Healthcare Job Index – March 2025
May 22, 2025
Every six months, we survey hiring managers from across the Australian healthcare sector, to learn more about how they attract, hire, and retain their teams as well as both their team’s and their patient’s confidence in the healthcare sector.
The start of 2025 has seen continued uncertainty, thanks in part to an uncertain economic climate. As well as changes to public sector healthcare funding, there have been shifts from locum to permanent roles as well as a reduction in overall hiring and announcements to ease the relocation of international healthcare candidates.
The results in this overview are based on a survey of Talent Quarter’s clients, undertaken by phone over the six months to March 2025.
Key insights
- 77% of respondents confirmed that the competitive job market is their biggest retention challenge with 69% also indicating staff burnout or stress as a key issue, up from 40% in the previous survey
- 1 in 4 hiring professionals believe that patient confidence in our health system is better than it was 6 months ago
- 1 in 4 respondents expect patient confidence in our healthcare system to go backwards over the next 12 months
- 72% of hiring professionals still report staff shortages
- 3 in 4 hiring professionals in public hospitals reported having a staff shortage
- 34% of facilities with a staff shortage don’t expect to hire more staff in the next 3 months
- Overall, 65% of hiring professionals expect to hire more staff during the next quarter
- 40% of hiring professionals are not allowed to use agency staff to fill temporary vacancies
- Over 66% of hiring managers consider the current job market to be challenging with not enough qualified candidates available
- On average, it takes just over 28 days to fill a vacant healthcare role
Patient Confidence in our health system is down
23% of hiring professionals believe that patient confidence in our healthcare system is better than it was 6 months ago, with 15% believing that confidence has gotten worse. Concerningly, these results show a fall in confidence from the preceding 6 months:
| September 2024 | March 2025 | Variance | |
|---|---|---|---|
| Better | 25% | 23% | -2% |
| Worse | 15% | 21% | +7% |
| About the same | 40% | 43% | +3% |
Patient confidence in the Australian healthcare system may have declined over the past 6 months due to a mix of systemic pressures and high-profile issues. Here are some contributors:
- Staff shortages
- Longer wait times
- Bad news media stories
- Healthcare in general being politicised
Taking a forward-looking view, 31% expect patient confidence in our healthcare system to get better over the next year, which is 5% less than the previous period. Concerningly, almost 1 in 4 think that patient confidence will get worse, which is down from 1 in 5 during the previous period:
| September 2024 | March 2025 | Variance | |
|---|---|---|---|
| Better | 36% | 31% | -5% |
| Worse | 19% | 24% | +5% |
| About the same | 33% | 37% | +4% |
| September 2024 | March 2025 | Variance | |
|---|---|---|---|
| NSW | 36 | 41% | +5% |
| NT | 33 | 33% | No change |
| Qld | 40 | 42% | +2% |
| SA | 45 | 30% | -15% |
| Tas | 75 | 75% | No change |
| Vic | 57 | 37% | -20% |
| WA | 25 | 18% | -7% |
Confidence may be down not because Australians distrust healthcare professionals, but because they’re feeling the effects of a stretched system and worry it might not be there when they need it most, with Victoria experiencing the biggest impact with a significant drop in confidence over the last six months.
Staff Confidence in our health system is down
1 in 5 hiring professionals believe that staff confidence in our healthcare system is better than it was 6 months ago, but that is down from 1 in 4 during the last reporting period. Furthermore, respondents that believe staff confidence had gotten worse increased significantly:
| September 2024 | March 2025 | Variance | |
|---|---|---|---|
| Better | 25% | 21% | -4% |
| Worse | 21% | 28% | +7% |
| About the same | 50% | 47% | -3% |
Amongst facilities with a staff shortage, hiring professionals were almost 20% more likely to indicate that staff confidence was lower than 6 months ago.
