websites often
include information about their faculty, including areas of research and
practice. Some faculty have a separate website or social media page dedicated
to their research lab. These pages often detail the research and work for the
lab, including current and past lab members noting their jobs.
If you are currently enrolled in a graduate program, the program faculty
are your primary source of information. Consider sharing your work inter-
ests and desire to develop professionally. Ask your professors for information
about potential OBM related jobs and whether they will put you in contact
with alumni or others in their network whom you can interview.
Interviewing OBM professionals about their work helps with potential jobs
and growing your professional network. You may also find it helpful to
search for OBM professionals on LinkedIn, a popular online resource for
professional networking. On their pages you learn about their current and
past jobs, work experience, research, publications, and education. It is essen-
tially a massive online collection of public resumes with social media fea-
tures. Remember, the main goal of the interview is to help you understand
potential OBM related jobs, so the more people with diverse jobs you inter-
view, the better.
When reaching out to professionals for interviews, introduce yourself and
explain why you would like to interview them. Make it clear that it is to help
with your career path. It is important to understand you are asking to take
time out of their day. Therefore, acknowledge this favor and thank them in
advance for considering it. If local, offer to buy them lunch or coffee. Also,
make it easy for them. If asking for a phone call, mention you do not want to
take too much time and ask for a time that is most convenient. Additionally,
send questions ahead of time and give the option of responding via writing/
text if they prefer. Don’t be discouraged if several people decline or fail to
respond. These are often very busy professionals who may be too over-
whelmed at the moment to address your questions. However, odds are
good that you will eventually find someone interested and able to share
their time with an eager new professional.
 JOURNAL OF ORGANIZATIONAL BEHAVIOR MANAGEMENT 5

There are many online resources that provide helpful advice to individuals
planning to conduct informational interviews. College websites typically have
a career or professional development page that includes recommended ques-
tions. For example, the University of California Berkeley (n.d.) has a career
center webpage that provides a list, with questions such as, “What are your
main responsibilities as a … ? What is a typical day (or week) like for you?
What are some common career paths in this field? What advice would you give
someone who is considering this type of job (or field)?” If there are certain
things you know you want in a job, consider sharing these and ask interviewees
whether they think the type of job they have would be well suited to you.
Additionally, it is helpful to ask them about the education, experience, and
other accomplishments that helped them get to where they are. This will help
you to identify common themes among people’s professional development
paths which can help guide you in pursuing a similar career.
Jack completed section B of his Career and Professional Development
Plan – Define Your Career Goal. After reviewing his notes from OBM
consultant interviews, he reflected on the jobs and job duties that appealed
to him the most and defined his career goal.

Identify problems to solve and where you want to solve them

Once done interviewing, you must take time to reflect on your intervie-
wees’ responses. Things to consider include: which jobs allow you to apply

Jobs
I believe, based on my responses, that external OBM consulting would be the right fit for me. It would allow
a variety of working on diverse business challenges with different clients, and I would get to travel for work.
This would result in perks such as frequent flyer miles, which I can use for leisure/personal travel.
Professionals to Interview
Consultants whom I have met that have presented at conferences, and alumni of my graduate program who
have recently become consultants
Interview Questions
- Tell me what a “day in the life” is like for you as a consultant
- What advice do you have for someone interested in a consulting job?
- What type of degree, classes, certifications are most helpful for consulting?
- What experiences, classes, or training did you find most helpful for your career?
- How would you recommend gaining experience that will help boost my resume for consulting work?
- What do you like most about consulting work?
- What do you like least about consulting work?
Your Message to Interviewees
Hello, I am a master’s degree student in Applied Behavior Analysis. I am interested in learning more about
Organizational Behavior Management and consulting specifically. I attended your presentation at the
Association for Behavior Analysis International Conference. The consulting work you are doing is very
exciting. Would you be available to speak for an hour? I would like to ask you a few questions about
getting into consulting and what the work is like. I appreciate your consideration.
My Career Goal
To have a meaningful career in OBM working as a consultant to improve the world of work. I would like to
work on various projects in varied industries including logistics. Further, I want to become a partner at
a major consulting firm by the time I am 40. In order to achieve this goal, I will need to start working at
a consulting firm soon after graduation and work up the ladder of consulting levels based on the criteria
set by the consulting company.
6 A. H. KING AND K. THERRIEN

