Addressing the Geriatric Workforce Shortage: Challenges, Strategies, and Policy Interventions

Abstract

The aging global population represents one of the most profound demographic shifts of the 21st century, ushering in unprecedented challenges for healthcare systems worldwide. Foremost among these is the escalating shortage of geriatricians and specialized care providers, a crisis that threatens the quality and accessibility of care for older adults. This comprehensive report meticulously examines the multifaceted issues contributing to this critical geriatric workforce deficit, delving into its historical roots, global manifestations, and pervasive impacts on healthcare delivery and societal well-being. Furthermore, it undertakes an in-depth exploration of a wide array of strategies for recruitment, training, and retention, including innovative educational models, robust financial incentives, and the fostering of interprofessional collaboration. The report also critically analyzes the pivotal role of policy interventions, encompassing professional development initiatives, regulatory reforms, and the strategic integration of caregiver immigration. By synthesizing current research, analyzing prevailing trends, and proposing actionable, evidence-informed solutions, this report aims to furnish stakeholders, policymakers, and healthcare leaders with the necessary insights to develop a resilient, sustainable, and high-quality geriatric workforce capable of effectively meeting the complex and evolving healthcare needs of an increasingly older global populace.

Many thanks to our sponsor Esdebe who helped us prepare this research report.

1. Introduction

The demographic landscape of the world is undergoing a profound and irreversible transformation, characterized by a significant shift towards an older population. Projections by leading demographic institutions indicate that by 2050, the global number of individuals aged 60 and above is expected to surge to approximately 2.1 billion, representing a more than twofold increase from the figures recorded in 1980 (en.wikipedia.org). This unprecedented increase in the elderly population is not merely a statistical anomaly but a fundamental societal change, necessitating a corresponding, robust expansion and reorientation of the healthcare workforce, particularly in specialties dedicated to geriatric care. However, despite this clear and pressing demographic imperative, healthcare systems globally are grappling with a severe and intensifying shortage of geriatricians, specialized nurses, and trained caregivers. This deficiency poses a formidable challenge, threatening the very foundations of equitable and high-quality healthcare provision for older adults and precipitating a crisis in elder care that has far-reaching economic, social, and humanitarian implications.

Historically, geriatric medicine, as a distinct medical specialty, has evolved relatively recently. While care for the elderly has always existed, the scientific and holistic approach to aging and age-related diseases only gained prominence in the mid-20th century. This nascent development, combined with the traditional focus of medical education on acute, curable diseases, inadvertently led to the marginalization of geriatrics within the broader healthcare framework. The perception of aging as an inevitable decline rather than a complex biological process susceptible to intervention has also contributed to this neglect. The current report seeks to move beyond a mere acknowledgment of the shortage, aiming to dissect its root causes, understand its intricate consequences, and propose a comprehensive blueprint for mitigation. It will explore the systemic, educational, financial, and socio-cultural factors that have converged to create this crisis, ultimately advocating for a multifaceted, collaborative, and policy-driven approach to forge a robust and sustainable geriatric workforce for the future.

Many thanks to our sponsor Esdebe who helped us prepare this research report.

2. The Scope of the Geriatric Workforce Shortage

2.1 Global Perspective

The deficit of geriatricians and other geriatric healthcare professionals is not an isolated national issue but a pervasive global phenomenon, impacting nations across varying stages of economic development. In the United States, for instance, data reveal a troubling decline in the number of practicing geriatricians, decreasing from 10,270 in 2000 to 8,502 in 2010. This reduction occurred despite the concurrent and substantial demographic growth, with the population aged 65 and older projected to increase by a staggering 55% by 2030 (pubmed.ncbi.nlm.nih.gov). This disparity creates an enormous gap between the supply of specialized providers and the escalating demand for their services. The American Geriatrics Society (AGS) estimates that the US would need approximately 30,000 geriatricians to adequately care for its older population, a figure far beyond the current supply.

