“I would like to pay tribute to the aged care workers who care for my mother and who do really actually care. They are in a difficult position trying to provide the best they can in less than ideal circumstances, and they are paid less than you might be paid to work in a fast food outlet … ”
Interim Report, Royal Commission into Aged Care Quality and Safety
These are the words of Lyndall Fowler, who spoke at the Royal Commission into Aged Care Quality and Safety in July 2019. The sentiment of her words is well known: aged care workers are underpaid, and their work often goes unrecognised and under-appreciated in our society.
This fact is one of the most pressing issues facing the aged care system at present. This largely under-appreciated workforce has suddenly found itself providing the lion’s share of care to those most affected by COVID-19, the old and the vulnerable.
These workers are the ones fighting on the front line of the battle against the deadly virus.
At no time has the work of the aged care worker been so important, yet the way we recognise and reward aged care workers remains the same. There is a growing awareness of the importance of the work aged care staff do and the low pay and lack of recognition, but pay and conditions are on hold for now.
The aged care retention bonus was designed to be an incentive for aged care workers, but it has proven disappointing.
First, it wasn’t offered to all aged care workers, and different rates were offered for different services. Second, the government backtracked on its tax treatment of the bonus, meaning the payment for recipients has been whittled so as to be almost meaningless once it hits the aged care worker’s pocket.
“Rewarding workers’ efforts and recognising their organisational contributions and achievements as individuals and teams are essential to minimising the risk of work-related stress,” states SafeWork NSW.
At HelloCare, we have become aware that some employers are finding creative ways to reward and recognise the contributions of staff.
Examples of creative rewards include:
At an organisational level, measures can be introduced to help staff feel they are valued:
Research has shown that ‘non-cash rewards’ can be highly motivating for staff. People tend to “perceive non-monetary incentives to be more valuable than the retail value of that award in cash”, the researchers say.
Non-cash rewards do not simply fold into regular salaries, and so they “stand out” more in people’s lives. They allow people to indulge in purchases or activities they would otherwise have considered too expensive or indulgent.
Offering staff rewards can also be a way to retain and attract staff, a longstanding problem in aged care.
And non-cash rewards are more socially acceptable to talk about. For example, you might be happy to talk about the Woolies voucher you received at work, but not the $100 bonus. This makes it easier for recipients to celebrate their reward with their colleagues.
“Acknowledgement from peers … can extend the value of non-cash incentives over and above the cash value of the incentive,” the researchers say.
Of course, the rewards we are discussing here do not replace the vital need for better pay and conditions for aged care workers. They are not a substitute for regular and reliable shifts, permanent roles, or higher rates of pay.
But they can give aged care workers a much-needed boost. They can lift spirits during tough times, and give staff a sense that management is recognising and appreciating their work.
Just as important as rewarding staff can be showing simple appreciation of the staff member as a person and for their work.
According to an employee survey by Glassdoor, 81% of respondents said they are “motivated to work harder when their boss shows appreciation”.
Management can show staff they are appreciated by:
Sometimes a simple smile and ‘thank you’ can make all the difference.
How are you recognised and rewarded at work? We’d love to hear about any incentives or rewards you are offered and how they have made you feel.
We are rarely recognised or rewarded at work. In the last 12 months one initiative was to draw a name out of the hat to revived a gift. This was not appreciated by the majority of staff. Recently a lunch was put on for the staff only 2 care staff turned up. Morning staff were not able to leave their work place at the time due to work load. Afternoon staff were not prepared to come into work 2hours earlier. The lunch was not distributed to staff who could not leave or packaged and distributed for afternoon/night staff breaks.
We work short staffed most of the time and what would help is for management to check in and see if we are ok.