your strengths and do work you enjoy, make an impact on something you
care about, and align with what you envision for your life? You should
not only consider the day-to-day activities and type of work these jobs
require but also think about the larger purpose of the jobs. For example,
what problems/needs are the jobs designed to solve/meet? If you are
unsure, do some research to understand the larger purpose of the jobs
across industries and organizations, as similar jobs exist for different
reasons across industries.

Setting the goal

The logical next step is to define a career goal, which will help craft a specific,
step-by-step plan for achieving it. Remember your goal and plan are not set
in stone; experiences you gain will naturally shape your interests and can
even change your career trajectory, especially if you are in the early stages.
For example, you might find you need to gain hands-on experience to get
a better idea of what job you would truly like to pursue. Still, set a goal (or
multiple goals) even if you are not confident your goal(s) will remain the
same. The point is to help you create a plan so that the professional
experiences you seek and the choices you make are deliberate, getting you
closer to what you believe you want for your life.
This should be an outcome goal including the specific accomplishments
you hope to make and by when. You might include job titles, companies for
which you wish to work, pay levels, certifications, and working in specific
industries or professions (Ashe-Edmunds, n.d.). Consider using Geller’s
(2015) SMARTS acronym as a guide: specific, motivational, attainable, rele-
vant, trackable, and shared. If your goal meets these criteria, you should have
an easier time designing a plan and measuring progress.
Jack completed section C of his Career and Professional Development
Plan – Craft Your Plan.

Job Titles and Requirements

-Job Titles: Coach, Associate Consultant
-Requirements: Bachelor’s degree, master’s preferred in Organizational Leadership, Business Management,
Organizational Development, Change Management, I/O Psychology, or another relevant field
-Keywords: change management, operational excellence, operations consultant, leadership development,
organizational leadership, organizational development
My Career Path
-Entry-level consulting as an intern or associate to begin with
-Work toward higher levels of consulting
-Lead project teams
-Work toward partner
My Plan
Identify relevant internships and jobs that use similar consulting skills to influence business results.
 JOURNAL OF ORGANIZATIONAL BEHAVIOR MANAGEMENT 7

Create and execute a plan

Your plan should include goals and the behavioral steps needed to achieve
them. Consider these “milestones” as they are achievements toward your
ultimate career goal. For example, a master’s degree in behavior analysis and
certification in project management might be credentials required for the
OBM job you hope to get. These are two key milestones toward your career
goal. Some large milestones can be broken into several goals if it helps to
achieve them. For instance, the milestone of a degree in behavior analysis
involves smaller goals such as passing all classes each semester and complet-
ing thesis requirements. Breaking larger-scale goals into several smaller
behavioral steps helps one develop a self-management plan related to that
milestone, making it easier to put contingencies in place that prompt and
reinforce the behaviors needed. When defining milestones and goals that
milestones are divided into, the SMARTS acronym (Geller, 2015) can be used
as a guide.

Networking
The connections you make with other professionals, including your profes-
sors and classmates, can have a significant impact on your career. They can
provide you with helpful advice, offer job shadowing opportunities, share job
leads, recommend you for a job, or connect you with others who can help
you develop professionally. Merriam-Webster (n.d.) defines networking as,
“the exchange of information or services among individuals, groups, or
institutions, specifically: the cultivation of productive relationships for
employment or business.” Marcus (2018) adds that an important component
of networking is establishing mutually beneficial connections because
a stronger network is built when both people are able and willing to help
the other person professionally.
One way to begin networking is to identify professional groups and
networking events that people in your desired field/industry or company of
interest frequently attend. These can include national or state conferences,
which often meet annually, or local professional groups, which typically meet
more frequently. Consider industries, professions, and/or geographic areas
that align with your goals as you look for networking opportunities. For
example, the Association for Behavior Analysis International (ABAI) has
Special Interest Groups (SIGs), which “provide services and support to
members by hosting forums for information exchange and promoting parti-
cular areas of interest” (The Association for Behavior Analysis International,
n.d.). The special interest group dedicated to OBM – the OBM Network –
holds an annual business meeting and delivers a biannual conference, dedi-
cated to disseminating cutting-edge information on OBM research and
8 A. H. KING AND K. THERRIEN

