Failing the frontline: the Healthcare staff retention crisis

Australia’s Healthcare and Aged Care sectors are facing a workforce crisis that extends far beyond simple staffing shortages. Despite being identified by the National Skills Commission as one of the fastest-growing employment sectors, Health and Aged Care face a critical mismatch between exponentially rising demand and persistent workforce shortages.

The Department of Health and Aged Care’s 2024 Worker survey found that only 64.6% of respondents wanted to continue working in Aged Care. To the remainder, the survey asked where they see themselves working in 12 months’ time — 11.7% said outside of Healthcare, while a combined 48.9% said either for another Aged Care provider or in another Healthcare setting (disability, early childhood etc.).

In this vicious cycle, staff who remain in their workplaces face increased workloads, burnout and further resignations. The costs of this cycle can cripple smaller care services and facilities, as recruitment and training expenses impact the quality of care services they offer.

The core challenge for Healthcare leaders is retaining skilled professionals in an industry under extreme industry pressure, all without compromising care for vulnerable populations.

Strategic solutions for sustainable staff retention

1. Empowering through flexible scheduling

Of those 11.7% who intended to seek work outside of Aged Care, the most common reason was feeling burnt out. In Healthcare, burnout is often caused by excessive workloads and a lack of time to provide adequate care — both of which are exacerbated by high staff turnover rates.

As a result, modern Healthcare workers demand greater control over their working lives. The traditional approach of rigid rosters fails to accommodate the diverse needs of the workforce, particularly younger employees who prioritise work-life balance.

Forward-thinking organisations are implementing demand-based rostering systems that allow staff to input availability preferences, block out unavailable times and bid for additional shifts. This approach transforms scheduling from a source of friction into an engagement tool, giving employees autonomy while ensuring critical shifts remain covered.

2. Building financial wellbeing and security

Healthcare workers are increasingly concerned about cost-of-living pressures, as highlighted by the 43% citing an inadequate wage as their reason for seeking work outside of aged care.

On top of pay dissatisfaction, traditional fortnightly pay cycles can create financial stress between pay periods. To counter this, progressive employers are considering earned wage access programs that allow staff to access portions of already-worked wages when needed.

This approach serves to reduce financial stress, improve shift uptake rates and demonstrates genuine care for employee wellbeing. For Healthcare employers struggling with the cost of their own turnover rates, an earned wage access program can become a strategic investment in retention rather than just an employee perk.

3. Enhancing communication and recognition

Healthcare workers often feel disconnected from management, particularly in large organisations with multiple sites. A lack of workplace support was cited as the leading reason by staff seeking work with a different Healthcare provider. To smooth out lines of communications, mobile-first platforms can better connect frontline staff and supervisors, fostering a sense of belonging regardless of location.

Regular pulse surveys provide helpful feedback, allowing organisations to identify and address issues before resignations occur. When combined with visible action on feedback, these tools significantly improve employee engagement and satisfaction scores.

Case Study: Southern Cross Care Queensland’s Transformation

Employing over 1,800 staff across 17 aged care facilities and serving more than 2,000 home care clients, Southern Cross Care Queensland (SCCQ) has overcome the many challenges plaguing the broader Aged Care sector.

In 2021, SCCQ’s turnover rate of 40% was proving unsustainable both financially and operationally. Staff were leaving faster than could be replaced, creating dangerous gaps in care coverage and placing enormous strain on remaining workers.

Under the leadership of Adam Priest, Head of People and Culture, the organisation recognised the need to transform its workforce management strategy to focus on employee empowerment and operational efficiency. The cornerstone of this transformation was the deployment of Humanforce’s mobile-first technology, as Priest had prior positive experiences with the company both on the frontline and as a healthcare manager.

This approach proved immediately impactful. In the first pay period following implementation, over 300 shifts were filled through mobile shift notifications at one site alone. This replaced the previously time-consuming process of calling around to fill shifts with varying success.

Humanforce’s automated rostering system enabled creation of master rosters where over 95% of scheduled hours were covered by permanent staff with contracted hours. This provided employees with predictable schedules while maintaining flexibility.

Perhaps most significantly, the company introduced earned wage access via Humanforce, which is used by 60–70% of staff. This feature not only reduced financial stress but improved shift uptake rates, as staff could immediately access payment for additional shifts.

The results speak for themselves. Southern Cross Care Queensland’s employee turnover has fallen from 40% to just 17%, while a regular staff survey reveals much higher rates of job satisfaction.

SCCQ’s journey highlights that with the right strategic approach and supporting technology, healthcare companies can create a more sustainable workforce to benefit both employees and the vulnerable populations they serve. The key lies in treating retention as a comprehensive organisational challenge rather than a simple HR problem, using thoughtful solutions that address the entire employee experience.

Image credit: iStock.com/Mariia Vitkovska