the non-monetary magnet: building a total rewards package that attracts aged care staff.

Talent attraction and retention in aged care has never been more critical - or more challenging. With ongoing workforce shortages, rising demand for services, and the evolving expectations of aged care professionals and residents, facilities can’t rely on pay alone to keep their people.

While competitive wages remain essential, the most successful providers are those that look beyond dollars and cents to build a total rewards package that values the whole person - their wellbeing, growth, and sense of purpose.

So what does that look like in aged care today?

1. redefining “rewards” beyond remuneration

A total rewards approach recognises that employees are motivated by more than their pay packet. It combines financial, developmental, and lifestyle elements that together create a compelling employee value proposition (EVP).

For aged care, this often means:

2. building a culture of care - for carers

The heart of aged care is compassion. Yet in a high-pressure environment, employee wellbeing can easily take a backseat. Facilities that invest in their teams’ mental, emotional, and social health not only improve retention - they improve care quality.

Practical steps include:

3. learning, growth, and purpose: the new retention trifecta

Aged care professionals are increasingly seeking meaning and mastery in their work. Providing structured learning opportunities - from accredited training to mentorship programs - helps employees feel invested in and valued.

Equally important is reinforcing the why: reminding staff of the profound difference they make every day. Many facilities are now embedding storytelling into their culture - sharing resident success stories or care milestones that reconnect staff to their purpose.

4. the role of recognition and autonomy

Small gestures can have a big impact. Recognition doesn’t need to be costly - a handwritten note, a public thank you, or an internal “care champion” program can go a long way.

Equally, giving staff more autonomy - such as input into rosters, decision-making in care planning, or involvement in quality improvement - builds trust and empowerment, two powerful motivators that reduce turnover.

5. technology that supports, not replaces, human connection

Technology can ease administrative pressure and enhance the employee experience when used thoughtfully. Digital rostering tools, self-service apps, and real-time communication platforms can help staff manage their work-life balance more easily and reduce frustration over scheduling or communication breakdowns.

At our agency, we’ve seen firsthand how facilities using transparent, real-time staffing systems have improved engagement - not just through better efficiency, but through giving staff more control and clarity.

6. measuring what matters

Finally, retention strategies need data. Track engagement, turnover, absenteeism, and internal feedback regularly. Use insights to evolve your total rewards offering - what staff value most today may shift over time.

Regular pulse surveys or stay interviews can uncover early warning signs and help you make proactive changes before issues escalate.