practice, and providing networking and professional development opportu-

nities. Membership in the OBM Network includes a newsletter, subscription
and online access to the Journal of Organizational Behavior Management
(JOBM), networking events, research grants, SIGs at ABAI, participation in
nominations and elections of OBM Network positions and award winners,
the OBM Network video section, and an online OBM community that
provides opportunities for discussion (OBM Network, n.d.).
Many professional networking groups seek participants to join as mem-
bers, which usually comes with a fee. Before you commit to any particular
group, take some time to decide whether it is a good fit for you and your
goals. Review membership benefits, talk to members and colleagues who are
familiar with the group, and if possible, participate in a couple of meetings/
events. Most professional groups will charge fees for registration at larger
events like conferences, but members and students can typically register at
a discounted rate. Additionally, there may be an option to work at some of
the conferences as a volunteer and attend for free. Although you will be
“working” as a volunteer, there are usually plenty of opportunities to interact
with participants.
Before attending a networking event, take some time to set networking
goals for yourself. First, think about where you are in the process of working
toward your career goals. Are you still in school, looking for part-time
opportunities to gain practical experience? Are you finished with school,
and ready to apply for full-time jobs, or looking for a temporary internship?
Are you thinking of making a career switch and wanting to learn more about
it from professionals currently working in that area? Then, consider why you
have chosen this event in relation to your current career goals. Could
connecting with attendees help you in any way? Visualize yourself network-
ing with others, imagine some things that could happen during the conversa-
tion that could help you get closer to achieving your career goals, and then
set your networking goals. This will make your networking more purposeful,
as it should give you a better idea of who to talk to, what to say, and what
outcomes to look for. When you set goals for yourself, it prompts you to
reflect on your performance against that goal. Regular self-evaluation and
trying different things can help you identify behaviors that work well for you
and those that do not.
For example, imagine you are completing the last year of your graduate
program. You would like to find a temporary internship that allows you to
gain practical experience in behavioral safety with mentorship from an
experienced professional, and you would like to do this while you are still
in school. You are attending an annual conference, and you see that there are
several presentations by professionals who are experienced in behavior-based
safety. Your professor tells you that one of the speakers is an alumnus from
your university, and she is currently a safety consultant for a local health
 JOURNAL OF ORGANIZATIONAL BEHAVIOR MANAGEMENT 9

system. After getting some advice from your professor, you set a networking
goal to meet and introduce yourself to this speaker. You would like to learn
more about the work she is doing, and you plan to tell her about your
interest in this area and your desire to gain some experience. You plan to
ask her whether she knows of any opportunities or has any suggestions
for you.
It is common to feel nervous about networking, especially when you do
not yet have experience doing it. One tip for reducing nervousness is to take
the focus off of you. Stronger networks are built when connections are
mutually beneficial, so think about how you could add value to the other
person in terms of their career goals and professional development. You can
start networking by setting simple goals focused on others, such as meeting
three new people and learning about their career goals and interests while
exchanging business cards or e-mails. Even if you cannot directly help the
person, you might connect them with another person who can. Connecting
others is beneficial; it shows both people you are interested in helping
develop others professionally and makes you a memorable mutual connec-
tion. As a result, they may be more likely to reach out to you when they have
an opportunity to return the favor.
It is important to use active listening skills, such as making eye contact,
nodding, paraphrasing what you heard to confirm understanding, and asking
related questions. Try not to worry about what to say in response and avoid
the urge to multi-task by checking your phone or looking around for another
person to speak with. Networking is not about the number of people you
meet; it is about the quality and significance of your interactions. It should
not feel like sales events, where everyone is trying to sell each other some-
thing. This happens when people are solely focused on what they can get
from the other person, which leads to weak connections and less mutual
benefits. The key is to make a goal to learn something about the people you
are meeting. Practice active listening skills with colleagues. Have one person
tell a story, and as they speak, covertly say to yourself what the speaker is
saying aloud. Then, immediately summarize the key points and have the
speaker give you feedback.
Also consider taking a role at the event, rather than just being an attendee.
This will be helpful if you find it difficult to initiate conversations. For
example, offer to present or participate in a poster session. This gives you
a platform to share your work and present yourself. Or volunteer to help with
setting up and facilitating different aspects of the event, such as introducing
speakers. This will give you opportunities to meet and talk with presenters
and will force you to learn about the speakers beforehand.
One of the most important things to do when networking is to present
yourself as a professional. Others will likely ask about your job or career
goals, so prepare an eloquent response such as an “elevator speech.” This is
10 A. H. KING AND K. THERRIEN