Similar alarming trends are echoed across other developed nations. In Europe, many countries face a comparable or even more acute shortage, driven by rapidly aging populations, constrained healthcare budgets, and emigration of healthcare professionals. Nations like Japan, with the highest proportion of elderly citizens globally, have long grappled with this issue, implementing various strategies, albeit with mixed success. Developing countries, while often having younger populations on average, are experiencing the fastest rates of aging, with limited infrastructure and resources to train and retain geriatric specialists. This creates a dual challenge: addressing the immediate needs of a growing older population while simultaneously building the foundational healthcare workforce for the future.

The ‘geriatrician multiplier’ concept highlights the gravity of the shortage: a single geriatrician can often consult on and indirectly support the care of numerous older patients managed by primary care physicians, acting as a crucial resource for complex cases. The absence of these specialists means that the burden of complex geriatric syndromes—such as polypharmacy, dementia, falls, and functional decline—falls disproportionately on general practitioners, who may lack the specialized training and time required for optimal management. This cascades into suboptimal patient outcomes and increased system strain. The World Health Organization (WHO) has recognized this global crisis, emphasizing the need for ‘age-friendly health systems’ that are designed to meet the unique needs of older adults, which inherently requires a sufficiently skilled and specialized workforce.

2.2 Impact on Healthcare Systems

The insufficient number of geriatric specialists and inadequately trained general healthcare professionals leads to a cascade of adverse outcomes for older adults and imposes immense strain on healthcare systems. Without specialized geriatric assessment and management, older patients are more likely to experience delayed or misdiagnoses of complex, atypical presentations of diseases. For instance, a myocardial infarction might present as confusion or weakness in an elderly person, rather than classic chest pain, necessitating a high index of suspicion and specialized knowledge that a geriatrician possesses.

This lack of expertise frequently translates into higher rates of hospitalization, often for preventable conditions, and increased lengths of hospital stay. Older adults, particularly those with multiple chronic conditions (multimorbidity) and geriatric syndromes, require integrated and coordinated care that a fragmented system struggles to provide. The absence of such specialized care also contributes to higher rates of rehospitalization within short periods, signaling a failure in post-discharge planning and continuity of care. The economic consequences are profound: increased healthcare costs due to avoidable hospitalizations, emergency department visits, and long-term institutionalization. A study cited in the Journal of the American Geriatrics Society underscores that comprehensive geriatric assessment can lead to reduced healthcare utilization and improved functional outcomes (agsjournals.onlinelibrary.wiley.com). Conversely, the absence of such assessment results in higher expenditures.

Beyond direct medical costs, the impact extends to diminished quality of life for the elderly. Untreated or poorly managed geriatric conditions can lead to accelerated functional decline, loss of independence, increased pain, social isolation, and higher rates of depression and anxiety. Family caregivers, who often step in to fill the gaps in professional care, experience significant physical, emotional, and financial burden, contributing to caregiver burnout. This informal care sector, while invaluable, is also stretched thin, further underscoring the systemic deficit.

The strain on primary care providers is also considerable. They are often tasked with managing complex geriatric conditions—such as advanced dementia, intricate medication regimens (polypharmacy), and end-of-life care discussions—for which they may not have received adequate training. This can lead to frustration, moral distress, and an overall reduction in the quality of care delivered to older patients. The lack of specialized knowledge also results in less efficient use of healthcare resources, as patients may undergo unnecessary tests or receive inappropriate treatments due to a lack of a holistic geriatric perspective. Ultimately, the shortage compromises the ability of healthcare systems to adapt to the evolving needs of an aging society, threatening their financial sustainability and ethical commitment to providing comprehensive care for all citizens.

Many thanks to our sponsor Esdebe who helped us prepare this research report.

3. Factors Contributing to the Shortage

Several interconnected and deeply entrenched factors contribute to the persistent and growing shortage of geriatric healthcare professionals. These range from systemic issues within medical education and financial structures to societal perceptions and workforce sustainability challenges.

