Aged Care Pay Is Rising — But What Really Makes Great Aged Care Workers Stay?

Australia’s aged care workforce has reached an important moment. From 1 August 2026, the latest award wage increases took effect for registered and enrolled nurses working in aged care, following a series of increases delivered through the Aged Care Work Value Case.

According to the Australian Government, approximately 400,000 aged care workers have benefited from increases to their award wages through the case. It is welcome recognition of the skill, responsibility and emotional commitment required to care for older Australians.

Better pay matters. It can make aged care more attractive to new candidates, encourage experienced professionals to remain in the sector and demonstrate that care work is valued.

However, pay alone will not create the stable, skilled and compassionate workforce that aged care providers need. Attracting good people is only the first step. The greater challenge is giving them compelling reasons to stay.

Pay attracts talent, but workplace experience drives retention

Care professionals rarely leave a role because of one isolated issue. More often, their decision reflects a combination of factors: unpredictable rosters, excessive workloads, limited support, poor communication or a lack of recognition.

In a sector built around human connection, the employee experience deserves the same thoughtful attention as the client experience.

Providers that retain strong employees tend to create workplaces where people feel respected, supported and able to perform their roles safely. This includes practical fundamentals such as clear expectations, reliable rosters, responsive managers and appropriate staffing levels.

It also means listening. Frontline workers often have valuable insight into residents’ needs, service delivery and operational challenges. When their experience is heard and acted upon, they are more likely to feel trusted and invested in the organisation’s success.

Flexibility must be genuine

Many aged care professionals balance work with family responsibilities, study or other commitments. Flexible working arrangements can therefore be a powerful attraction and retention tool—but only when the flexibility is reliable.

Last-minute changes, inconsistent hours and pressure to accept additional shifts can quickly lead to fatigue and disengagement. Employers should communicate honestly about roster expectations from the beginning and provide as much notice and consistency as possible.

Flexibility will look different across organisations, but it may include:

• Predictable shift patterns

• Part-time or casual options suited to individual circumstances

• Fair distribution of weekend and overnight work

• Adequate notice when rosters change

• Simple processes for requesting leave or changing availability

When candidates understand exactly what a role offers, they can make an informed decision—and employers are more likely to hire someone whose availability genuinely suits the service.

Supportive leadership makes a measurable difference

Good managers do more than allocate tasks. They set the tone for the entire workplace.

Care workers need leaders who are visible, approachable and equipped to respond when challenges arise. Regular check-ins, constructive feedback and recognition of good work can all strengthen trust. Just as importantly, employees need confidence that concerns about safety, workload or conduct will be taken seriously.

This is particularly important during a new employee’s first few weeks. A structured onboarding process, clear points of contact and regular follow-up can prevent a promising placement from becoming an early resignation.

Providers should consider onboarding as an ongoing process rather than a single orientation session. New employees need time to understand systems, build relationships and become confident within the care environment.

Career development gives people a future in the sector

Aged care should be seen as a meaningful long-term career, not simply a temporary job.

Workers are more likely to remain with an employer when they can see opportunities to develop. Training, mentoring and exposure to different responsibilities demonstrate that an organisation is prepared to invest in its people.

Development does not always require an immediate promotion. It may involve specialist training, support to gain further qualifications, participation in improvement projects or a pathway towards leadership. Even a clear conversation about future goals can help an employee understand what is possible.

The Australian Government continues to promote training and professional development opportunities for the aged care workforce. Providers can strengthen retention by making these opportunities visible and helping employees access the options most relevant to their roles.

Recruit for values as well as experience

Qualifications and experience remain important, but excellent care also depends on personal qualities that cannot be captured by a certificate alone.

Empathy, reliability, patience, cultural awareness and communication all shape the quality of a person’s work. A strong recruitment process should therefore explore not only what a candidate has done, but how they approach care, teamwork and responsibility.

Values-based recruitment can include behavioural interview questions, realistic role discussions and careful reference checks. It also requires employers to communicate their own values honestly. Candidates need to understand the culture they are joining—not just the duties they will perform.

The goal is not simply to fill a vacancy. It is to create the right match between the worker, the organisation and the people receiving care.

What should aged care providers do now?

The latest wage increases provide a timely opportunity for employers to review their wider recruitment and retention strategy.

Providers should consider whether:

• Pay and conditions are explained clearly in job advertisements

• Candidates receive timely communication throughout recruitment

• Rosters and workload expectations are discussed honestly

• New starters receive structured onboarding and follow-up

• Managers are equipped to support and retain their teams

• Training and career pathways are visible to employees

• Recruitment decisions assess values and cultural alignment as well as credentials

In a competitive labour market, the organisations that stand out will be those that offer more than employment. They will offer a workplace where care professionals feel valued, supported and able to build a future.

Building a workforce that stays

The aged care wage increases are a positive and necessary step. They recognise the value of care work and may help attract more people to the sector.

Sustainable workforce growth, however, will depend on what happens after a candidate accepts the job. Respectful leadership, dependable working conditions, genuine development opportunities and values-led recruitment will determine whether talented people choose to stay.

At HiTalent, we specialise in connecting social care organisations with professionals who bring the right capabilities, values and commitment. If your organisation is reviewing its workforce needs or looking for people who can make a lasting difference, speak with the HiTalent team.

This article provides general information only. Employers should obtain advice about the award rates and employment obligations that apply to their circumstances.

Sources: Australian Government Department of Health, Disability and Ageing, “Better and fairer wages for aged care workers” and “Aged care workforce”.