a concise speech about you and what you do. It is called an “elevator speech”
because you should be able to deliver your key points to another person in
a short time, such as when riding an elevator. Share your first and last name,
job title and company, and/or brief professional mission statement or value
proposition. For example, “Hi, my name is Jack Chandler. I am currently
a graduate student, studying organizational behavior management. I aspire to
work as a business consultant to help leaders implement their strategy and
achieve their goals.”
You might modify your elevator speech depending on who you are talking
to, the context you are in, or the impression you want to make. Additionally,
have examples and stories, as you may receive follow-up questions from
interested listeners. You never know who you might meet while on a plane or
waiting in line. Finally, change your elevator speech as you gain experience
and your career evolves. Practice it regularly and try different versions. Your
elevator speech should vary with different audiences and contexts. Start to
identify points to emphasize and examples/stories for each situation.
Professionals today establish and maintain an active, online presence.
Social media is a popular outlet. For example, LinkedIn currently has
a Higher Education page that includes tip sheets and how-to videos.
Additionally, college websites have professional development or career
pages that provide resources with related advice. Harvard University’s
Office for Alumni Affairs and Career Advancement note two important
elements that strengthen LinkedIn profiles: your professional headline and
the “About” section (McKissen, 2019). A headline should be below 120
characters so that it can be skimmed in 30 seconds or less, and it should
include industry-related keywords, core skills, strengths, talents, and inter-
ests. Your “About” section should provide deeper insight such as how you
are unique and where your career is headed.
Finally, an important part of networking is maintaining relationships.
Another benefit of social media for professionals, such as a LinkedIn page,
is that you can easily keep in touch with connections and strengthen profes-
sional relationships. You do not need to strengthen relationships with every
person whose business card you collect; rather, focus on those who could
play a role in your professional development, those you could help, or those
you simply enjoy speaking with and learning about. Follow up after events by
connecting with them on LinkedIn. Consider sending them a relevant article,
hyperlink, or related book. Let them know you enjoyed meeting them and
appreciated the conversation.
One can build stronger professional relationships by asking if they would
like to meet for coffee or lunch (if local) or a phone/video chat to discuss
a topic of mutual interest, propose a project to collaborate on, or to simply
get to know each other better. Remember it is best when professional
relationships are mutually beneficial, consider what is in it for them if you
 JOURNAL OF ORGANIZATIONAL BEHAVIOR MANAGEMENT 11

are asking for their time, advice, or help. For instance, imagine you met
a person with an OBM related job you are very interested in. You believe that
this person might have good advice and be willing to mentor you. There is
nothing wrong with telling them and asking for help. However, how might
you make it beneficial to them? Is there a professional project on which you
could collaborate? Could you volunteer to help with a project they already
started? Do you have connections with professionals who have similar inter-
ests? Do not hesitate to ask how you might be able to add value to their
professional life.
It is helpful to discuss topics of mutual interests before asking for help.
The more you know about them, the easier it is to add value to them, even if
simply sending a helpful tool or resource, a job opening they might be
interested in, or connecting them with someone you know who has similar
interests. This helps establish professional networks who know you and see
you as a valuable connection. It may not pay off tomorrow, but in six months
they may introduce you to someone who is hiring for your dream job and the
positive things they say about you might just push your resume to the top of
the pile.

