Australia’s cost of living crisis is placing growing pressure on the aged care workforce, with new research suggesting many workers are taking on extra employment just to make ends meet, raising fresh concerns about fatigue, burnout and the quality of care provided to older Australians.
New data from recruitment company Randstad has found that one in three Australian health and aged care workers has either taken on, or is considering taking on, a second job to cope with rising living costs.
The findings paint a troubling picture for a sector already grappling with chronic workforce shortages, increasing regulatory requirements and higher expectations under the new Aged Care Act.
According to Randstad’s National Director of Health and Aged Care, Matt Hodges, financial pressures are now being layered on top of an already demanding profession.
“When nurses and aged care workers are working longer hours or juggling multiple jobs, there are real concerns around fatigue and the potential impact that has on patient care,” Mr Hodges said.
He said housing affordability was adding another dimension to the workforce crisis, with many care workers being priced out of the communities where they work.
“The housing affordability crisis is displacing aged care workers from the communities they serve, meaning longer commutes, greater financial pressure and less time to recover between shifts.”
While cost of living is forcing many workers to seek additional income, Randstad’s broader Employer Brand Research suggests money is not the main reason people are leaving the profession.
The national survey of 5,742 Australian workers found that 46 per cent of health and aged care workers would leave their job to achieve a better work-life balance, compared with 36 per cent who would leave for higher pay.
Mr Hodges said the findings challenge the assumption that wages alone will solve the workforce crisis.
“This data tells us that while competitive salaries matter, they’re not what is pushing people out the door.”
“Burnout and perceptions of a poor workplace culture are the real drivers of turnover, and until that’s addressed, no pay rise will be enough to keep the best talent.”
The research comes as aged care providers continue adapting to reforms introduced under the new Aged Care Act, including mandatory care minute requirements and around-the-clock registered nurse coverage in residential aged care homes.
While these reforms aim to improve care quality, providers also face the challenge of maintaining compliance without placing additional strain on already stretched staff.
The survey found work-life balance is now the single most important factor when health and aged care workers evaluate an employer.
Nearly seven in ten respondents (68 per cent) rated work-life balance as a top priority, significantly higher than the national workforce average of 60 per cent.
Flexible work arrangements were also highly valued, with 82 per cent of health and aged care workers saying flexibility and lifestyle benefits were important when choosing an employer.
Mr Hodges believes employers who invest in flexible rostering and give staff greater input into their schedules are likely to see improvements in both staff retention and morale.
The research also highlights the importance of workplace culture and leadership.
More than one-third (35 per cent) of health and aged care workers said they would leave because of poor leadership or a poor relationship with their manager, while 34 per cent cited a negative workplace environment.
Strong leadership was considered important by 56 per cent of health and aged care workers, well above the national average.
“Leadership is everything in this sector, particularly in clinical environments, and nurses who feel supported by their leaders are nurses who’ll stay,” Mr Hodges said.
He said management training should be viewed as a workforce retention strategy rather than an optional extra.
The findings come at a time when aged care providers continue to compete for workers amid persistent workforce shortages.
Many personal care workers, enrolled nurses and registered nurses already work overtime or pick up additional shifts to fill roster gaps. If increasing numbers begin taking second jobs outside their primary employer, concerns about fatigue and burnout are likely to intensify.
For a sector caring for some of Australia’s most vulnerable people, the challenge is no longer simply attracting workers, but ensuring they can afford to remain in the profession without sacrificing their own wellbeing.
The research suggests addressing cost of living pressures alone will not be enough. Creating workplaces where staff feel supported, have manageable workloads and can maintain a healthy work-life balance may prove just as important in retaining the workforce Australia’s aged care system depends on.
