Australia’s care sector is undergoing a significant transformation. With an ageing population, evolving participant expectations and wide-reaching policy reforms, providers across both aged care and the NDIS are navigating a period of rapid change.
At the heart of this transformation is the workforce. From frontline support workers to allied health professionals and coordinators, the people delivering care are being asked to do more, with greater flexibility, cultural responsiveness and digital capability than ever before.
Many of the challenges are shared across the aged care and disability support landscapes, including attracting and retaining skilled staff, meeting the rising demand for home-based care, and adjusting to new government programs and quality standards. As these two sectors continue to converge in how services are delivered, understanding the key workforce trends is essential for staying ahead.
In this blog, we’ll explore the most significant workforce shifts shaping aged care and the NDIS in 2024 and 2025 and how you can build a resilient, future-ready workforce.
The shift to home-based care
One of the most significant changes in aged care is the shift away from residential care and toward home-based services. This trend is driven by consumer preference, policy reform and population ageing.
Residential care declines while home care rises
According to KPMG’s 2024 aged care market analysis, the number of home care providers increased by 1.8%, while residential aged care providers declined by 5.2%. Smaller residential providers are exiting the market due to financial and regulatory pressures, while larger organisations are merging to remain viable.
Meanwhile, an increasing number of Australians are opting to age in place at home. Australian Institute of Health and Welfare data show that, as of mid-2022, more than 213,000 older people were using home care packages, nearly triple the number in 2017. This reflects a clear preference for independence and comfort over institutional care.
New pressures on the workforce
This shift is reshaping the needs of the aged care workforce. Mobile care delivery involves workers travelling between homes, often across large areas and with varied schedules. Providers must rethink rostering, invest in lone worker safety and ensure staff can operate with greater autonomy.
Workforce training also needs to evolve, focusing on community-based skills, time management, communication and real-time digital reporting.
Support at Home is changing the game
Launching in 2025, the Support at Home program will replace the Home Care Packages and Short-Term Restorative Care programs. It aims to simplify care delivery and encourage more tailored, specialised services in the community.
The program will lower entry barriers for new providers, increase competition, and create new workforce demands, particularly in areas such as coordination, flexibility, and digital capability.
What does it mean for providers?
To meet these changes, providers need a future-ready aged care workforce strategy. That includes:
- Supporting mobile staff with better scheduling and communication tools
- Investing in training for person-centred, independent care
- Building digital confidence and remote reporting capability
Providers who can support a flexible, tech-enabled and compassionate workforce will be best placed to thrive in the next phase of home-based care.
Technology-driven workforce evolution
Digital transformation is reshaping care delivery across both aged care and the NDIS. From telehealth to digital coordination platforms and wearable technology, technology is no longer just a nice-to-have; it’s central to quality, efficient care.
Digital skills are no longer optional
As care shifts into the home, support workers and clinicians are increasingly expected to use digital tools to coordinate services, monitor client well-being, and communicate in real-time.
Care management software platforms that manage rostering, progress notes and medication schedules are becoming standard. Similarly, remote monitoring enables providers to track client health and intervene early when risks emerge.
This means digital literacy is now a critical workforce skill, not just for admin teams but for everyone delivering care.
Wearables enhance autonomy and reduce hospital visits
Emerging technologies, such as wearable health devices, offer real promise in reducing unnecessary hospitalisations and increasing client independence. For example, wearables that track heart rate, falls, or medication adherence can alert care teams to changes before they become emergencies, supporting better outcomes and reducing system strain.
For the workforce, this adds another layer of responsibility: interpreting data, using it to inform care, and explaining technology to clients in a supportive manner.
Training and confidence are key
To get the most out of tech, organisations must ensure staff feel confident using it. This means providing training and technical support, as well as embedding digital tools into everyday workflows, rather than introducing them as add-ons. The goal isn’t just to modernise care, but to empower the workforce to use technology to deliver safer, more responsive services.
Person-centred and culturally competent care
As care becomes more individualised, so do the expectations placed on staff. People want care that is respectful, inclusive and tailored to their unique needs, experiences and identities. For providers, this shift demands more than good intentions; it calls for practical changes to how staff are recruited, trained and supported.
Tailored care is now the norm
Participants and aged care recipients are no longer passive recipients of support; they’re active decision-makers. Whether it’s accommodating cultural values, language preferences or trauma histories, the demand for person-centred, culturally safe care is growing.
This is particularly critical in First Nations communities and among people with disability who may have experienced discrimination or disempowerment in the past.
Training in cultural safety and trauma-informed care
Delivering respectful care starts with education. Providers need to invest in training that covers cultural safety, trauma-informed practice and mental health literacy, not just as one-off modules, but as core capabilities. Staff should also be supported in reflecting on their own biases and building genuine relationships with the people they support.
Impacts on workforce planning
These expectations affect everything from recruitment and onboarding to supervision and retention. Providers that prioritise emotional intelligence, lived experience, and a commitment to continuous learning are more likely to build strong, resilient teams. Embedding person-centred care into job descriptions, performance reviews, and professional development can also help shift culture over time.
Workforce shortages and role transformation
Workforce shortages remain one of the most pressing challenges in both aged care and disability services. The demand for care is rising rapidly, yet provider numbers are shrinking, and many are struggling to recruit and retain qualified staff.