Practical experience
It is helpful to build a portfolio of projects and experiences that are relevant
to the OBM job you ultimately want. The work and results you achieved will
likely make you a more attractive candidate than someone with relevant
education alone. Additionally, there are opportunities for practical experi-
ence that do not require competing for a position. If you do not feel ready to
apply for an internship or temporary position, consider leveraging your
current role. For example, if you are in school and working at a restaurant,
consider asking your manager if you can practice applying what you are
learning in school at work. Many business leaders would be happy to have
a student facilitate organizational improvement at a reduced rate, especially
from a trusted employee. You may need to volunteer additional time at first,
or plan to occasionally get coverage for your primary job; otherwise, it can
put managers in a tough spot and could lead to you getting returned to your
primary job.
If you are in graduate school but do not have a job, consider seeking
guidance and mentorship from professors to create opportunities. Perhaps
classmates would be happy to team up with you, along with a professor to
identify or create opportunities. Some faculty who teach graduate and under-
graduate classes in OBM require students to consult with local businesses
and complete an OBM project as a class requirement. This is a great way to
accrue OBM experience and establish connections with businesses while
getting guidance from a professor. Also, consider opportunities to do an
12 A. H. KING AND K. THERRIEN

OBM project at your university. Learn about initiatives that different depart-
ments are working on and identify those well suited for an OBM profes-
sional. For example, you might assist or initiate a project with the
sustainability department to increase student engagement in campus sustain-
ability programs.
When applying for positions, consider all opportunities, including intern-
ships. Jobs and internships that are well suited for someone with OBM
training will rarely list “OBM” in the title and job description. Instead, review
the job duties and qualifications sections for clues regarding the fit of the role
with your OBM training. If your current skillset appears to meet a company’s
core needs for a particular position, you often do not need to meet 100% of
the requirements to be considered for that job (Umoh, 2018). Many postings
will include degrees or training in a related area, such as Business
Administration, Organizational Behavior, Human Resources, or
Organizational Development. An individual trained in OBM would likely
perform well in many of these jobs, even though their approach to some of
the key duties may differ from professionals in related disciplines.
In fact, someone with OBM training may be better prepared for some of
these jobs than professionals from other disciplines. For example, consider
management positions in organizational development. Many job postings for
these positions include in the qualifications sections a degree or training in
Human Resources, Administration, or Organizational Development.
According to the Society for Human Resource Management (SHRM), some
common duties of this position include, “directs needs assessments for
training and staff development to enhance the effectiveness of employee
performance achieving the goals and objectives of the company, and con-
ducts assessments of the effectiveness of training in terms of employee
accomplishments and performance” (Society for Human Resource
Management, n.d.). Individuals trained in OBM would be well prepared to
perform these duties, given their training in functional assessments in the
workplace, pinpointing and measuring behaviors linked to business results,
and identifying reinforcers for employees. Those who are unfamiliar with
behavior analysis often do not realize that OBM is somewhat different from
related disciplines. Thus, it is beneficial to share relevant projects and
achievements and communicate the unique skills you bring to the position.
An OBM job might be internal or external. Individuals in an internal role
are employed by and considered to be an official member of the organization
for which they are applying OBM. Individuals in an external role are usually
hired by organizations on a contract basis to temporarily assist with
a problem or initiative in those organizations. These individuals are not
considered to be an official member of those organizations; they are often
employed by a consulting firm.
 JOURNAL OF ORGANIZATIONAL BEHAVIOR MANAGEMENT 13

