Introduction
The global healthcare landscape is constantly evolving, shaped by demographic shifts, technological advancements, and global health crises. At its core is the healthcare workforce, the indispensable foundation of any effective health system. A robust, adaptable, and well-supported workforce is crucial for delivering high-quality patient care, promoting public health, and achieving equitable health outcomes. However, this vital sector faces significant pressures, including persistent shortages, escalating demands, and the pervasive challenges of burnout and attrition. This editorial explores key global trends, examines the unique Australian perspective, reimagines the future workforce, outlines strategic approaches for growth, and highlights the pivotal role of leadership in navigating these complexities.
Key Global Trends in Healthcare Workforce Development
Several interconnected global trends are shaping the future of healthcare workforce development, presenting both challenges and opportunities.
a) Workforce Shortages and Demands
A pervasive shortage of healthcare professionals is a critical global challenge. The World Health Organization (WHO) projects an 18 million healthcare worker shortfall by 2030, driven by an aging global population and rising chronic disease (Kumar, P., Holt, T., & Wong, Y., 2025). The COVID-19 pandemic exacerbated these vulnerabilities, straining healthcare systems and leading to widespread burnout and attrition (Singhal, S., & Repasky, C., 2020). In the United States, the public health workforce declined over 15% in the decade before the pandemic, with nearly half of public health workers planning to leave or retire due to inadequate pay, limited advancement, and poor work environments (Kumar, P., Lurie, E., & Parthasarathy, R. , 2022).
b) Technological Advancements
Technology is fundamentally transforming healthcare roles. Artificial intelligence (AI), automation, and digital health solutions are becoming integral, streamlining workflows, reducing administrative burdens, and enhancing diagnostic capabilities. McKinsey’s research suggests up to 30% of nurses’ tasks could be automated or delegated, freeing time for direct patient care (Kumar, P., Holt, T., & Wong, Y., 2025). Telehealth expansion, accelerated by the pandemic, has also reshaped care delivery, offering new avenues for patient access and workforce distribution, particularly in remote or underserved areas.
c) Changing Models of Care
There is a global shift towards integrated, patient-centered care, emphasizing primary and preventive health. This requires a workforce with diverse skills, capable of team-based and interprofessional collaboration. The aim is to shift care from high- acuity settings to lower- acuity environments, prioritizing preventive care and integrating it into individuals’ daily lives. This transition is expected to ultimately reduce demand in resource-intensive environments and improve overall patient health management and outcomes (Kumar, P., Holt, T., & Wong, Y., 2025).
d) Burnout and Retention Challenges
High rates of burnout and attrition remain a significant global concern. Factors include excessive workload, emotional exhaustion, lack of adequate support, and insufficient opportunities for professional development. A 2017 US survey showed nearly half of public health workers planned to leave or retire within five years, a sentiment exacerbated by the pandemic. More recent surveys indicate that a substantial percentage of workers experience symptoms of mental health conditions, feel bullied, or are overwhelmed by workload (Kumar, P., Lurie, E., & Parthasarathy, R., 2022).
e) Diversity, Equity, and Inclusion (DEI)
Cultivating a diverse, equitable, and inclusive healthcare workforce is increasingly recognized as vital. A workforce reflecting community diversity is better positioned to understand and address unique health needs and disparities. The COVID-19 pandemic starkly highlighted existing inequities, with racial and ethnic minorities experiencing disproportionately higher case, hospitalization, and death rates (Kumar, P., Lurie, E., & Parthasarathy, R., 2022). Promoting DEI in healthcare workforce development involves re-evaluating recruitment processes to eliminate biases and fostering inclusive work cultures that support all employees.
