Starting a new job can be daunting, but stepping into an established team as a temporary or casual worker adds an extra layer of challenge.
For agency staff in aged care facilities, this often means navigating a workplace where strong camaraderie and entrenched routines already exist—making it easy to feel like an outsider.
While regular staff members know the intricacies of their residents’ needs and have developed efficient workflows, agency workers are expected to quickly integrate and perform.
However, a growing chorus of voices from aged care workers’ social media groups highlights the friction that can arise, with agency staff reporting frosty receptions and unrealistic expectations from their permanent counterparts.
One agency worker recently shared a frustrating experience on Facebook’s Aged Care Worker Support Group:
“The regulars at facilities treat you so crazy it leaves me baffled. This girl I’m working with didn’t even greet me, smile, or give me a rundown of how she wants to work—nothing. When I ask her about a resident, she responds with such attitude, as if I should just know.”
Another echoed this sentiment, describing how they were referred to as “that agency girl” and ignored by the regular staff.
“They expect me to know the resident’s routine, but how could I? This is my first shift here!”
These accounts paint a picture of tension that can turn an already demanding job into an uphill battle.
Aged care is one of the most critical sectors, responsible for providing comfort, dignity, and safety to the frail and elderly. With such significant responsibilities, it’s perhaps understandable that regular staff may feel protective of their routines and residents.
An agency worker unfamiliar with a facility’s specific procedures could unintentionally disrupt this delicate balance.
One permanent staff member offered this perspective:
“Everywhere is short-staffed, and most of us are overworked. It’s not personal—it’s just hard to guide someone who doesn’t know the residents while also trying to manage our usual workload.”
Others pointed out that agency workers are often treated like extra hands for physically demanding tasks, such as showering residents, while the emotional or administrative burden remains on permanent staff.
“Agency workers are like a buddy shift, but it’s still time-consuming for regular staff to guide them. And many agency staff can’t help with paperwork, which leaves us overwhelmed,” one nurse explained.
While the frustrations on both sides are valid, improving these dynamics could foster better teamwork and ensure residents receive the best possible care. Here are some potential solutions, with an expanded exploration of how each could address underlying tensions:
A warm welcome and a quick briefing at the start of a shift could go a long way. Setting expectations and sharing resident routines would help agency workers hit the ground running. Yet, communication is often overlooked in the rush of a busy shift.
Consider this: Regular staff could set aside just five minutes at the start of a shift to introduce themselves, share critical information, and outline the flow of the day. While it might feel like a burden in an already packed schedule, this simple act could save time and reduce misunderstandings later on. Agency staff, in turn, could ask proactive questions to show they’re eager to adapt.
Moreover, creating a short, standardised “welcome pack” with key details about the facility’s layout, procedures, and resident needs could provide agency workers with a valuable head start. This doesn’t need to be an exhaustive document but rather a cheat sheet that helps bridge the knowledge gap quickly.
Pairing agency workers with a regular staff member for their first few shifts could ease integration. This approach fosters a sense of mentorship and teamwork, helping agency workers feel less isolated while ensuring residents receive consistent care.
However, for this to work effectively, the buddy system needs to be more than just a nominal pairing. Regular staff assigned as buddies should be given the time and resources to properly support the agency worker. For example, facilities could offer incentives for experienced staff who volunteer as buddies or provide training on how to mentor temporary workers.
On the flip side, agency workers should view the buddy system as an opportunity to learn and adapt quickly. A positive attitude and willingness to take feedback can turn a potentially awkward dynamic into a productive partnership.
Recognising that both agency and regular staff are working towards the same goal—providing quality care—is crucial. Respect, however, is not just about politeness; it’s about understanding each other’s roles and contributions.
Permanent staff often shoulder the long-term responsibilities of care, building deep relationships with residents and managing ongoing administrative tasks. Meanwhile, agency workers bring flexibility and immediate relief to an understaffed facility. Both roles are essential, and acknowledging this can help break down barriers.
Simple gestures, such as addressing agency staff by their names rather than labels like “that agency girl,” can foster a more inclusive environment. Likewise, agency workers can show respect by being attentive, adaptable, and expressing gratitude for any guidance they receive.
Agencies could better prepare their workers by providing detailed facility profiles and expectations ahead of shifts. This could include information about common routines, key points of contact, and even a basic introduction to the residents’ needs.
Investing in thorough orientation sessions for new agency hires may seem like an added expense, but it’s a cost that pays off in improved performance and reduced tension. Likewise, facilities could collaborate with agencies to ensure their expectations are clearly communicated before shifts begin.
Changing the way regular staff perceive agency workers might be the most challenging solution but also the most impactful. As one agency worker noted, “Casuals and agencies are like firefighters. We come to rescue the facility because they’re in need.”
Viewing agency staff as allies rather than outsiders requires a shift in culture. Team-building activities, even something as simple as shared coffee breaks, can help build camaraderie. Facilities might also consider creating recognition programs that highlight the contributions of both permanent and agency workers, reinforcing the idea that every team member’s efforts are valued.
In an ideal world, every aged care worker—whether regular, casual, or agency—would feel supported and valued. As one commenter aptly put it, “We are all doing the same job. Be grateful for the on-call assistance that can be utilised when needed.”
By fostering understanding and collaboration, aged care facilities can create a workplace where every team member feels respected and residents benefit from consistent, compassionate care. After all, at the heart of it all lies a shared mission: ensuring the dignity and wellbeing of those who depend on them.
Where I work We make a point of Thanking the Person for coming to help Us. When They leave We again Thank Them for coming and I Personally always say that I appreciate Their help regardless of how much or how little They help.It can be daunting if You go to a place You have never been before!
When it worked in aged care 16yrs ago agency were greeted names written on daily roster and given a duty sheeted with residents name with short description or residents needs that way agency could get on with her duty. This suddenly changed so agency had to work with no guideline the old way was time saving so agency could get on with it.
If you treat agency staff well it is sometimes the best way to recruit permanent staff. Fostering good working relationships is vital to the well-being of staff and residents it’s a win- win situation.
I am an agency home care worker, I work hard, don’t break the rules, as a community home care worker I tend to clean several homes per day, many of my clients have stated they do not want to lose me as they feel seen and respected by me (their words) and I do a good job on what is in the care plan. Wnen I am on holidays and they get a replacement (facility worker) the client tells me things that the worker has done like go through client’s fridge and eat their food or say awful lies about me .. wnen I complain to management.. it is ignored completely and the facility worker is protected .. I am then treated terribly by management .. most of the times agency management tend to not protect nor support their workers as the only thing they see are $$$ signs! The age care industry is already run by bullies and narcissistic people so this just tops it off. I resigned two days ago and feel as if I wasted my time completing courses that has led to this