3.1 Educational and Training Barriers

The decline in the number of medical professionals choosing geriatrics is significantly attributable to pervasive educational and training barriers. Historically, medical curricula, across both undergraduate and postgraduate levels, have allocated limited time and resources to geriatric medicine. Many medical students and residents receive minimal instruction in the nuances of geriatric care, often viewing older adults through the lens of individual organ system diseases rather than as complex individuals with unique physiological and psychosocial needs (pubmed.ncbi.nlm.nih.gov).

This limited exposure means that students and residents may not develop a foundational understanding of geriatric syndromes, atypical disease presentations in older adults, polypharmacy management, palliative care principles, or the importance of functional assessment. Furthermore, the clinical rotations available in geriatrics are often brief, lack dedicated faculty role models, or are perceived as less ‘glamorous’ compared to high-tech, procedure-oriented specialties. The absence of charismatic mentors and limited opportunities for hands-on experience in specialized geriatric settings can stifle nascent interest.

Many medical schools and residency programs lack robust geriatrics departments or divisions, resulting in insufficient faculty to teach and inspire the next generation. The concept of interprofessional education (IPE), crucial for geriatric care, is also often underdeveloped, meaning that future physicians, nurses, and allied health professionals are not trained together to foster team-based care models from the outset. Consequently, without early and positive exposure, comprehensive instruction, and inspiring mentorship, many medical professionals graduate with inadequate preparation for the demographic reality they will face, and fewer still choose to specialize in geriatrics.

3.2 Financial Disincentives

Financial considerations represent a powerful disincentive for medical professionals to pursue careers in geriatrics. Geriatric care, by its very nature, involves managing multiple chronic conditions, performing comprehensive assessments that require significant time, coordinating care across various settings, and engaging in complex communication with patients and families. These aspects of care are often poorly compensated under traditional fee-for-service reimbursement models prevalent in many healthcare systems (medtechnews.uk).

Compared to specialties that involve high-volume procedures or acute interventions, the time-intensive cognitive work characteristic of geriatric medicine generates lower billing revenue. Medicare and Medicaid reimbursement rates for geriatric services have historically been lower than those for other specialties, creating a significant financial disparity. This issue is compounded by the heavy burden of student loan debt faced by many medical graduates, pushing them towards higher-paying specialties to expedite loan repayment. The average salary of a geriatrician often lags significantly behind that of many other medical specialists, making the field financially less attractive despite its growing societal importance. This economic reality is a critical barrier to recruitment and a substantial driver of the shortage.

3.3 Workforce Aging and Burnout

The existing geriatric workforce itself is facing significant challenges, including an aging professional cohort and pervasive issues of burnout. A substantial proportion of current geriatricians, nurses, and direct care workers are nearing retirement age, signaling an impending wave of departures that will further deplete the already scarce workforce. This demographic reality, coupled with insufficient new entrants, exacerbates the supply-demand imbalance.

Furthermore, the emotional and physical demands inherent in caring for older adults, particularly those with complex medical conditions, cognitive impairments, and declining functional status, can be exceptionally challenging. Geriatric professionals often deal with chronic illnesses that are progressive, leading to frequent patient losses, which can take an emotional toll. The administrative burden, paperwork, navigating complex social support systems, and the perception of being undervalued by the broader healthcare system contribute significantly to burnout rates among geriatric healthcare providers (pubmed.ncbi.nlm.nih.gov). High patient-to-provider ratios, insufficient support staff, and a lack of adequate resources further intensify stress. Burnout not only leads to professionals leaving the field prematurely but also impacts the quality of care delivered by those who remain, creating a vicious cycle that further compromises the geriatric care system.