3. The Australian Perspective
Australia, like many other developed nations, faces unique challenges and opportunities in healthcare workforce development, mirroring global trends.
a) Projected Workforce Shortages
Australia faces significant projected shortages across various healthcare sectors. A report indicates a shortfall of over 70,000 nurses by 2035, particularly in acute care, primary healthcare, and aged care. This is driven by rising healthcare demands outpacing workforce growth. Gaps are also projected for First Nations nurses and nurse practitioners, highlighting an urgent need for targeted development and retention strategies (Australian Nursing & Midwifery Journal, 2024).
b) Employment Growth in Health Care and Social Assistance Sector
Despite shortages, the Health Care and Social Assistance sector leads employment growth in Australia, adding over 115,000 jobs in 2025 alone. This reflects increasing demand for aged care, disability support, and mental health services, underscoring the need for a skilled workforce to meet evolving health and social care requirements (Jobs and Skills Australia, 2025).
c) Emphasis on Skills-Based Education
Recognizing practical demands, Australia emphasizes skills-based education. Nearly half of new healthcare jobs require Vocational Education and Training (VET) qualifications or practical experience (Jobs and Skills Australia, 2025). This highlights the critical importance of vocational training and continuous upskilling initiatives to ensure the workforce possesses the hands-on competencies required for contemporary healthcare delivery.
d) Strategic Workforce Planning
Strategic workforce planning is vital for addressing current and future healthcare needs. Queensland Health’s Strategic Plan (2025‒
2029) emphasizes building a well-trained, safe, and adaptable workforce, including new talent pipelines and innovative delivery
models to enhance efficiency and effectiveness (Queensland Health,2025). Such strategic approaches are crucial for proactively
managing workforce supply and demand.
e) Retention and Workload Strategies
Efforts to improve retention and manage workload are central to mitigating workforce shortages in Australia. Strategies include increasing part-time nurses’ hours and improving retention among younger nurses (Australian Nursing & Midwifery Journal, 2024). Policy interventions are also being considered to reduce overall workforce attrition and enhance job satisfaction, recognizing that a supportive and sustainable work environment is key to retaining valuable healthcare professionals.
4. Reimagining the Healthcare Workforce of the Future
The healthcare workforce shortage requires more than just increasing numbers; it demands a radical reimagining of the ‘who,’ ‘how,’ and ‘where’ of healthcare delivery to meet future demands and optimize the existing workforce (Kumar, P., Holt, T., & Wong, Y., 2025).
a) Shifting the ‘Who, How, and Where’ of Care Delivery
Reimagining healthcare delivery involves empowering patients as active participants in their own care, effectively becoming their ‘own healthcare workers.’ This shift also entails moving care from high-acuity settings to lower-acuity environments. The overarching goal is to prioritize primary and preventive care, integrating it more seamlessly into individuals’ daily lives. While this transition may initially increase demand in lower-acuity settings, the long-term effect is anticipated to be a decrease in patient demand in resource-intensive environments, leading to improved overall patient health management and outcomes (Kumar, P., Holt, T., & Wong, Y., 2025).
b) Task Sharing and Skill Mix Optimization
Optimizing skill mix and implementing task-sharing models are crucial strategies to enhance workforce efficiency and free up highly skilled professionals for more complex tasks. Research indicates that redistributing tasks and training non-specialized clinicians can effectively address common health conditions. For instance, in mental healthcare, programs training non- mental health clinicians to deliver basic mental health care have improved access and treatment adherence, and reduced symptoms of depression and anxiety (Kumar, P., Holt, T., & Wong, Y., 2025).
c) Leveraging Technology for Efficiency
Technology is pivotal in reimagining the healthcare workforce by enhancing efficiency and productivity. Automation of administrative tasks, such as summarizing notes, drafting discharge summaries, and automating documentation, can significantly streamline workflows. AI-driven tools can further improve task prioritization and overall operational efficiency. Furthermore, advancements in technology, such as virtual reality (VR), offer new training pathways; VR simulations in nursing education have been successfully used to practice procedures, leading to improved licensure examination pass rates (Kumar, P., Holt, T., & Wong, Y., 2025).
