Reframing Retention Through The Voices of Those Who Left Australia’s Aged Care Sector

By Britt O’Keefe, BA (Psychology), MBA, Ph.D.; Specialist Consultant, Anchor Excellence

The question “Who cares for the carers?” has never been more pressing. Demand for aged care is growing and more people are living longer with complex health conditions like dementia. In a sector increasingly reliant on personal care workers to meet those needs, retaining skilled and experienced carers is critical.

Better understanding why workers leave personal care roles

A new study reveals something important: many personal care workers didn’t actually want to leave. In fact, most former workers interviewed said they would have stayed had better support systems been in place.

Personal care workers are often the people aged care residents see most. As well as helping with daily tasks like eating, dressing and bathing, they build relationships, notice behaviour changes and help residents feel safe and connected. This is especially important for people living with dementia, where familiarity and trust can make a huge difference to quality of life.

Being seen and appreciated more important than pay

The study found retention is more about the day-to-day experience of working in aged care rather than recruitment slogans or one-off incentives.

One of the biggest issues raised was leadership. Workers valued managers who were approachable and involved with both residents and staff. When managers stayed disconnected from the realities of care work, morale suffered.

Feeling appreciated also mattered. While many workers said they felt invisible despite the demands of the job, recognition didn’t always need to mean higher pay. Instead, being listened to, included in decisions and acknowledged for their experience made a real difference in whether they felt valued.

Training, staffing and a culture of support

Training was another major concern. Many workers described being thrown into difficult situations with little preparation, especially around dementia care and managing stress. Better onboarding, mentoring and ongoing training were seen as essential.

Staffing shortages and burnout also played a role. Workers often felt rushed and unable to provide the level of person-centred-care residents deserved. Over time, that emotional strain became unsustainable.

The study also highlighted the importance of workplace culture, with respect, teamwork and open communication key factors in whether people stayed or left.

Perhaps the study’s most powerful message is that improving aged care starts with supporting the carers. Listening to former workers offers valuable insights into the changes needed to not just retain staff, but to create a system that is more sustainable and compassionate for everyone involved.

To find out more about supporting carers, you can subscribe to the Australian Journal of Dementia Care.