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23 Apr 2025, by Amy Sarcevic
An aged care job interview at St Basil’s looks different to that from a typical residential aged care facility (RACF).
Candidates, who are interviewed in groups, will each meet senior leaders, whose combined presence conveys the message that all new recruits are valued. And soon, as part of an incoming strategy, they will get face-time with residents – a measure that CEO Diana Horvatovic says will leak-test their environmental fit.
It is one of several strategies Ms Horvratovic, is using to attract and retain the right staff, in a sector with significant workforce constraints.
Statistics show that, over the next ten years, Australian RACFs will need 5,900 registered nurses and 111,000 direct aged-care workers to meet growing demand for their services – a shortfall that is already impacting occupancy rates.
“Staff feel that our approach is a much better way of being interviewed,” Ms Horvatovic said. “They enjoy meeting like-minded people and having access to the leadership team – it gets them excited about the position and adds kudos to the role.”
The strategy is already helping St. Basil’s maintain its recruitment KPIs. Ms Horvatovic says is has helped her fill roles, and increased the acceptance rate for job offers across all sites.
Retention rates are also strong, across all tiers of the business.
“We see this as a really good sign we’re doing something right,” she said.
Focus on frontline and middle management
Ms Horvatovic – whose background is in aged care regulation – says her tweaks to the interview process are not just for show.
“The organisation is perpetually focussed on quality of service – and this starts with front line staff. We strive to make new recruits feel valued from the get-go, but, if we want committed staff, that feeling must continue throughout their role,” she said.
St Basil’s also looks after its middle managers, who play a vital role in workplace transformation. Ms Horvatovic credits her own middle management team for elevating St. Basil’s reputation.
“Most of the time, when homes are non-compliant or sanctioned, it can be attributed to poor middle management – a home is only as successful as a middle manager,” she said.
“At St. Basil’s we’ve created a really strong middle management team that shares the organisation’s vision and values – and through that we have a better retention rate.
“Whenever we have lost a manager during the probation period, it has always been someone who has interviewed well, but not delivered, or not shared out ethos.”
Attracting the right people
To attract the right managers, Ms Horvatovic often asks candidates to detail their typical day.
“If their typical day doesn’t involve walking the floor and chatting to residents and families, then they probably don’t share our ethos. As a CEO, I walk the floors regularly, and would find it concerning if a middle manager chose not to.”
When promising candidates are found, appropriate remuneration and incentives are key.
“You need to pay them well and give them meaningful bonuses, especially if you want them to turnaround the frontline and make an impact.”
St Basil’s has also improved its off-boarding process, and encourages honest exit interviews to help drive improvements that further aid retention.
“Seeking feedback is critical, and it’s something the industry as a whole could focus more on. Being reflective is a really important part of leading. It helps us understand what we can do better.”
Prioritise talent
Ms Horvatovic would rather recruit a less-credentialed candidate with aligned values, than the reverse. When she finds the right person, she often invest heavily in their upskilling.
“We would happily pay to train someone who showed willingness and genuine kindness. These are the sorts of people we elevate through the business, as part of our succession planning.
“You can teach people many things, but empathy and kindness can’t be taught and come straight from the heart.”
St. Basil’s also promotes sponsorship for the right overseas candidates – a strategy Ms Horvatovic believes works well for St Basil’s, and other faith-based organisations.
“I strongly support sponsorship. It sends a clear message that the employee is valued and of course, incentivises them to stay,” she added.
While some employees have left the business after training or sponsorship, many have returned.
“We recently saw a bright young man who started with St Basil’s many years ago as an assistant in nursing. We sponsored him to be a registered nurse and he really flourished, going on to become a clinical nurse educator and quality manager.
“He then left for 8 months to work for an aged care education organisation, but said he missed St Basil’s, and direct interaction with clients.
“He returned to St Basil’s and is now in a senior management role managing community services,” Ms Horatovic said.
Government input is needed
While internal strategies can go a long way, Ms Horvatovic believes government input is needed to bridge the gaps.
“Whether its sponsorship or upskilling, we need government to work collaboratively with organisations and provide support to ensure the industry has suitably qualified staff,” she said.
Further insight
Sharing more of her views on aged care retention, Diana Horvatovic will join the upcoming Aged Care Reform Conference, hosted by Informa.
This year’s event will be held 16-17 June at the Crowne Promenade Melbourne.
Learn more and register your tickets here.
Informa Connect Australia is the nation's leading event organiser. Our events comprise of large scale exhibitions, industry conferences and highly specialised corporate training.