If you are interested in an internal role that is relevant to OBM, consider

using an online employment-related search engine such as Monster.com or
Indeed.com and conducting a keyword search. Some keywords that are
linked to OBM related jobs include “continuous improvement”, “organiza-
tional development”, “change management”, “learning and development”,
and “operational excellence”. If you are interested in an external consultant
role, consider searching for jobs on the career section of consulting firms’
websites. For example, Bain & Company, a global management consulting
firm, currently has a “Careers” page on their website, which lists job titles
such as “Associate Consultant”, “Consultant”, “Group Manager”, and
“Associate Consultant Intern”. If your goal is to work for a particular com-
pany, review their website and search for career opportunities. Many com-
panies have their own career web pages, which include saved search profiles
that will e-mail listings when your specified criteria are met. Explore profes-
sional staffing service companies, or head-hunter services, often used by
organizations to pre-screen and identify quality candidates for available
positions.
Even with relevant experience on your resume, you will sometimes need to
“earn the right to advance” by demonstrating success on the job. Thus,
beginning as an intern or in an entry-level position may lead to the OBM
job you seek. If changing career paths, know that you may need to return to
an entry-level role and work your way up. For example, if you worked as
a clinical director for an ABA company and you now want to work at an
OBM consulting firm, you might need to begin as an intern or entry-level
role and work your way up to a full-time consulting position. Be prepared to
take what you can get to accrue relevant experiences and accomplishments.
Your goal is to demonstrate your ability to be successful in the ultimate
position.
Most employers schedule at least one interview with applicants they are
considering. To prepare, you should become familiar with the company’s
mission, vision, values, and products and services. This is a good time to
review your Career and Professional Development Plan. Consider your
strengths, passions, and ask yourself how this position allows you to apply
these. This prepares you to share information that helps employers see how
you might fit into the company culture.
Review the job description when preparing for the interview. Think about
the interview from the employer’s perspective as you review the description.
This may provide insight into questions they might ask and what they want
to know about you. Identify experiences from your professional work rele-
vant to the position, then prepare a short synopsis that highlights what you
did and the accomplishments or results achieved. A helpful acronym to keep
in mind when preparing responses to potential interview questions is STAR,
which stands for Situation, Task, Action, and Result (Higgins, 2014). Be
14 A. H. KING AND K. THERRIEN

prepared to talk about your work in terms of the situation or context, the
assigned task, actions taken to address the situation and finally the result of
the chosen action. One variation has an additional R for Reflection, which is
helpful when sharing examples of projects that did not go as planned.
Reflecting on these examples can demonstrate your ability to identify oppor-
tunities for improvement and lessons learned. List interview questions
expected and rehearse responses on your own and with trusted colleagues
or family. This helps refine your STAR responses as you deliver crisp, clear,
stories about your experiences.

Education
Formal education includes pursuing a degree, such as a Master of Science (M.
S.), Master of Arts (M.A.), or Doctor of Philosophy (Ph.D.). Graduate degree
programs are significant investments of time and money, so this decision
should not be taken lightly. For example, a doctoral degree in behavior
analysis may take 3–5 years to complete, and typically requires students to
complete a dissertation that meets rigorous standards. Consider the types of
jobs you imagine yourself in now and in the future, and determine the pay-
off for that investment. For example, a doctoral degree in behavior analysis
will not necessarily provide additional earning potential for prospective OBM
professionals who already have a master’s degree in this area. However, it
may open up a wider variety of job opportunities, both short- and long-term.
Most doctoral programs in behavior analysis equip one with considerable
knowledge and experience in designing and leading research studies, which is
important for those who have a goal to teach at a college or university and
conduct research that could be published in respected peer-reviewed
journals.
Should you decide that formal education, such as a master’s or doctoral
degree, is the path you seek, review available programs and go beyond glossy
marketing materials and websites by speaking with faculty and students, both
current and past, to get their perspectives. Consider costs, location, and the
time commitment required by each program. Additional factors to consider
include admission requirements, coursework, faculty, and their research
interests and accomplishments, graduation requirements, and student out-
comes such as retention rates, graduation rates, licensure/certifications pass
rates and job placement. Note that Behavior Analysis Certification Board
(BACB)® certification may not be necessary for individuals interested in an
OBM career; however, it may be important to professionals who aspire to use
OBM to make a meaningful impact in organizations that provide clinical
ABA services, or on the training and supervision practices of upcoming
behavior analysts. Finally, consider the types of opportunities available for
students to gain practical experience. For example, if you hope to gain some
 JOURNAL OF ORGANIZATIONAL BEHAVIOR MANAGEMENT 15

