Employees in human service organizations engage in complex behaviors like problem solving, decision making, and leadership skills, on a regular basis (e.g., dealing with difficult employees, managing time and work tasks, and choosing appropriate measurement systems). Despite increased requirements for supervision for BCaBAs and RBTs, the effects are only as good as the supervisors and the systems in which they work. It is the responsibility of supervisors to train, monitor, and manage those behaviors. Although complex behaviors are common and important in human service organizations, they have received little attention in the applied behavior analytic literature. In this panel, strategies for defining, assessing, and intervening on complex employee behaviors in human service organizations will be discussed. Specific examples from research and practice will be provided to illustrate these strategies and systems and processing for supporting them will be discussed. Practical applications and areas for further development and research will also be highlighted.