Aged care is bracing for another leadership shock. As the sector contends with chronic workforce shortages, increasing regulatory demands, and the emotional toll of constant reform, a quieter crisis is unfolding at the top: executive churn.
While high turnover among frontline workers is well-known, new analysis by the DCM Group reveals a startling pattern among leadership – on average, one CEO in the ageing sector leaves or changes roles every month. See below – as you can see, departures accelerated in 2024.
“While executive roles are typically more stable than frontline ones, consistent movement at senior levels can undermine leadership cohesion and strategic direction,” says James Teodoro, Executive Director of DCM Executive Recruitment. “That’s where a strategic recruitment partner becomes essential.”
Developing the next generation of leaders
Launched in 2023, DCM Executive Recruitment has already established a strong reputation in the retirement living and land lease sector. Now, it is expanding into aged care – offering a full-spectrum recruitment service from facility managers and senior clinical leaders to C-suite executives.
But the offering goes far beyond job placement. James and his team work closely with providers to identify and develop leadership talent, particularly at a time when organisations are struggling to retain and attract the right people.
“We’re focused on breaking the ‘glass ceiling’ that often pushes mid-level leaders out of the sector,” James explains. “That means supporting promising talent through clear progression pathways and introducing high-potential professionals from outside aged care.”
DCM’s broader ecosystem – including initiatives like the LEADERS SUMMIT and DCM Institute – creates opportunities for professional development, peer networking, and ongoing sector engagement. Their aim: to foster a strong pipeline of future leaders.
“Recruitment is not just transactional,” James says. “We provide advice on remuneration, organisational structure, and incentive strategies to help providers compete in a tight talent market – particularly in regional and hard-to-fill roles.”
Reform fatigue driving burnout across aged care
With the new Aged Care Act and Support at Home program delayed until 1 November, pressure is building across the sector. Many senior executives and facility managers are burnt out, echoing the workforce shock that followed the 1997 Aged Care Act.
This makes it even more critical for providers to retain experienced leaders who can steer their teams through reform. And it makes the competition for strong leadership talent more intense.
“Discretion and confidentiality are at the heart of our approach,” James adds. “Our clients trust us to deliver quality candidates – quietly and strategically.”
In a sector facing constant regulatory and operational change, having a recruitment partner that understands the aged care landscape – and the nuances of workforce strategy – is more than helpful. It’s becoming business-critical.
“We’re not just here to fill roles,” James concludes. “We’re helping aged care providers navigate talent turnover and build the leadership capacity the sector needs to meet the future.”