3.4 Societal Perceptions and Stigma

Societal perceptions and underlying ageism significantly contribute to the devaluing of geriatric medicine. Within medical culture, geriatrics has sometimes been perceived as a ‘low-tech,’ ‘depressing,’ or ‘unexciting’ field, focusing more on managing chronic decline rather than ‘curing’ diseases. This perception often stems from a lack of understanding of the intellectual rigor and profound satisfaction involved in improving the functional independence and quality of life for older adults. Ageism, defined as discrimination against individuals or groups on the basis of their age, permeates healthcare systems and society at large. Older patients may be viewed as less deserving of aggressive treatment or advanced interventions, implicitly devaluing the specialty that focuses on their comprehensive care. This societal stigma can discourage promising medical students from entering the field, as they may perceive it as lacking prestige or opportunities for cutting-edge research and innovation. Overcoming these entrenched biases is crucial for elevating the status of geriatric medicine and attracting a diverse and talented workforce.

3.5 Systemic and Structural Issues

Beyond educational and financial factors, broader systemic and structural issues within healthcare systems impede the growth of the geriatric workforce. The fragmentation of care across different settings—hospitals, nursing homes, assisted living facilities, and home care—makes integrated geriatric care challenging. Patients often experience disjointed transitions, leading to communication breakdowns and suboptimal outcomes. The lack of integrated electronic health records (EHRs) and care coordination platforms further exacerbates this issue. Moreover, there is often an underinvestment in long-term care infrastructure and home and community-based services (HCBS), which are critical for supporting older adults outside of acute care settings. This pushes more burden onto hospitals and primary care, further stressing resources. Regulatory hurdles, such as restrictive scope-of-practice laws for advanced practice providers (APPs), can also limit the ability of interprofessional teams to function optimally and expand access to geriatric care. Addressing these systemic inefficiencies and structural disconnections is essential for creating an environment conducive to a thriving geriatric workforce.

Many thanks to our sponsor Esdebe who helped us prepare this research report.

4. Strategies for Addressing the Shortage

Addressing the complex and multifaceted geriatric workforce shortage requires a comprehensive, multi-pronged strategy that targets various levels of intervention, from education and training to financial incentives, interprofessional collaboration, and policy reform.

4.1 Enhancing Education and Training

Reforming and enhancing geriatric education and training across the continuum of medical and healthcare professions is paramount to building a sustainable workforce.

• Curriculum Integration and Expansion: It is imperative to integrate robust geriatric content throughout medical, nursing, and allied health professional curricula, rather than relegating it to an elective or minimal module. This includes mandatory longitudinal geriatric experiences, such as rotations in geriatric specialty clinics, long-term care facilities, and home-based care settings. Successful models include dedicated ‘Geriatric Grand Rounds’ or problem-based learning sessions focused on complex geriatric syndromes. Interprofessional education (IPE) should be a cornerstone, where students from different disciplines (medicine, nursing, social work, pharmacy) train together to foster early understanding and appreciation of team-based care. Early exposure initiatives, such as pre-medical summer programs or medical student interest groups focused on geriatrics, can cultivate interest from the outset (agsjournals.onlinelibrary.wiley.com). Furthermore, ‘geriatricizing’ all specialties is crucial, ensuring that even non-geriatric specialists (e.g., surgeons, emergency physicians, oncologists) receive foundational training in managing older patients.

• Expanding Residency and Fellowship Programs: A direct approach to increasing the number of specialists is to significantly expand the number of accredited residency and fellowship slots in geriatrics. This expansion must be accompanied by adequate funding to support these training positions. Innovative fellowship models, such as combined internal medicine-geriatrics programs, rural geriatrics tracks, or fellowships focused on specific areas like palliative care or geriatric psychiatry, can attract a wider pool of candidates. Strong mentorship programs are essential to guide and support trainees, providing role models and fostering a positive image of the specialty (medtechnews.uk).

