Australia’s aged care sector is operating under mounting pressure. Our population is ageing, but the needs of older Australians aren’t what they used to be.

Despite entering aged care later in life, and often with more complex health needs, today’s clients are increasingly tech-savvy, dynamic, and diverse, bringing a broad set of expectations.

But while demand is climbing rapidly and evolving just as fast, the workforce pipeline is struggling to keep up. As a result, aged care operators must rethink how they attract, support, and retain staff, especially in regional areas.

Workforce shortages and demographic shifts

According to the 2023 Aged Care Workforce Census¹, there are more than 275,000 workers across residential, home, and community aged care. Yet workforce modelling suggests that Australia will need to increase this by at least 40% within the next six years to meet growing demand.

The same report highlights that the sector’s workforce is ageing, with almost half of all employees aged 45 or over, compounding the pressure on providers as experienced staff are nearing retirement.

This creates a double-edged sword, including:

• Rising demand for care
• An employee base with a shrinking career lifespan

Rural and remote gaps

Compounding this is the uneven distribution of the workforce. Regional and remote areas face even greater challenges in attracting and retaining staff, creating a postcode lottery when it comes to care availability.

Many rural providers operate with minimal backup, relying on casual or agency workers to fill gaps at short notice.

Research shows:

• Remote areas would need an extra 12,958 full-time equivalent workers
• Rural areas would need 95,342 additional workers to match metropolitan staffing levels²

Operational pressure on care teams

But sector pressure isn’t just about numbers – it’s about people first and foremost. While most people enter aged care driven by a passion to care for others, many find themselves spending most of their day on non-care tasks.

Poor rostering often means driving for hours between facilities, and piles of paperwork eat into valuable time, leaving little opportunity to build genuine connections with residents, let alone take a proper lunch break. This can lead to burnout, missed care and high staff churn.

And when experienced team members leave, they take critical knowledge with them. It’s a perfect storm.

But it’s not all doom and gloom. Despite the demands, frontline care roles are deeply rewarding. It’s what attracts people to the sector in the first place and the reason many stay, even when the conditions are tough.

The solution lies in building on these positives. It’s about making the changes needed to not just survive in the industry, but to thrive.

To do that, aged care providers must think differently. Here are three ways the aged care industry can enable employees to build long-term careers in the sector, not just hold down jobs.

1. Create purpose through progress

   The first step is attracting younger workers by reframing aged care as a purpose-driven career with clear progression.

   For example, a care worker might start with a certificate in aged care, complete micro-credentials in dementia support and digital recordkeeping, and then progress into a team leader role through a provider-run leadership program.

   Younger workers, particularly Gen Z and Millennials, are driven by purpose, autonomy, and growth. According to Deloitte’s 2025 Gen Z and Millennial Survey:

   • 9 in 10 say having a sense of purpose is important to their job satisfaction and well-being
   • Learning and development ranks within their top three reasons for choosing an employer

   Promoting pathways that align with these values will be key to strengthening the workforce of the future.

2. Leverage technology to boost job satisfaction

   The secret is embracing technology that enables staff to focus on meaningful care.

   For younger workers, technology isn’t a bonus, it’s an expectation. Many are drawn to employers who integrate digital tools that make their work more efficient and meaningful. That’s why the sector must shift its mindset from simply being a care provider that uses tech, to acting like a tech-enabled organisation that delivers care.

   This shift not only improves efficiency, it directly impacts job satisfaction and retention. Staff are more likely to stay when they feel supported and empowered within the workplace.

   Technology also supports continuity of care by preserving institutional knowledge. With digital records, care plans, and resident preferences available in real time, teams can deliver consistent, person-centred care, even as staff rotate or change.

3. Create a culture that supports wellbeing

   Workforce sustainability isn’t just about hiring more people—it’s about valuing the ones you have and creating a sector where people want to stay.

   With a dispersed workforce often working solo or across multiple sites, it can be difficult for management to detect early signs of burnout or distress. That’s where technology can play a pivotal role.

   Digital check-ins, wellbeing dashboards, and mobile-first platforms can help providers:

   • Stay connected with their teams
   • Flag potential issues early
   • Create feedback loops that make staff feel seen and supported

   By using tech to listen and respond in real time, operators can foster a culture of care—not just for residents, but for their people too.

Time to act

With the right systems, culture, and investment, aged care can be a career of choice, not a last resort.

The challenge now is to turn insight into action. The opportunity exists for providers to lead with innovation, invest in people, and reshape aged care as a vibrant, progressive, and sustainable sector.

¹ 2023 Aged Care Workforce Census, Australian Department of Health and Aged Care, https://www.gen-agedcaredata.gov.au/getmedia/aa6c9983-5ee1-42c2-a7a8-183d76fad46b/2023_ACPWS_Report

² Quality of Life and Job Loss during the COVID-19 Pandemic: Mediation by Hopelessness and Moderation by Trait Emotional Intelligence, https://www.mdpi.com/1660-4601/19/5/2756

³ Deloitte 2025 Gen Z and Millennial Survey, Deloitte Global, https://www.deloitte.com/global/en/about/press-room/deloitte-2025-gen-z-and-millennial-survey.html