the culture. “We don’t say yes to every opportunity,” Holmes notes. “Some things just aren’t in the best interest of our community, and we’re okay walking away from those.” Part of that community focus means continually reinvesting in infrastructure and programs. “We’re proud of our redevelopment program,” he adds.“Our residents live in these spaces.This is their home. We want them to feel that.” PEOPLE CARING FOR PEOPLE Goodwin’s emphasis on community is equally evident in how it treats its staff. With 750 employees spread across different service lines, workforce development is a priority—and a challenge. “The aged care sector has always struggled with workforce attraction, and we’re not alone,” Holmes acknowledges.“Labor shortages are a global issue.” Despite this, Goodwin has built a strong reputation as a fulfilling workplace. “Many people come to us purely because of our reputation,” he explains. “We invest significantly in training and development. Ultimately, we’re a people business—people helping people.” The recruitment strategy is values-first. Holmes says personal attributes and compassion weigh more heavily than experience or qualifications. “Many of our residents don’t have family close by anymore. For them, our staff becomes like family.” Creating a supportive and empowering work environment is key. “We want our staff to feel they are a significant part of our residents’ lives,” he says. “Because they are.” 21 BUSINESS VIEW OCEANIA VOLUME 07, ISSUE 04 GOODWIN AGED CARE SERVICES
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