“The definition of a “nurse” varies across countries and even across global organisations. For example, WHO, ICN, and ILO all use different definitions. That creates challenges when you’re trying to compare data or develop workforce strategies.”
1. John, the WHO’s 2025 State of the World’s Nursing report has just come out. What stood out to you?
Absolutely, this new report is a major step forward. It replaces data that was five years old and offers the most comprehensive global overview of the nursing workforce to date. One of the most striking statistics is the global nursing stock—29.8 million nurses worldwide. But the distribution is quite unequal: high- income countries make up only 17% of the global population, yet they hold 46% of the nursing workforce.
What really matters, though, is how this data can be used. The report sets out 17 policy priorities and provides regional and country-specific profiles that are incredibly useful for policymakers. It helps governments benchmark, plan, and take action to address local shortages. For instance, by 2030, the shortage is expected to drop from 5.8 million to 4.1 million— but nearly 70% of that shortage will be concentrated in Africa and the Eastern Mediterranean. That tells us where we need to focus our efforts.
2. There seems to be some confusion around how a “nurse” is defined globally. Why is that such a big issue?
It’s actually a foundational issue. The definition of a “nurse” varies across countries and even across global organisations. For example, WHO, ICN, and ILO all use different definitions. That creates challenges when you’re trying to compare data or develop workforce strategies.
The ICN had been using a definition from 1947—yes, really! That definition, and the one for “nursing” updated in 2002, simply didn’t reflect the complexity and breadth of what modern nurses do. So in June 2025, ICN released a much-needed update to both definitions.
The new definition of “nursing” describes it as a profession dedicated to equitable, culturally safe, people- centred care. It acknowledges nurses as leaders, educators, advocates, and researchers. It’s a powerful shift and a timely one.
3. And what about the updated definition of a “nurse”? How does that help?
The new definition makes it clear that nurses are highly trained professionals who combine scientific knowledge, technical skill, and deep compassion. It emphasises that nurses work both autonomously and collaboratively, and that their roles span clinical, social, and leadership domains.
ICN also created an abridged version for more general use. That version reinforces the idea that nurses are educators, advocates, and leaders—people who make a difference not only at the bedside but in systems and policy. What’s really helpful is that these updated definitions can now serve as a foundation for consistent data collection and policy design. It gives governments and employers a common understanding to work from.
4. How does all this affect nurses on the ground? What are they telling you?
What I hear most consistently is that nurses are overworked and undervalued. They care deeply about the work they do, but they’re often under immense pressure—juggling long shifts, staff shortages, and personal commitments like family or ongoing study.
Superficial rewards or gestures don’t cut it. Nurses want to feel genuinely supported. That means better supervision, clearer communication, and policies that actually reflect the complexity of their roles.
We’re also seeing the emotional toll. Burnout is real, and it’s exacerbated by poor workplace culture, lack of recognition, and minimal mental health support. For nurses from culturally diverse backgrounds, these challenges are even more pronounced, especially if they feel excluded or unsupported.
5. So what can be done to improve things now? Any practical steps?
Definitely. Even small changes can make a big impact. For instance, offering more flexible rostering can make a world of difference. It gives staff some control over their schedules, reduces fatigue, and can help with retention. Clear career pathways are also important. Nurses want to see that there’s a future for them in the profession—whether that’s moving into leadership, education, or advanced practice roles.
And let’s not forget technology. Used properly, AI can improve workflows and reduce the administrative burden so nurses can spend more time on patient care. But it has to be designed with nursing practice in mind.
6. What about Australia? Are there any particular challenges here?
Yes, quite a few. Australia’s federated system complicates healthcare funding and policy. States and Territories control public hospitals, while the Federal Government is more involved in areas like aged care, general practice, and disability services. That split often results in fragmented priorities and inconsistencies in workforce planning. For example, a nurse doing the same work in different States might be paid differently, which can lead to perverse incentives and staffing imbalances. It’s also worth noting that many nurses feel their scope of practice isn’t clearly understood—not just by policymakers, but by the public. That contributes to the ongoing undervaluing of the profession.
7. If youP had the ear of government, what would you say needs to happen to tackle the nursing workforce shortage?
Start with listening to nurses. They’re telling us the number one issue is workload. We need policies that reflect what nurses actually experience—on the floor, in the community, and in leadership roles. Invest in education and training. Create national standards that recognise the full scope of nursing. Make sure funding supports the roles nurses are trained to fill, and that those roles are used to their full potential.
Workplace conditions also matter. If we want to retain nurses, we need to create environments where they feel respected, safe, and supported.
8. And finally, what does a future-ready nursing workforce look like to you?
It looks like a workforce that is valued, supported, and empowered. One where nurses have a clear career path, access to quality education, and the opportunity to influence systems and policy.
But most importantly, it’s a workforce that reflects the diversity and complexity of the communities it serves. If we get the policy levers right, invest in leadership and education, and support nurses to lead innovation, I believe we can create a health system where nurses are proud to work—and where patients receive the safe, compassionate care they deserve.