International Women’s Day invites us to pause. To reflect and to take action. UN Women Australia’s theme for 2026, Balance the Scales , challenges us to confront the structural barriers that still limit equality, safety and fairness for women. In Australia’s healthcare sector, the imbalance is clear. Women make up around 74% of the health workforce a s a whole, delivering care, supporting patients and holding the system together every day. Yet when we look at who leads our healthcare organisations, the picture shifts. According to the Australian Academy of Health & Medical Sciences , leadership teams still don’t reflect the people powering the sector citing that women make up just 26% of leadership roles. A workforce powered by women . Women make up the overwhelming majority of Australia’s healthcare workforce. This is particularly visible across nursing , midwifery, allied health and community care , where women deliver frontline care, support patients and keep the system running day to day. They are, quite literally, the backbone of the workforce. Yet despite this strong representation, the same balance is not reflected in leadership. According to data from the Workplace Gender Equality Agency , women hold just 19.4% of CEO roles and 32.5% of key management positions nationally , highlighting the gap between who powers the sector and who leads it. Healthcare is no exception. While nearly 90% of Australia’s nursing workforce is female , leadership roles remain far less representative; even in sub sectors where they make up the majority of the workforce. Balancing the scales through fair, consistent recruitment . To create leadership teams that reflect the people delivering care, organisations need recruitment processes that are transparent, inclusive and consistent. From our experience here at MAYDAY Healthcare, these five practical steps make a meaningful difference: Use a standardised recruitment process - ensuring every candidate is assessed against the same criteria and interview structure. Form diverse interview panels - bringing multiple perspectives into decision making and reducing unconscious bias. Advertise roles inclusively - using neutral language and highlighting flexibility to attract a broader, more representative talent pool. Develop internal leadership pathways - giving existing staff access to sponsorship, development, and stretch opportunities. Document and review hiring decisions - creating transparency and accountability in how leaders are selected. A leadership team that reflects the workforce . Healthcare is built on empathy, diversity and service. Leadership should reflect those same values. When executive teams mirror the workforce, organisations benefit from stronger culture, better decision making, and improved patient outcomes. Balancing the scales isn’t about favouring one group over another—it’s about ensuring the systems we use to select leaders are fair, consistent and aligned with the reality of today’s healthcare workforce.
At MAYDAY, “Recruitment with Care” is a lived daily practice, not just a slogan. And no one brings that philosophy to life more than Kat, Co-Founder and HR Director. From mentoring future leaders to shaping the programs that support our team’s wellbeing and progression, Kat plays a pivotal role in building the people-first culture we’re so proud of. We sat down with her to talk about what care looks like behind the scenes, how we support long-term growth and the little moments that make it all worthwhile. 1. What does “recruitment with care” actually mean for you day-to-day? It means treating people like people. Picking up the phone, being honest, keeping promises and remembering that every candidate is a real human with a real life. Care is in the micro-moments - the follow-ups, the empathy, the effort to really listen. 2. How do you support career growth at MAYDAY? By actually listening. We talk openly about goals, strengths, ambitions and the parts someone might want to develop. From there, we build a pathway that feels achievable and personal. Our approach includes: Clear expectations and structured progression plans Regular check-ins Access to senior mentors across the business A robust internal training calendar designed around real needs. We want every team member to see a future here and feel supported getting there. 3. What initiatives are you most proud of implementing? For me, it would be creating and implementing our people focused initiatives - the ones that genuinely make a difference in someone’s day, not just look good on paper. Things like: Stay interviews that help us understand what keeps people at MAYDAY Our return-to-work support framework The wellness program built around Move, Money, Munch and Mind Our mentoring and internal training programs The clarity of our progression plan. These are foundations, not add-ons. We’re in a constant pursuit of creating an environment where people feel supported, valued and set up for success. 4. Leading a growing team can’t be easy. What’s the biggest lesson you’ve learned? Communicate everything, even the small stuff. Transparency builds trust, and trust builds teams. And be kind - to yourself and to the people around you. Leadership isn’t about having all the answers; it’s about showing up consistently with empathy and clarity. 5. What gets you out of bed in the morning (besides coffee and 4 children)? Usually my one-year-old… or my husband returning from the gym! But professionally, it’s watching people grow. I love bringing new people into the business and seeing them settle, succeed and surprise themselves. Watching existing team members step into new challenges or progress their careers is the most rewarding part of my job. 6. Can you spill the secret sauce that makes MAYDAY such a great place to work? Our people. We hire genuinely great humans, trust them, support them and keep the ego out of the room. We genuinely want the best for every person. Want to learn more about Life at MAYDAY? Inspired to learn more about Life at MAYDAY? Connect with Kat for a chat or head to our Careers page to see where your next step could take you.
Client Overview A leading private healthcare provider, specialising in surgical and outpatient care. The organisation employs specialist staff across multiple departments and prides itself on delivering high-quality, patient-centred care. The Challenge The client needed a confidential executive search for a Director of Nursing. Their existing DON was relocating interstate, and the organisation required a seamless transition with minimal disruption to operations and patient care. Finding a candidate with the right leadership experience, cultural alignment and clinical credibility was critical. Our Approach Conducted an in-depth job briefing with the two owners to define essential skills, leadership attributes and cultural fit. Developed a targeted job ad and social media collateral in collaboration with the client. Initiated a strategic headhunting campaign, leveraging our national network of senior nursing leaders. Maintained regular, transparent updates with the client, ensuring alignment at every stage of the process. The Impact 4 days to deliver a shortlist of high-calibre candidates. 2 weeks total turnaround from brief to placement. 100% compliance checks completed before the candidate started. Zero operational disruption reported during the transition. A highly skilled Director of Nursing was successfully placed, bringing immediate leadership impact and cultural alignment. The client could focus on their clinical responsibilities, confident that the transition was managed seamlessly. Client Feedback: The two owners, both surgeons, praised the process as efficient, low-disruption and professionally managed end-to-end. They highlighted our proactive communication and sector expertise as key factors in the successful outcome.