• Leveraging Technology in Education: Modern educational approaches, including high-fidelity simulation, virtual reality, and online learning modules, can provide engaging and accessible training opportunities. Telemedicine training is also critical, preparing future geriatricians to deliver care remotely, an increasingly vital modality for older adults in rural or underserved areas.

• Training for Advanced Practice Providers (APPs): Expanding and enhancing specialized geriatric training for nurse practitioners (NPs), physician assistants (PAs), and clinical nurse specialists (CNSs) is crucial. These professionals can significantly extend the reach of geriatric care, particularly in primary care and long-term care settings.

4.2 Financial Incentives

Addressing the financial disparities associated with geriatric care is fundamental to attracting and retaining talent.

• Reimbursement Rate Reform: Advocating for higher Medicare and Medicaid reimbursement rates for comprehensive geriatric services, including time-intensive cognitive care, care coordination, and complex chronic disease management, is essential. Shifting from fee-for-service to value-based care models, such as bundled payments, accountable care organizations (ACOs), or patient-centered medical homes, can reward the holistic, preventive, and coordinated care that geriatricians excel at, making the specialty more financially viable and attractive (medtechnews.uk). Payment parity for services provided by APPs can also incentivize their participation in geriatric care.

• Loan Forgiveness and Scholarship Programs: Implementing and expanding robust loan forgiveness programs for medical students and residents who commit to practicing geriatrics, particularly in underserved areas, can significantly alleviate the burden of student debt. Similarly, offering scholarships specifically for geriatric fellowships or advanced geriatric nursing programs can encourage specialization. These programs could be federal, state, or even institutionally funded (medtechnews.uk).

• Competitive Compensation and Benefits: Healthcare systems and employers should ensure that salaries and benefits for geriatric professionals are competitive with other specialties, reflecting the complexity and importance of their work. This includes considering performance-based incentives tied to patient outcomes and quality metrics.

• Increased Research Funding: Boosting funding for geriatric research not only advances the field but also enhances its academic prestige, attracting talented individuals interested in both clinical care and scientific inquiry.

4.3 Interprofessional Collaboration and Team-Based Care

Promoting interprofessional teams and collaborative models of care is vital for optimizing geriatric care delivery, enhancing efficiency, and reducing the burden on individual providers.

• Team-Based Care Models: Establishing and expanding interprofessional teams that include geriatricians, geriatric nurses, social workers, pharmacists, physical therapists, occupational therapists, mental health professionals, and other specialists can provide comprehensive, coordinated care. Examples include Geriatric Emergency Departments (GEDs), Age-Friendly Health Systems, Program of All-Inclusive Care for the Elderly (PACE), and the Hospital Elder Life Program (HELP). These models demonstrate improved patient outcomes, reduced rehospitalizations, and enhanced patient and family satisfaction (agsjournals.onlinelibrary.wiley.com).

• Community Partnerships and Integration: Collaborating with community organizations, senior centers, home health agencies, and long-term care facilities can extend the reach of geriatric care services beyond traditional clinical settings. This approach facilitates access to essential social support, transportation, nutrition, and mental health services, providing holistic support to older adults and their caregivers (pmc.ncbi.nlm.nih.gov). Telehealth and remote monitoring technologies can further enhance community-based care and support.

• Leveraging Advanced Practice Providers (APPs) and Allied Health Professionals: Maximizing the scope of practice for APPs and fully integrating allied health professionals into geriatric care teams can significantly augment the workforce. Policy reforms are often needed to remove barriers to collaborative practice agreements and ensure appropriate reimbursement for services provided by these professionals.

4.4 Retention Strategies

Retaining the existing geriatric workforce and preventing burnout is as crucial as recruitment.

• Workforce Well-being and Burnout Prevention: Implementing programs focused on provider well-being, stress reduction, and mental health support can mitigate burnout. This includes promoting flexible work arrangements, reducing administrative burdens through technological solutions, and ensuring adequate support staff. Creating a culture that values self-care and work-life balance is essential.