Looking ahead, over 36% expect staff confidence in our healthcare system to get better over the next year, whilst only 16% believe that staff confidence will get worse, although this number is a 6% increase on the previous period:
| September 2024 | March 2025 | Variance | |
|---|---|---|---|
| Better | 40% | 36% | -4% |
| Worse | 10% | 16% | +6% |
| About the same | 43% | 42% | -1% |
1 in 5 of respondents that recruit for a public hospital indicated that staff confidence in our health system has reduced over the past 6 months, however, over the next 12 months, almost 44% of hiring managers expect this to improve.
Current confidence is a little better in the private sector, with 3 in 4 hiring managers stating that confidence is either better or has got no worse over the past 6 months and 33% expect this to get better over the next year.
Staff shortages continue
72% of hiring professionals surveyed confirmed that their facility had a staff shortage and of those, better than the previous period and 34% confirmed that despite ongoing shortages, they were unlikely to hire more staff during the next quarter.
| September 2024 | March 2025 | Variance | |
|---|---|---|---|
| Yes | 79% | 72% | -7% |
| No | 17% | 25% | +8% |
| Don’t know | 3% | 3% | No change |
21% of facilities with a current staff shortage don’t expect to hire more staff over the next 3 months:
74% of hiring professionals in public hospitals reported a staff shortage in comparison to 91% in the previous repotting period and 61% in private facilities. However, public hospitals are more likely to be able to use agency staff to fill temporary vacancies, with 80% of hiring managers confirming their access to agency staff when compared with 46% in private facilities.
Overall, 65% of hiring professionals are expecting to hire more staff during the next quarter.
| September 2024 | March 2025 | Variance | |
|---|---|---|---|
| Allied Health | 88% | 74% | -13% |
| Nursing | 65% | 58% | -7% |
| Social care | 85% | 85% | No change |
Hiring remains challenging
Just under 47% of hiring professionals are planning to hire new staff themselves whilst 18% intend to rely mainly on the services of recruitment agencies. A further 35% or hiring managers intend to use a blended approach, filling some roles internally and some through agency support.
40% of survey respondents are currently unable to use agency support to fill temporary vacancies:
| September 2024 | March 2025 | Variance | |
|---|---|---|---|
| Yes | 66% | 57% | -6% |
| No | 34% | 40% | +6% |
Most hiring managers state that the current market is still competitive, with 66% indicating that there are not enough candidates available on the market:
| September 2024 | March 2025 | Variance | |
|---|---|---|---|
| Plentiful candidate supply | 3% | 4% | +1% |
| Enough candidates | 30% | 30% | No change |
| Neutral | 7% | 10% | +3% |
| Challenging candidate supply | 31% | 25% | -6% |
| Very challenging | 34% | 31% | -3% |
However, candidate supply is not even across the healthcare market with managers looking to hire allied health professionals finding the current market most challenging:
| Allied Health | 88% | 74% | -13% |
|---|---|---|---|
| Nursing | 65% | 58% | -7% |
| Social care | 85% | 85% | No change |
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In today’s world of work, careers are no longer linear. Roles evolve. Industries shift. Skills that mattered five years ago may not be enough today. This is where a growth mindset becomes one of the most valuable tools you can bring to your career. What is a growth mindset? A growth mindset is the belief that skills, capability, and confidence can be developed over time. People with a growth mindset: Stay curious Seek out learning opportunities View challenges as part of progress Learn from feedback and setbacks In contrast, a fixed mindset assumes that ability is static, that you’re either “good at something” or you’re not. The concept comes from the work of Dr Carol Dweck, a world-renowned psychologist who studied how people respond to challenge and failure. Her research showed that long-term success is driven less by innate talent, and more by how people approach learning, effort, and growth. In simple terms: It’s not about where you start, it’s about how you respond. Why a growth mindset is so valuable in the workplace Workplaces today are constantly changing. New systems, new expectations, new ways of working. A growth mindset helps individuals navigate this change with confidence rather than fear. Here’s how it shows up in practice: Greater resilience and adaptability - People with a growth mindset see setbacks as temporary. Instead of internalising failure, they ask: What can I learn from this? This makes it easier to recover, recalibrate, and move forward. Stronger learning and development - A growth mindset encourages continuous skill development. Whether that’s learning new technology, stepping into leadership, or expanding your commercial