Demand is rising, but providers are stretched
According to KPMG, aged care providers are consolidating or exiting the sector at increasing rates, with a 5.2% drop in residential providers since FY22. Meanwhile, the number of Australians accessing home care has tripled in just five years. The gap between demand and workforce capacity is growing wider.
This shortage affects all roles, from support workers to registered nurses, allied health professionals and administrative staff. The NDS also reports that providers in the disability sector are struggling to fill shifts and meet demand due to a limited talent pool and rising complexity in client needs.
Evolving roles and skill sets
To stay competitive, many organisations are broadening the scope of their practice and cross-skilling their teams. Support workers are being trained in basic health monitoring or digital reporting, while allied health staff are working more collaboratively with informal supports and coordinators.
This flexibility can ease pressure, but it must be accompanied by appropriate training, supervision and recognition.
Retention through support and opportunity
High turnover remains a persistent challenge, particularly in frontline roles. Retention strategies, such as mentoring, continuous learning, career progression pathways, mental health support, and flexible working conditions, can make a real difference.
Ultimately, solving workforce shortages isn’t just about recruitment; it’s about creating roles that people want to stay in and thrive in.
NDIS workforce trends
The NDIS workforce is evolving to meet the demands of a highly individualised, participant-led model. As reforms continue and expectations grow, providers are reevaluating their workforce strategies to remain responsive, efficient, and sustainable.
Focus on personalised support
NDIS participants are seeking care that aligns with their goals, lifestyles and preferences. This has led to increased demand for workers who can deliver individualised care, communicate effectively and adapt to diverse and changing needs.
There’s also a growing emphasis on digital engagement, from participant portals to online plan management and communication tools. Support staff are expected to navigate these systems confidently while continuing to deliver hands-on care.
Reforms are reshaping workforce structures
Recent and upcoming NDIS reforms are changing the way providers structure their teams. There is a growing push for outcomes-focused care, value for money and streamlined services, all of which require stronger back-end coordination and more precise role delineation.
At the same time, many providers are shifting toward multidisciplinary collaboration, bringing together allied health professionals, plan managers, support coordinators and informal supports to create more holistic and efficient service models.
Building collaborative, tech-ready teams
To succeed, organisations need teams that are not only skilled but also collaborative, adaptable, and tech-savvy. This includes investing in cross-training, shared planning tools and clear communication protocols.
Supporting informal carers and peer workers, who often play a critical role in participant wellbeing, is also becoming a larger part of workforce planning.
Future outlook: Collaboration, innovation and policy reform
As aged care and NDIS services continue to evolve, one thing is clear: the future workforce will look very different from the one we know today. Innovation, integration and adaptability will be key to meeting rising demand, navigating reform and delivering high-quality, person-centred care.
Emerging models of care
Looking ahead, we can expect continued growth in hybrid care models, where in-person and virtual services are delivered simultaneously. For some providers, this may mean building mobile care teams that travel between clients and use digital tools to stay connected. For others, it may involve embracing virtual reality (VR) and other immersive technologies to enhance therapy, training or social engagement.
These models offer flexibility for both clients and staff, but they also require new systems, more transparent communication and staff who are comfortable using tech on the go.
Planning for a future-ready workforce
Providers that take a proactive approach to workforce planning will be better positioned to adapt to changes. This means mapping out future skill needs, identifying training gaps and building internal capacity to respond to change.
Investing in digital tools, such as a learning management platform, can streamline onboarding, ensure compliance training is up to date, and provide flexible learning options that support staff development over time. Platforms like these enable organisations to keep pace with evolving standards and equip workers with the knowledge they need to thrive in modern care environments.
It also involves rethinking how teams are structured, exploring role flexibility, building career pathways, and ensuring that frontline workers are supported with supervision, recognition, and opportunities.
Strengthening partnerships and collaboration
One of the most powerful levers for workforce sustainability is collaboration. This could be through shared training hubs, partnerships with education providers, or co-designed initiatives with clients and communities.
Strong partnerships between aged care and disability service providers may also create new opportunities for resource sharing and innovation, especially in rural and remote areas where workforce shortages are acute.
Embracing reform as an opportunity
With major policy shifts on the horizon, like the Support at Home program and NDIS pricing and quality reforms, providers have an opportunity to reimagine how care is delivered. While reform brings uncertainty, it also creates space for new thinking, more intelligent systems and a renewed focus on what matters: safe, connected, compassionate care.
Building a future-ready care workforce with iinduct
The aged care and NDIS sectors are entering a new era, one shaped by innovation, reform and the rising expectations of those receiving care. For providers, meeting these changes head-on will require more than operational adjustments. It calls for a workforce strategy built on adaptability, digital capability and a people-first mindset.
From mobile care models to tech-enabled support and culturally competent practice, the future of care hinges on how well we equip our teams today. Now is the time to reassess your workforce approach, invest in systems that support your staff, and embrace new ways of delivering care that are as responsive as they are compassionate.
One powerful way to support your workforce transformation is by implementing an innovative, scalable learning management system. Choosing the right LMS can help you deliver consistent, flexible training across teams, meet compliance requirements with ease and keep staff engaged through ongoing development.
Ready to take the next step? Book a demo with iinduct to see how our LMS can help your organisation navigate change with confidence.
