As Australia’s ageing population becomes more diverse and care needs grow more complex, the aged care workforce is at an important turning point. Caroline Zammit, General Manager, People and Culture at MACG, shares what it takes to attract, develop and retain a compassionate and future-ready workforce.
It’s no surprise that securing top talent is one of the biggest challenges facing the sector right now. There’s no shortage of applicants, but attracting dedicated people with the right technical skills and mindset can be incredibly difficult. While junior RNs are entering the workforce, it can be a delicate task to navigate their expectations for rapid progression into senior roles and higher remuneration. Bridging this gap requires thoughtful leadership and structured support.
This is why hiring the best talent is only the first step. True impact comes from developing and empowering staff. At MACG, by investing in our people, we are building a skilled and resilient team ready to meet the ever-changing needs of the aged care sector.
Beyond recruitment: retaining and empowering our people
MACG’s strategic goal is to be a leading employer of choice. To achieve this, our EBA is highly competitive, with strong pay, leave entitlements and benefits that meet the basic needs of our workforce.
Beyond this, we focus on development through training, continuous professional growth, coaching and mentorship programs and visible leadership pathways that help staff build meaningful careers with us.
We believe that to attract and retain the best people, they must feel supported. And because of these values, we have many staff that have built their careers at MACG, moving from entry positions to senior leadership roles. This also ensures that residents receive consistent care and benefit from a workforce that is both capable and deeply passionate.
“Staff feedback is central to how we grow.”
Our annual staff engagement survey benchmarks us against other providers and includes commentary from our people. Our most recent results showed an engagement level of 72 per cent, which is 15 percentage points higher than the broader Aged and Residential Services sector. Staff told us their work feels meaningful and purposeful, and that they feel supported by strong teams and safe working environments. These insights guide the way we strengthen our culture and the care we provide.
We use this data to drive targeted action plans across our homes. The survey highlighted the importance of strengthening team support, improving recognition and continuing to build capability through ongoing development. These insights help us prioritise the areas that ensure our people feel supported, connected and confident in their work.
Our survey data also highlights opportunities to further strengthen career pathways. During COVID, we converted many student placements into permanent roles, and we continue to maintain strong partnerships with key education providers, including universities such as Deakin, Melbourne and La Trobe, and TAFEs such as Chisholm and Holmesglen. We also collaborate with specialised training partners such as Warner Institute, Intercare and INHA. For current employees and those looking to join us, MACG offers sponsorship opportunities to support ongoing development and career progression.
Diversity and compassion at the heart of care
We are proud to have a diverse workforce at MACG, with many employees speaking a second language. This reflects the multicultural nature of the aged care sector and the communities we serve. Diversity and inclusion sit at the heart of our recruitment approach. We actively seek candidates from a wide range of cultural, linguistic and professional backgrounds, and we foster inclusive workplace practices where every team member feels welcome, valued and supported from day one.
A collaborative culture that nurtures leaders and prioritises wellbeing
We look for people with strong technical skills who also bring effective leadership qualities. Our managers need to be well-being focused so they know how to respond when staff come to them with challenges. Getting that balance right is crucial. Without strong people skills, the work simply cannot be sustained.
MACG is a family-owned and operated mid-sized provider, which allows us to stay closely connected to our teams and communities. Our lean management structure keeps leaders accessible at all levels. We work in our homes, build relationships with staff, residents, families and the wider community, and recruit people who align with these values.
The future of the workforce and roles in aged care
As aged care evolves to meet the needs of an ageing population, recruitment will need to become more innovative and move beyond traditional hospital roles. Providers have an opportunity to think differently about how teams are structured and how care is delivered so they can better meet resident needs.
The sector faces significant workforce challenges, but by genuinely investing in people and rethinking traditional roles, providers can build a resilient workforce. At MACG, making this a priority ensures residents receive the highest quality of care and positions us to meet the future needs of aged care.