thinking. Increased innovation and creativity - When people aren’t afraid of getting things wrong, they’re more willing to experiment, contribute ideas, and think differently. Better collaboration - Growth-minded individuals are more open to feedback and knowledge sharing, which strengthens teamwork and trust. Improved performance over time - Rather than chasing perfection, a growth mindset focuses on progress, and that’s what sustains performance. Dr Dweck’s research also shows that employees in growth-oriented cultures are: More likely to trust colleagues More committed to their organisation More willing to take smart risks More likely to experience innovation What this means for you as a candidate Whether you’re actively job searching, exploring your next step, or simply thinking about what’s next, a growth mindset plays a key role in how you show up. Hiring managers aren’t just assessing what you’ve done. They’re assessing how you learn, adapt, and grow . A growth mindset helps you: Talk confidently about skills you’re developing Frame challenges as learning experiences Show curiosity rather than defensiveness Demonstrate potential, not just past titles Practical ways to build a growth mindset in your career 1. Reframe challenges - Instead of “I’m not good at this,” try: I haven’t mastered this yet. 2. Ask for feedback…and use it - Feedback isn’t criticism, it’s information. The strongest candidates use it to refine, not retreat. 3. Focus on progress, not perfection - Career growth is iterative. Waiting until you feel “ready” often delays momentum. 4. Value effort and learning, not just outcomes - What you learn along the way often matters more than the immediate result. 5. Be open about what you’re developing - You don’t need to have every skill, but you do need to show willingness to learn. A final thought A growth mindset doesn’t mean ignoring challenges or pretending everything is easy. It means believing that your career is something you can shape - through learning, reflection, and action. And in a world of constant change, that belief is one of your greatest assets. If you’re navigating your next move and want support along the way, working with a recruiter who understands both capability and potential can make all the difference. Your career isn’t fixed. And neither is what’s possible next.
We recently welcomed Greg to the Talent Quarter team, where he specialises in senior and executive appointments across the Welfare and Not-for-Profit sector. With more than 25 years’ recruitment experience across London and Sydney, Greg brings deep search expertise, a strong commercial background, and a genuine passion for purpose-driven organisations. Here’s a quick Q&A to get to know him a little better: Q: What attracted you to working in the Welfare and Not-for-Profit sector? I wanted my work to have a more direct social impact. The organisations in this sector do incredible work, and placing strong leaders who can drive meaningful change is incredibly rewarding. Q: What areas do you typically recruit for? I focus on senior and executive appointments across Child, Adult and Family Services, Domestic Violence, Mental Health, Aged Care and Disability Services. These are complex environments where leadership really matters. Q: What do you look for in great leaders within this sector? Great leaders in this sector combine strong strategic thinking with genuine empathy. They understand the complexity of working within community services and can balance operational demands, regulatory requirements, and the human impact of their work. I look for leaders who can build resilient teams, create safe and inclusive cultures, and make thoughtful decisions in high pressure environments. The best leaders are those who stay connected to the purpose of the work supporting vulnerable individuals and communities while still driving sustainable organisational outcomes. Q: From your perspective, what insights can you give us from the Welfare and Not-for-Profit sector right now? The sector is seeing a significant increase in demand for services, particularly in areas like mental health, domestic violence, housing and disability support. At the same time, organisations are facing funding constraints and workforce shortages, which is putting pressure on teams and leadership. As a result, there’s a growing need for leaders who can navigate complexity balancing strong governance and financial sustainability with a clear focus on purpose and impact. Organisations that invest in capable leadership and resilient teams are the ones best positioned to meet the increasing demand and continue delivering meaningful outcomes for the communities they serve. Q: A quick personal one – how do you like to spend your time outside of work? Outside of work, I’m usually balancing early mornings and late nights following Arsenal (often heartbreakingly), walking everywhere with my hyper-active dog, and trying to keep up my swimming laps. I’m also a keen BBQer and a strong interest in a good wine and a great restaurant. If you’re an organisation looking for senior or executive leadership in the Welfare and Not-for-Profit sector, or a candidate exploring your next leadership opportunity , Greg would love to connect. 📩 Feel free to reach out to start the conversation with Greg here: Phone number: 0482 077543 Email: greg.forster@talentquarter.com.au
