More proactive workforce strategies needed for aged care
Australia has a rapidly ageing population with one in 6 people now aged over 65. This is expected to increase to one in 4 by 2066 which will bring significant implications for those in the aged care sector. Building a highly skilled and engaged workforce is essential if Australia is to provide high-quality care for our older people in coming decades.
Need for a new strategy to address shortfalls
The fact is too many workers are now leaving the industry.
The Committee for Economic Development of Australia (CEDA) predicts that by 2030 there will be a major shortfall of more than 110,000 direct aged care workers. However, recruitment of new carers can be difficult due to:
- increased competition from other sectors
- lower rates of pay for aged care workers
- an increasingly casualised environment
- perceptions that it is low status work
- aged care being emotionally demanding (without support) and can often result in burnout and stress.
Amid increased regulatory requirements for aged care providers, it is vital that the sector addresses these issues as a matter of urgency.
The key is to develop proactive acquisition and retention strategies aimed at motivating, attracting and keeping the current and future workforce.
Why do aged care workers leave?
Studies have shown that working conditions, leadership, organisational culture, opportunities for career progression and a sense of empowerment are all factors that influence staff decisions to stay or leave.
Influencing workplace retention is very much in the hands of the provider and there are effective changes that can be made quickly if employees are invited to be part of the solution.
Investing in employee education and professional development is one area that will improve retention while also improving the quality of care. Building capacity and innovation in dementia care, palliative care and wound care will be essential in the future, especially with the growth of home care options.
Formulating workforce solutions and listening to feedback
Improving employee engagement means leaders need to ask questions and listen to what employees say they need to do their jobs well.
Surveying staff members, running small focus groups and discussing findings under key themes is a good approach.
Recommendations can be integrated into organisation wide changes that may result in better training programs, new management approaches, revised working conditions, better feedback processes, and wellbeing initiatives.
Long term benefits
Developing more effective workforce strategies will improve quality of care and reduce the burden and costs of constant staff turnover.
This isn’t something that can be put on the backburner. Improving the conditions and pay of aged care workers will ultimately help raise the status of caring work and will provide valuable recognition for workers.
Want to find out more? Explore the Workforce Retention section of our Knowledge & Implementation Hub.