• Career Development and Advancement: Providing opportunities for professional growth, leadership roles, and sub-specialization within geriatrics can enhance job satisfaction and retain experienced professionals. Mentorship programs for early-career geriatricians and opportunities for teaching and research can also foster a sense of purpose and commitment.

• Positive Work Environment: Cultivating a supportive and collaborative work environment where geriatric professionals feel valued, respected, and heard can significantly improve retention rates. Recognizing and celebrating their contributions can help counter the perception of being undervalued.

Many thanks to our sponsor Esdebe who helped us prepare this research report.

5. Policy Interventions for Professional Development and Caregiver Immigration

Policy interventions at local, national, and international levels are indispensable for creating an enabling environment that supports the growth and sustainability of the geriatric workforce. These policies must address both the professional development of existing and future healthcare providers and the crucial role of immigration in filling immediate and long-term care gaps.

5.1 Professional Development

• Continuing Education and Lifelong Learning: Governments and professional organizations must prioritize funding and mandate continuing medical education (CME) and continuing professional development (CPD) programs focused on geriatrics for all healthcare professionals, not just specialists. These programs should address the latest advancements in geriatric medicine, best practices in managing complex conditions, ethical considerations in elder care, and cultural competency. Ongoing training opportunities enhance skills, keep professionals engaged, and improve job satisfaction, leading to better retention rates (pubmed.ncbi.nlm.nih.gov).

• Leadership Training and Advocacy Development: Developing specialized leadership programs within geriatrics can empower professionals to take on administrative, educational, and policy advocacy roles. Training geriatricians to be effective advocates for older adults and the geriatric profession is crucial for influencing policy changes and securing necessary resources. This involves equipping them with skills in policy analysis, communication, and stakeholder engagement, enabling them to contribute significantly to workforce sustainability and system-level improvements (agsjournals.onlinelibrary.wiley.com).

• Geriatric Workforce Enhancement Programs (GWEPs): Federal and state funding for programs like GWEPs (in the US) is vital. These programs aim to improve the quality of clinical care for older adults by developing a healthcare workforce that maximizes patient and family engagement and has the knowledge and skills to provide interprofessional, person-centered care. They support training across various professional levels, from direct care workers to medical residents and faculty, disseminating geriatric best practices broadly (pubmed.ncbi.nlm.nih.gov).

• Certification and Specialization Support: Policies that support and incentivize board certification in geriatric medicine and related subspecialties can elevate the professional standing of these fields and ensure a high standard of care. This may include financial support for certification examinations or professional development activities required for re-certification.

5.2 Immigration Policies

Recognizing that domestic supply alone may not suffice in the short to medium term, strategic immigration policies can play a critical role in addressing immediate workforce gaps, particularly for direct care workers and specialized professionals.

• Streamlined Credential Recognition: Policies must facilitate the swift and equitable recognition of foreign-trained healthcare professionals. This involves streamlining the credentialing, licensing, and certification processes for foreign-trained physicians, nurses, and allied health professionals without compromising quality or safety standards. Addressing common barriers, such as lengthy application processes, expensive re-training requirements, and differing professional standards across countries, is crucial. Providing support for language proficiency and cultural competency training can also aid integration (nap.nationalacademies.org).

• Targeted Visa Reforms: Adjusting immigration policies to create specific visa categories for healthcare professionals, especially those in high-demand fields like geriatrics and direct elder care, can provide immediate relief to workforce shortages. Expedited processing for these visas and pathways to permanent residency can attract and retain international talent. Such policies must be carefully crafted to avoid ‘brain drain’ from developing countries, emphasizing ethical recruitment practices and potential reciprocal training agreements (nap.nationalacademies.org).

