Corporate Champions case study
RDNS positive about mature-age workers
The Royal District Nursing Service is proactively meeting service demands
with a well-supported older workforce.
In an industry where the majority of clients are elderly, it is not surprising that RDNS sees its
maturing workforce as a part of life rather than a separate strategic issue. According to its people
plan RDNS is, and has always been a people business, delivering high-quality care to those in need by
workers who are the best people for the job, regardless of how old they are.
At a time when an ageing population and an increasing prevalence of chronic disease are putting
pressure on health care providers, RDNS is continuing its proactive approach to make sure its own
maturing workforce can meet these challenges.
Company profile
RDNS is Australia’s largest provider of home nursing and home care services. The organisation
provides services throughout Australia and New Zealand. In 2012 RDNS staff made more than 2
million visits to more than 45,000 clients, mainly in their own homes. Services provided include
general and specialist nursing, aged care, HIV/AIDS care and support, palliative care and hospital
liaison for those recently discharged from hospital.
RDNS is currently experiencing rapid growth … this will result in continued
recruitment, retention and training opportunities for mature workers in
this sector.
RDNS has over 2,500 staff. This includes 542 home care nurses, 65 per cent of whom are matureaged employees. As the table below shows, a significant proportion (70 per cent) work part time and
there is a concentration of workers in the 45–54 age bracket. This presents a business continuity risk
if a large number of people in the older age brackets were to leave within a concentrated time
period.
Age range at RDNS
15–19
20–24
25–34
35–44
45–54
55–64
65+
Total
Headcount
5
68
356
545
738
429
60
2,201
FTE
1
29.3
223.4
275
400.4
235.9
17.6
1,182.7
Supporting older workers
RDNS already has a range of strategies to support its workforce including a new sabbatical leave
initiative permitting six months of work and six months off, and the development of e-health service
delivery. The organisation became involved with the Corporate Champions program to explore other
opportunities, particularly relating to four areas from the Australian Government’s Investing in
Experience Charter:




knowing the workforce and planning for the future
recruiting the best regardless of age
being proactive in retaining staff
supporting employees in transition to retirement.
Work on these areas is happening through the following actions:
 analysis of workforce demographics, including workers’ compensation data
 interviews with senior executives
 a review of HR policies for ‘age friendliness’
 two workshops with a cross-section of staff over the age of 45
 a business risk workshop with senior team members and other key staff.
RDNS is a best practice employer in this sector and will continue to set the
standard for mature age workforce policies and practices.
Future developments
RDNS will present their findings from their involvement in the Corporate Champions program to
their leadership team. Their future priorities will stem from this exercise.
RDNS is experiencing rapid growth and will need to continue to recruit and retain staff to meet their
business requirements. This will result in continued recruitment, retention and training
opportunities for mature age workers in this sector.