What is care burnout costing your organisation? In aged care, it’s a huge issue. Research shows that the consequences are far reaching, affecting everything from job satisfaction and autonomy, to productivity and care delivery. But beyond the dollars and day-to-day task, the hidden costs take a deeper toll – especially for high-performers.
The burnout cycle
“I thought I was bulletproof, and that’s where you fall down,” reflects Jo Russell, registered nurse and mother to two children diagnosed with autism. Over the course of a decade, she found herself in a dangerous pattern: breakdown, treatment, return to the same conditions, and breakdown again.
“I would return to the same dynamics that created the problem in the first place,” she explains. “It was as though everything I cared about or was associated with me [didn’t matter] – I literally felt nothing.”
This points to a structural and environmental glitch, not a personal failing. And there’s even more research to back it up.
The missing link for providers
In a 2026 study on mental Ill health and burnout in residential aged care workers, over half of respondents had high levels of burnout. The factors that most contributed to this were:
- A year or more of working in aged care
- Managing one or more team members
- Getting abused by a relative of a resident/client (58.7% experienced this)
- Being assaulted by a resident/client (two thirds reported this), and
- Being part of a patient safety incident.
While it’s widely known that aged care can be stressful and challenging, providers have a duty of care to address the mental health impact. In the study, only one in five people had received mental health training despite 83.9% reporting they’d likely or very likely to have it.
If workers aren’t trained to support each other, let alone themselves, how can they be expected to extend the same support to residents?
The ‘bulletproof’ trap
What Jo experienced in her career as a nurse is common across health and care related industries. When the primary role is to care for others, many high-performing clinicians often self-select out of help. And many organisations run on this – perhaps without knowing it – but it’s a structural risk.
Rather than passing the buck back to individuals, care burnout is an opportunity for real governance-level accountability. Despite it being a legal responsibility under the Aged Care Act 2024, caring for the people who care so much for your residents isn’t just part of a provider’s responsibility, it’s crucial to the bottom line.
But what could accountability look like?
Regular workload reviews, clinical supervision, early escalation pathways, and psychological safety frameworks, as examples. Pay attention to staff to resident ratios, honour break times, and train leaders to spot signs of burnout before it happens.
But even before anything practical is implemented, it all starts by asking: is your system designed to catch burnout, or to run on it? If the answer is the latter, there’s work to be done.
If you or someone you know is experiencing the signs of burnout, support is available. Aged Care Research & Industry Innovation Australia has developed a number of resources available, for both workers and organisations.