• Support for Immigrant Caregivers: A significant portion of the direct care workforce for older adults consists of immigrant workers. Policies should focus on improving their working conditions, ensuring fair wages, offering benefits, and providing avenues for professional development. Reforming regulations, such as the companionship exemption in the Fair Labor Standards Act, can ensure that home care workers receive fair minimum wage and overtime protections, thereby professionalizing the caregiving sector and attracting more individuals to this critical profession (en.wikipedia.org). Additionally, providing language training, cultural integration support, and protection from exploitation are essential to support this vital segment of the workforce.

• Global Health Workforce Mobility Initiatives: Engaging in international cooperation to develop policies that support ethical and sustainable global health workforce mobility can benefit all nations. This includes sharing best practices in training, credentialing, and retention, and potentially establishing bilateral or multilateral agreements for temporary or permanent migration of healthcare workers.

5.3 National and International Policy Frameworks

Broader policy frameworks are required to integrate these individual interventions into a cohesive national strategy.

• Governmental Funding and Investment: Increased federal and state investment in geriatric education, research, and care delivery is non-negotiable. This includes dedicated funding for geriatric centers of excellence, research grants focused on aging, and infrastructure development for long-term care, particularly home and community-based services (HCBS).

• Interagency Collaboration: Effective policy implementation requires seamless collaboration between health, labor, immigration, and education departments to develop and execute integrated workforce strategies. A national geriatric workforce strategic plan, with clear goals and metrics, can guide these efforts.

• Long-Term Care Reform: Fundamental reforms to long-term care funding and delivery are necessary. Policies that promote integration of long-term care with acute care, expand access to HCBS, and improve the quality and oversight of nursing homes are crucial for creating a comprehensive and supportive system for older adults, which in turn impacts the demand and environment for geriatric professionals.

Many thanks to our sponsor Esdebe who helped us prepare this research report.

6. Conclusion

The profound demographic shift towards an aging global population presents an urgent and escalating challenge to healthcare systems worldwide. The current and projected shortage of geriatricians and specialized elder care providers is not merely a quantitative deficit; it represents a systemic vulnerability that threatens the very principles of equitable, high-quality, and person-centered care for older adults. As this report has detailed, the crisis is multifaceted, deeply rooted in educational limitations, financial disincentives, pervasive societal biases, and the inherent demands placed upon an aging and often overstressed workforce.

Addressing this critical geriatric workforce shortage demands a comprehensive, integrated, and sustained approach. It necessitates transformative changes across several interconnected domains: enhancing educational curricula to cultivate interest and expertise from early stages of professional training; implementing robust financial incentives to make geriatrics a competitive and attractive career path; fostering true interprofessional collaboration and team-based care models to optimize existing resources and improve care delivery; and developing targeted retention strategies to combat burnout and maintain the invaluable experience of seasoned professionals.

Crucially, policy interventions at national and international levels are indispensable. These include sustained investment in professional development and lifelong learning for all healthcare providers, alongside strategic and ethical immigration policies designed to both fill immediate gaps and build a diverse, resilient workforce. Reforms in credential recognition, targeted visa programs, and improved working conditions for direct care workers are not merely administrative adjustments but fundamental steps towards valuing and supporting those who care for our most vulnerable.

Ultimately, ensuring the delivery of high-quality, compassionate, and effective care to older adults is not solely a healthcare imperative; it is a societal responsibility. By proactively adopting these evidence-informed strategies and committing to long-term investment, healthcare systems can move beyond crisis management to build a robust, sustainable, and thriving geriatric workforce. This will not only meet the complex needs of an aging population but also safeguard the dignity, well-being, and quality of life for all older individuals, enabling them to live their later years with health, purpose, and support. The time for decisive action is now, to transform this demographic challenge into an opportunity for innovation and equitable care.

Many thanks to our sponsor Esdebe who helped us prepare this research report.

References

• pubmed.ncbi.nlm.nih.gov
• medtechnews.uk
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• agsjournals.onlinelibrary.wiley.com
• pmc.ncbi.nlm.nih.gov
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• en.wikipedia.org
• nap.nationalacademies.org
• en.wikipedia.org