applied OBM experience while in school, consider researching whether there

are local businesses or consulting firms with OBM relevant opportunities or
internships for students. Pursuing an education at a school that has these
types of opportunities close by can help you gain applied OBM experience
relevant to your ultimate career goal while in school.
Informal professional development courses or certificate programs may
provide sufficient knowledge in OBM or related areas required for your
career goal. If formal education is not warranted or benefits do not outweigh
costs, professional development activities that do not earn college/graduate
credit or another degree may suffice. Some informal education such as
certificates or workshop activities may allow you to acquire knowledge and
skills without significant investments of time and expense that most formal
education requires. These may be preferable for someone seeking additional
education while continuing their current daily responsibilities, or “day job.”
Some recognized certifications that are complementary with OBM include
the Project Management Professional (PMP)® certification from the Project
Management Institute, Lean Six Sigma yellow belt, green belt, or black belt
certification from the American Society for Quality (ASQ) or other certifying
bodies, and a coaching certification from the International Coach Federation.
Another option is to pursue a degree in a related area. For instance, imagine
you are interested in getting an OBM related job, and you are already in your last
semester of a master’s degree program in behavior analysis. Throughout your
graduate career, you’ve gained some applied OBM experience consulting for
a local business. You did this while working with a small team of students at your
university, some of whom were enrolled in the Industrial/Organizational (I/O)
Psychology Master’s program, the Organizational Behavior (OB) Master’s pro-
gram, and the Master of Business Administration (MBA) program. You are
interested in some of the jobs that your MBA teammates are applying to, which
all seem to highly value or require an MBA. You believe the knowledge and skills
you’ve gained from your degree in behavior analysis will prepare you for these
jobs, but you believe you may have a harder time getting offers if you are
competing with many applicants who have an MBA, since it appears the MBA
is more recognized by companies advertising these positions as evidenced by the
stated desired degrees in job postings. If you have already invested money and
time in a related graduate degree and have some applied business experience,
you might decide to pursue additional informal education in business, rather
than pursuing another graduate degree. Or, if these positions include duties that
you do not feel as prepared for, you might decide to pursue the MBA to gain
a stronger educational foundation in business acumen.
Jack completed section D of his Career and Professional Development
Plan – Execute Your Plan.
16 A. H. KING AND K. THERRIEN

Education
Many job postings for consultants require bachelor’s or master’s level. One of the levels of consulting on the
path to Partner requires the Project Management Professional (PMP) certification. My plan is to:
-Complete Master’s degree in ABA
-Complete the Project Management Professional (PMP) certification by the time I graduate with my master’s
degree.
Work/Relevant Experience
Expand work at the local grocery store I have been working at for the last 3 years while attending university.
Ask for more responsibilities to help solve human behavior challenges in the workplace and talk with the
manager about my interest in Project Management to find some opportunities to practice and contribute
at the store.
Networking
Attend the local project management professional networking group to meet others in the area and learn
more about the PMP credential and opportunities for experience.

Conclusion
OBM is broad and a career path in the field may look very different across
OBM professionals. Individuals interested in an OBM career should create
a career and professional development plan to begin carving their unique
path. This involves defining your vision, both personal and professional,
connecting with other professionals to learn about OBM jobs, defining
your career goal, crafting and executing a plan to get the education and
experience needed, and developing yourself as a professional. Review and
revise your goals and professional development plan periodically; your goals
will likely evolve as you learn more about your interests and strengths, and as
other aspects of your life change. A career in OBM and the process of getting
there can be very exciting and rewarding, especially when you proactively
create a path that is the right fit.

Disclosure statement
No potential conflict of interest was reported by the authors.

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