5. Various Strategies to Develop Healthcare Workforce
To effectively address the multifaceted challenges facing the healthcare workforce, a comprehensive and integrated approach is required. The strategies can be broadly categorized into three interconnected pillars: expanding the talent pipeline (Grow), optimizing workforce effectiveness (Thrive), and improving retention (Stay) (Kumar, P., Holt, T., & Wong, Y., 2025).
a) Expand the Talent Pipeline (Grow)
Expanding the talent pipeline is crucial for addressing the fundamental shortage of healthcare professionals. This involves reimagining the structure, timing, and scale of training programs. A significant barrier to expanding the healthcare workforce is the shortage of clinical training positions and skilled educators.
One effective strategy is to shorten program durations to increase the number of annual graduates. Accelerated programs, such as the Accelerated Bachelor of Science in Nursing (ABSN) in the United States, allow students to enter the workforce more quickly, often after 12 to 18 months of training, which is half the time of traditional programs. Similar accelerated nursing programs are also offered in Australia, Canada, and New Zealand. In Australia, it is suggested that both universities and private providers work hand in hand to increase the number of graduate students.
Furthermore, employing digital methods can significantly improve training completion and licensure rates. Scalable tech-enabled training approaches, including mobile learning applications, e-learning platforms, and content production studios, can bridge critical training gaps. Virtual reality (VR) has emerged as a powerful tool for training healthcare workers, with its effectiveness comparable to traditional settings.
b) Optimize Workforce Effectiveness (Thrive)
Optimizing workforce effectiveness focuses on freeing up healthcare workers’ time to concentrate on delivering quality care to more patients. Healthcare professionals often face dual pressures from rising patient demand and administrative burdens, which limit their time for direct patient care.
McKinsey’s research indicates that up to 30 percent of nurses’ tasks could be automated or delegated, thereby freeing up their time for more meaningful work (Kumar, P., Holt, T., & Wong, Y., 2025). This includes automating documentation, summarizing notes, and drafting discharge summaries. Task sharing and skill mix optimization, where non-specialized personnel are trained to handle routine tasks, also contribute significantly to this pillar.
c) Improve Retention (Stay)
Improving retention is paramount to building a sustainable healthcare workforce and involves addressing the root causes of burnout and attrition. Many healthcare workers consider leaving or retiring due to inadequate pay, lack of advancement opportunities, and an unsupportive workplace environment (Kumar, P., Lurie, E., & Parthasarathy, R., 2022). The COVID-19 pandemic exacerbated these issues, leading to increased mental health challenges and overwhelming workloads among healthcare professionals.
To combat this, healthcare systems must prioritize providing better support for their employees. This can include offering mental health services, providing childcare support, and even considering extended sabbaticals to help workers recover from intense periods of work (Kumar, P., Lurie, E., & Parthasarathy, R., 2022). Investing in career development and advancement opportunities is also crucial.
Organizations should foster a culture of continuous learning and development, providing clear pathways for professional growth and offering resources, mentorship programs, and rotational opportunities.
d) Strategic Recruitment and Retention
Beyond these three pillars, strategic recruitment and retention efforts are vital. This involves overhauling traditional recruitment processes to attract a more diverse and capable talent pool. Modernized and innovative recruitment platforms can broaden talent pipelines and increase accessibility, combating the challenges posed by the ‘Great Resignation’ (Kumar, P., Lurie, E., & Parthasarathy, R., 2022).
Restructuring job descriptions to emphasize capabilities over experience, and offering remote and hybrid working practices, can also attract a wider range of candidates.
e) Addressing Rural-Urban Disparities
Addressing the disparities in healthcare workforce distribution between rural and urban areas is another critical strategy. Rural areas are often chronically underserved due to a ‘brain drain’ of healthcare professionals who migrate to urban centers for better opportunities. Talent localization programs, which involve tailored local training and incentives, have proven effective in developing and retaining healthcare professionals in rural areas, increasing retention by 35 to 50 percent (Kumar, P., Holt, T., & Wong, Y., 2025).
