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Equal Seats at the Table… Male and Female CEO’s Transforming Aged Care Together

There has been a seismic shift in leadership dynamics in the Aged Care sector. Traditionally a sector dominated by female workers, it’s not surprising that there’s a significant representation of females at the CEO level. Our data shows that over the past 2 years, 55% of executive positions we have filled have been with female candidates.

Aligned with recent studies and trends, this would suggest an encouraging evolution towards gender parity in leadership roles. With both men and women bringing distinct strengths and perspectives to the fore, this balanced representation is transforming the industry in remarkable ways.

The Landscape of the Aged Care Workforce

In the ever-changing landscape of the aged care sector, a seismic transformation in leadership dynamics is taking place. Historically dominated by female workers, the sector now witnesses a notable shift in CEO roles. Our data paints a compelling picture: over the past two years, we’ve filled 55% of executive positions with female candidates, signalling an encouraging change.

This shift aligns with global trends, underscoring a remarkable journey toward gender parity in leadership roles. With men and women contributing their unique strengths and perspectives, this balanced representation is revolutionising the aged care industry.

Understanding the Aged Care Workforce

Delving into the statistics, the aged care industry has long been characterized by a strong female presence. Industry reports consistently show that the majority of the workforce in this sector is female.

Recent findings from Hello Leaders suggest that an impressive 51% of CEOs in aged care are female, positioning the sector ahead of the global average for female representation. This dominance naturally extends to the upper echelons of management, where female CEOs are prominently featured.

Moreover, there is a notable reduction in the national gender pay gap, reaching its lowest point in history. Mary Wooldridge, CEO of the Workplace Gender Equality Agency (WGEA), emphasises that now is not the time for Australia to rest on its laurels. This evolving landscape in aged care leadership promises a future where gender equality is not just a goal but a reality.

Closing the Gap

Such trends are not just random anomalies, but the result of conscious efforts made by the industry to embrace diversity. A diverse leadership not only brings varied perspectives but also promotes a culture of inclusivity, innovation, and holistic growth.

The amalgamation of unique male and female leadership styles is proving to be an asset, with organisations benefiting from a more comprehensive approach to management, problem-solving, and strategic planning.

Talent Attraction Strategies: Enticing Equal Male and Female Participation

In light of this clear drive towards gender equality, recruitment and talent acquisition strategies have seen a considerable revamp. The aim? To attract an equal number of qualified male and female candidates for leadership roles. Here’s a peek into some of the tactics being employed:

  • Inclusive Job Descriptions: Words have power. By ensuring job descriptions are gender-neutral and emphasise inclusivity, organisations are making roles appealing to all, irrespective of gender.
  • Flexible Work Arrangements: Recognising the diverse needs of potential CEOs, many institutions are offering flexible work schedules, which particularly appeals to women who might have caregiving responsibilities outside of their professional roles – assuring a positive employee experience is paramount to retention of talent. Flexibility is now a core component of employee value propositions among Australian organisations.
  • Equal Opportunity Training Programs: By creating leadership training programs that ensure equal participation of males and females, organisations are laying the groundwork for a balanced leadership pipeline.
  • A trailblazer who has won a Nobel Peace Prize highlights key attributes of gender parity:

One remarkable figure who has illuminated the path to this brighter and more inclusive future is Claudia Goldin, a distinguished professor at Harvard University, who was honoured with the Nobel Prize in Economics.

Professor Goldin’s groundbreaking work in economics has significantly advanced our comprehension of women’s labour market outcomes. Her research and insights have transcended traditional boundaries, shedding light on the challenges women face in various professional fields. While Professor Goldin’s work spans multiple sectors, its relevance to our discussion about female representation in aged care leadership is undeniable.

Her pioneering research emphasises the importance of policies that promote gender equality and address the gender pay gap. It has brought into focus the need for flexible work arrangements, family-friendly policies, and equal opportunities for women in the workforce. Professor Goldin’s work underscores the idea that achieving gender balance in leadership is not just a matter of equality but a vital component of fostering inclusive and thriving organisations.

  • Transparent Compensation Policies: With the gender pay gap being a global concern, aged care institutions are actively showcasing their commitment to pay equity, ensuring that male and female CEOs receive equal pay for equal work.
  • Showcasing Success Stories: By highlighting the success stories of both male and female CEO’s, organisations can inspire potential candidates and demonstrate their commitment to gender parity.
  • Engaging Search Firms with a Diversity Focus: Collaborating with recruitment agencies that prioritise diversity can significantly influence the gender ratio of the candidate pool.
  • Employer Branding: Strengthening your organisation’s reputation as a top employer can naturally draw talent. Highlight your organisational culture, values, and employee testimonials on platforms like Glassdoor, LinkedIn, Google and your company website.
  • Diverse Recruitment Panels: By having diverse interview panels, candidates can visualise the inclusivity and diversity your organisation aims to represent.
  • Mentorship Programs: Introducing mentorship and coaching programs can be appealing, especially for candidates looking for growth opportunities.
  • Engaging Content: Create engaging content about the organisation’s mission, vision, and day-to-day life. Videos, blog posts, and interactive webinars can give potential candidates a genuine feel of the company culture.
  • Networking Events: Hosting or participation in industry-related events, webinars, or workshops can position your company as a thought leader and attract attention.
  • Alumni Programs: Engaging with former employees can be rich source of referrals and re-hires. Many times, ex-employees or alumni can vouch for the company’s work environment and culture.
  • Professional Development: Offering opportunities for continuous learning, like certifications or courses, can be attractive for those keen on professional growth.
  • Wellness Programs: Highlighting wellness and mental health initiatives can showcase your organisation’s commitment to the holistic well-being of its employees. Nearly half of all Australians will experience poor mental health. Well-being and mental health initiatives are key factors in employee attraction and retention.
  • Transparent Communication: Regularly updating candidates about their application status can enhance their experience, making them feel valued and respected.
  • Competitive Benefits: Beyond the salary, benefits like health insurance, retirement contributions, childcare services and other perks can set an organisation apart.
  • Modern Work Environment: A well-designed, comfortable workspace or the provision for remote work can also be an attractive proposition for many candidates.
  • Employee Referral Programs: Your current employees can be ambassadors for your brand. Incentivizing them to refer potential candidates can not only bring in more applications but also increase the chances of cultural fit.
  • Community Engagement: Being involved in social responsibility programs or community services can make potential candidates view the company as one that cares about its social impact.
  • Internal Mobility: Highlighting opportunities for upward mobility within the organisation can be a major draw for potential candidates.
  • Tailored Recruitment Marketing: Use data analytics to understand where your potential candidates hang out online and create tailored marketing campaigns to attract them.

The Way Forward

The move towards a 50/50 gender split in aged care CEO roles is not just about numbers. It’s about harnessing the combined strengths, experiences, and perspectives of both genders. As the sector faces unique challenges – from addressing the complex needs of the elderly to managing operational intricacies – a balanced leadership approach become indispensable.

In Conclusion

While the aged care industry has traditionally seen strong female presence, the recent shift toward gender-balance leadership is a welcome change. With both men and women taking equal seats at the leadership table, the sector stands to gain immensely, promising a future where aged care is not just about providing service but delivering excellence.

Frequently asked question:

Who do I speak to, so I do not miss top talent?

Call PJ 0414 412 418 or Ely 0408 644 522 or email