This blog marks the second instalment in our Leadership Series with Catherine Harris from Project ROAR . If you haven’t already, we recommend starting with our first blog, How to Quiet Self-Doubt in Your Career, which explores practical ways to build confidence and navigate uncertainty at work. Over the coming weeks, we’ll continue sharing a new blog each week in the lead-up to Catherine’s upcoming masterclass, The Art of Delegation. This session will focus on how to delegate with clarity and confidence-by setting clear outcomes, defining ownership, and empowering your team to take responsibility. Catherine will expand on these ideas in her webinar on 29 April, sharing practical, actionable insights to help leaders delegate more effectively and build high-performing teams. ____________________________________________________ At different points in your career, the context changes. You might be between roles. Exploring options quietly while still employed. Or positioning yourself for a step up. But the underlying truth stays the same - your next opportunity often comes from how clearly you articulate your value, who knows your story, and how intentionally you manage your next move, not just what’s written on your resume. Applying for roles is part of the process. It’s rarely the whole strategy. The people who gain momentum faster tend to approach their careers with intention…not urgency, but direction. Below are three practical strategies that consistently help people feel clearer, more connected, and more in control of what comes next. 1. Use Your Network With Purpose - Your network isn’t a safety net, it’s a working asset. Not in a transactional way, but in a relational one. Strong networks create visibility, context, and advocacy. They help people understand where you’re headed, not just where you’ve been. A few grounding principles: a) Start where you are - If you’re employed, strengthen internal relationships. Talk with leaders, peers, and teams adjacent to your own. If you’re exploring externally, reconnect with former colleagues, clients, and industry contacts. b) Be clear about what you’re exploring - Clarity helps others help you. “I’m exploring Clinical Services Manager roles in Sydney” is easier to respond to than “I’m open to something new.” c) Stay visible in low-effort ways - Sharing an article, congratulating someone on a role change, or making an introduction keeps you present without needing an ask. Practical prompt: This week, reconnect with three people you haven’t spoken to in a while. Share a brief update and ask what they’re working on. 2. Get Clear on Your Positioning - If someone asked you to describe what you do, and where you’re heading, could you do it simply and confidently? A positioning statement isn’t about impressing. It’s about helping others quickly understand your value. Think of it as the bridge between your experience and your next step. A useful structure: · Current: What you’re currently doing (or most recently did) · Past: The experience and strengths you bring · Future: The kind of opportunity you’re moving toward When this is clear, conversations become easier. Introductions become more relevant. And opportunities feel less accidental. Practical prompt: Write a short positioning statement and practise saying it out loud. Use it in conversations, interviews, and internal discussions about growth. 3. Manage Your Career Like a Project - Careers benefit from the same thinking we apply to meaningful work. Clear goals. Defined actions. Regular check-ins. Instead of holding everything in your head, treat your next move as a project with structure. Start here: a) Clarify the goal - Are you aiming for progression where you are, a move to a new organisation, or a broader shift? b) Break it into actions - Resume updates. Conversations. Skill development. Interview preparation. c) Create accountability - Set regular time to review progress - with yourself, a mentor, or someone you trust. d) Adjust as needed - If something isn’t working, refine the approach rather than questioning your capability. Practical prompt: Create a simple 30-day plan with a small number of weekly actions. Progress builds confidence when it’s visible. A final thought Careers rarely move in straight lines. Momentum comes from clarity, not pressure. When you approach your career with intention, rather than waiting for the right moment, opportunities tend to surface more naturally. Your experience already has value. Managing it thoughtfully is how others come to see it. And that’s often where the shift begins.