6. Leadership in Healthcare Workforce Development
Effective leadership is paramount in navigating the increasing complexity of healthcare systems and fostering a resilient healthcare workforce. Healthcare leaders today are confronted with expanding role scopes and increasingly varied tasks, requiring a sophisticated blend of competencies to ensure the provision of high-quality patient care (Spanos, S., Leask, E., Patel, R., Datyner, M., Loh, E., & Braithwaite, J., 2024).
a) Navigating Complexity
Competent healthcare leadership is widely recognized as critical for improving patient safety, enhancing system performance, and boosting the effectiveness of healthcare teams. Leaders play a pivotal role in shaping organizational culture, including commitment to safety and preventing workforce burnout. The growing need for multidisciplinary and integrated care models has further highlighted the leadership roles of clinicians, including physicians, nurses, and allied health practitioners.
b) Key Leadership Competencies
A scoping review by Spanos et al. (2024) identified four key themes related to future leadership roles and competencies in healthcare, essential for navigating growing complexity:
- Innovation and Adaptation: Leaders must demonstrate flexibility and vision-setting capabilities to respond to rapidly evolving healthcare landscapes, including disruptive technologies and changing patient needs.
- Collaboration and Communication: Effective leaders excel at relationship and trust building, fostering collaboration among diverse stakeholders, including doctors, nurses, technicians, administrators, insurers, and patients.
- Self-development and Self-awareness: Continuous experiential learning and self- examination are crucial for leaders to adapt and grow. This includes understanding and managing change, overcoming resistance, and thinking entrepreneurially.
- Consumer and Community Focus: Leaders need to prioritize public health messaging and ensure that healthcare services are responsive to the needs of the community.
c) Cultivating Strong Leaders
Cultivating strong leaders is essential for rebuilding and strengthening the healthcare workforce. This requires a dual approach of internal upskilling and external recruitment. Public health departments, for instance, have an opportunity to build a cadre of leaders that reflects the diversity of the population they serve, potentially by adjusting role descriptions to prioritize capabilities and competencies over specific educational qualifications or work experience (Kumar, P., Lurie, E., & Parthasarathy, R., 2022).
Investing in training opportunities for strategic management skills, such as change management, decision-making, and consumer centricity, is also vital. Studies indicate a need for more public-sector managers to be qualified in supporting employee development and for leaders to be trained in change leadership (Kumar, P., Lurie, E., & Parthasarathy, R., 2022).
7. Conclusion
The future of healthcare workforce development is a multifaceted and urgent imperative. The global healthcare landscape is characterized by persistent workforce shortages, evolving demands driven by demographic shifts and technological advancements, and the critical need to address issues of burnout and retention. As evidenced by the Australian context, these global trends manifest locally, necessitating tailored and proactive strategies. Reimagining the healthcare workforce of the future demands a fundamental shift in how we approach care delivery—optimizing the ‘who, how, and where’ through patient empowerment, task sharing, and strategic leveraging of technology. The comprehensive strategies to develop the healthcare workforce, encapsulated by the ‘Grow, Thrive, and Stay’ framework, emphasize expanding talent pipelines, enhancing workforce effectiveness, and prioritizing retention through supportive work environments and professional development.
Crucially, effective leadership is the cornerstone of successful workforce development. Leaders with competencies in innovation, collaboration, self-awareness, and community focus are essential to navigate complexity, foster resilient teams, and drive systemic transformations. Investing in strong, diverse leadership is a societal necessity, ensuring that healthcare systems are guided by individuals capable of inspiring change and fostering a positive work environment.
Ultimately, addressing the challenges and harnessing the opportunities in healthcare workforce development requires a holistic, multi-faceted, and collaborative approach involving governments, healthcare institutions, educators, and leaders. By committing to these strategic imperatives, we can cultivate a healthcare workforce that is resilient, adaptable, and capable of delivering high- quality, equitable care for generations to come. The time for decisive action is now, ensuring the heartbeat of health continues to beat strongly for all.
Editorial by,
Associate Professor (Dr) Chandana Hewege, PhD, PFHEA
Chairman of the HCI Governing Board | A/Prof, Department of Management & Marketing, School of Business, Law & Entrepreneurship, Swinburne University, Australia. | Principal Fellow, Higher Education Academy, UK | Member of the Australian Institute of Company Directors | Certified Carbon Literacy Trainer, The Carbon Literacy Project, UK.