In this guest post, Sarah Thapa, Managing Director of The Migration Agency, explores how Australia’s aged care sector can address deepening workforce shortages by better harnessing skilled migrant talent already in the country and strengthening international recruitment pathways. With demand for aged care workers projected to surge in the coming decades, Ms Thapa argues that providers who take a strategic approach to migration, workforce planning and staff integration will be better positioned to reduce costs, improve continuity of care and build a more sustainable workforce for the future.
Australia’s aged care sector is at a critical juncture. With an estimated 400,000 workers needed by 2050, providers are already feeling the strain of workforce shortages, rising costs, and increasing compliance requirements. At the same time, recent commentary from former Treasury Secretary Martin Parkinson has highlighted a confronting reality: Australia is “wasting human talent on an industrial scale” by underutilising skilled migrants already in the country.
For aged care leaders, this presents both a challenge and an opportunity.
Migration policy and workforce shortages
Migration has long been a key tool in addressing labour shortages, particularly in healthcare. While policy settings continue to evolve, employer-sponsored pathways remain one of the most effective ways to access available, qualified professionals such as registered nurses and care workers.
However, delays in skills recognition, complex visa processes and a lack of alignment between qualifications and local requirements can slow down workforce entry. For providers already under pressure, these barriers can make migration feel complex or out of reach.
Yet those who invest the time to understand and navigate these pathways are seeing real results – not just in filling roles, but in building more stable and sustainable workforces.
The reality behind ‘underutilised’ migrant talent
The term ‘underutilised’ often refers to skilled migrants working below their qualification level – for example, internationally trained nurses working in unrelated or lower-skilled roles due to registration barriers or lack of local experience.
In aged care, this represents a missed opportunity. Many migrants already in Australia have the clinical training, work ethic and motivation to contribute meaningfully, but require structured support to transition into appropriate roles.
At the same time, offshore talent pipelines remain critical. Countries such as India, the Philippines and Sri Lanka continue to produce highly trained healthcare professionals who are eager to work in Australia. The issue is not a lack of talent – it is how effectively it is accessed, integrated, and retained.
A case for strategic international recruitment
A compelling example is an aged care provider in southern Tasmania that my company, The Migration Agency, recently partnered with. Facing unsustainable agency costs of over $1.5 million annually, the organisation turned to international recruitment as a long-term solution.
Through our structured migration program, the aged care facility recruited nurses from India, the Philippines and Sri Lanka. Within months, new staff arrived job-ready and agency reliance has since dropped to less than 8% of total salary costs, significantly improving financial stability while also strengthening continuity of care and staff morale.
“While an upfront investment was required, the long-term return, both financially and operationally, has been transformative.”
This is why structured pathways and international partnerships for skills recognition need to be created and strengthened to help build a sustainable skilled workforce for the aged care sector. Through our collaborations like the Kerala–Australia Skills Partnership and the Beauty & Wellness Sector Skills Partnership, migrant skills can be better aligned with genuine employer demand in Australia – helping bridge gaps where previous efforts have not successfully connected talent with employment.
Practical solutions for provider
For aged care operators considering this pathway, the secret to success lies in a strategic and holistic approach.
First, workforce planning is essential. Understanding your current and future skill gaps allows you to map your vacancies against migration pathways effectively and avoid reactive decision-making.
Second, partner with experienced immigration advisors who understand the visa pathways and industry-specific programs available. Nowadays, there is a visa pathway for every aged care skill set in shortage, it’s a matter of designing the right program for your location and business needs, taking a migration-led approach to talent acquisition, understanding your compliance requirements and providing the right terms and incentives for retention. Migration rules are complex, expert guidance reduces risk while accelerating outcomes.
Third, it’s important to think beyond recruitment. Onboarding and settlement is key, and offering long-term job security and residency helps with retention. Supporting international staff with housing, integration, and community connection, as well as assisting their families, significantly improves long-term outcomes.
Finally, don’t overlook talent already in Australia. Creating pathways for locally based visa holders to transition into aged care roles, including support with professional registration and upskilling, can deliver quicker wins so that offshore recruitment acts as an adjunct to your local efforts to train and recruit. Your immigration advisor can confirm the work eligibility of onshore visa holders.
From workforce gaps to workforce strength
The aged care sector cannot afford to leave talent untapped. Addressing workforce shortages will require a combination of policy reform, industry initiative and a shift in how we view and support migrant talent.
Providers who act now, by embracing both local and international migration pathways and investing in integration, will be better positioned to reduce cost pressures, improve care outcomes and build resilient, future-ready organisations.
Smart organisations are shifting their mindset from international talent as a cost to a growth lever, a strategic investment in the growth and sustainability of the organisation. There is a hidden cost to not tapping into the international talent pool – these are the costs of unfilled roles, empty beds, overworked staff, productivity costs, and missed revenue. “Waiting” for talent is, in true terms, an expensive strategy.
The solution is not just about bringing people into Australia; it’s about ensuring they can contribute their skills once they arrive.
