Australia’s aged care system rests on the shoulders of more than 400,000 workers — nurses, carers, allied health professionals, lifestyle coordinators and domestic staff. They are the human core of a sector under constant pressure. Yet while demand for aged care services continues to rise sharply, the workforce charged with delivering that care is stretched thin, fatigued, and leaving the profession at an alarming rate.

The workforce crisis is not just about numbers; it is about compassion. When staff are overworked and under-supported, the quality of care — and the dignity of residents — inevitably suffers. Behind every statistic are carers who want to give their best, but are often left with too little time, too few colleagues, and too much responsibility.

A growing shortfall

The numbers are sobering. The Committee for Economic Development of Australia (CEDA) projects that Australia will need an additional 110,000 workers by 2031, and close to 400,000 by 2054 to meet demand.

With one in five Australians expected to be over 65 within two decades, the challenge is structural, not temporary.

The Royal Commission into Aged Care Quality and Safety highlighted the consequences of workforce shortages: rushed care, missed medication rounds, and insufficient attention to residents’ social and emotional needs. Staff themselves reported “time stress” as one of their biggest burdens, often feeling guilty about leaving residents waiting for basic needs.

The reality is simple: without enough skilled workers, the promise of person-centred, compassionate aged care remains out of reach.

Human stories behind the crisis

Beyond statistics, it is the lived experiences of workers that reveal the daily pressure.

Emma, a healthcare worker in NSW, describes what it feels like to start a shift knowing she will be one pair of hands short:

“You’re constantly racing against the clock. By the time you’ve showered and fed everyone, you feel guilty because you didn’t have time to sit down and just talk.”

Community care staff report similar struggles. Long travel times between clients — often unpaid — leave workers exhausted before they even arrive at the next home visit, while residents wait longer for the support they need.

Together, these experiences show that the workforce challenge is not just about numbers. It is about giving carers the time, space, and support to provide the kind of human connection that defines good aged care.

The cost of compassion fatigue

Most people who work in aged care enter the sector with a strong sense of vocation. But when constant stress collides with limited resources, compassion fatigue can set in. This is more than burnout; it is the gradual loss of the emotional capacity needed to connect with residents as people, not just patients.

Compassion fatigue affects not only staff wellbeing but also the quality of interactions with residents. The small gestures — a smile, a quiet chat, a hand held — are the hallmarks of compassionate care. Without them, aged care risks becoming transactional, defined only by tasks and routines rather than human connection.

Protecting staff from compassion fatigue requires more than resilience training. It demands systemic change: safer workloads, professional respect, and workplaces where carers feel valued rather than expendable. These changes are beginning to appear in parts of the sector, as some providers trial new approaches to workforce support.

Initiatives making a difference

Despite the challenges, there are promising initiatives emerging across the sector.

One area of change is flexible rostering and smarter scheduling. A growing number of providers are trialling digital rostering systems that take into account staff preferences, reduce excessive overtime, and give workers greater control over their schedules. Early results suggest this improves retention and helps staff achieve a healthier balance between work and personal life.

There has also been progress in mental health and wellbeing support. Some facilities now offer counselling hotlines, peer-support groups and structured debriefing sessions. These initiatives acknowledge the emotional toll of aged care and create safe spaces for staff to share their experiences.

For many workers, professional development and clear career pathways are key to staying in the sector. Providers who invest in training and create opportunities to progress from personal care work into nursing or specialist roles are seeing higher retention rates. For staff, these pathways signal that aged care can be a career, not just a job.

Finally, even small steps in respect and recognition can make a big difference. Programs such as regular staff forums, mentoring schemes, or “carer of the month” awards remind workers that their contributions are valued. Recognition fosters pride, boosts morale, and reduces turnover in a sector that desperately needs stability.

Sector-wide efforts

The Aged & Community Care Providers Association (ACCPA), the peak industry body for aged care providers, identifies workforce planning and leadership development as key priorities. Retaining skilled staff is central to its advocacy, alongside ensuring providers have the resources to create supportive workplace cultures.

Meanwhile, the Australian Nursing & Midwifery Federation (ANMF) — Australia’s largest union for nurses, midwives and care staff — continues to advocate for mandated staffing ratios and improved pay, arguing that high-quality care cannot be delivered without addressing workload and remuneration.

While ACCPA focuses on capacity-building and workforce skills, and the ANMF pushes for stronger regulation and pay equity, both bodies agree that isolated fixes will not suffice. A national workforce strategy — backed by stable funding and clear direction — is essential for aged care’s long-term sustainability. Recent reforms, including the new Aged Care Act — due to commence on 1 November 2024 — are a step forward in lifting standards, but their success will depend on whether they translate into real improvements for the workforce on the ground.

Towards a compassionate workforce

Ultimately, the question is not just how many workers the sector can attract, but how many it can keep — and how to ensure they can continue to care with compassion.

Retaining aged care staff requires more than policy documents. It requires listening to their voices, valuing their skills, and building workplaces where empathy is not squeezed out by exhaustion. When staff feel supported, residents benefit: care becomes slower, gentler, and more human.

As one carer explained: “We don’t want to leave. We just want the time and support to do our job properly.”

Final thoughts

Australia’s aged care workforce is in crisis, but it is not without hope. Innovative providers, stronger advocacy, and government reforms are beginning to shift the conversation from survival to sustainability.

The central truth remains: without a thriving workforce, there is no aged care system. Supporting those who provide care is not an optional extra — it is the foundation of dignity, safety and quality for every older Australian.

Supporting the aged care workforce also means recognising the complexity of their work. These are roles that demand not only skill, but deep emotional intelligence — balancing clinical care with empathy, patience and respect. When staff are empowered through training, fair pay and leadership that listens, the ripple effect is felt across entire communities. Families see calmer, happier residents; organisations experience lower turnover; and workers regain pride in their profession. Investing in the people who care for others is, ultimately, an investment in the quality of ageing for every Australian.