Learning Stopped Being Punitive. It Became a Clinical Safety Net Staff Actually Want to Use.

When Ian Wyman, Capability Development and Learning Manager, reflects on what's changed most at Infinite Care over the past year, one shift rises above the rest: learning became something people embraced rather than endured.

"We'd come from a system that was built on processes and audits, and people were just going and ticking the boxes," says Ian. "But that's not what we want to achieve through an educational platform. We want that message taken and embraced in our daily work."

That realisation sparked a transformation across Infinite Care's multiple care homes and over 1,100 students annually. The result wasn't just a new platform, but a fundamental shift in how learning shows up in everyday care delivery. Staff turnover decreased significantly, Standards rollout received overwhelmingly positive feedback, and learning became something clinical teams could actually own.

When Learning Consumes Time Without Building Capability

Infinite Care's previous learning management system consumed valuable clinical time without delivering meaningful learning. Staff completed modules to satisfy requirements, but genuine understanding and behaviour change weren't following.

"Previously, it was quite time consuming," explains Mahima Khadka, Clinical Care Manager with six years in residential aged care. "We had to dedicate quite a lot of time, which obviously being a nurse, you are already time constrained. And people were just going and ticking the boxes. We want that message taken and embraced in our life."

For an organisation managing multiple care homes and coordinating over 1,100 students, this wasn't just inefficient, it was undermining their vision for clinical excellence. That credibility gap became the catalyst for change.

Building a Clinical Safety Net That Teams Trust

The transformation began with something fundamental: making learning accessible in a way that respected clinical workflows. When one clinical manager joined during the Ausmed rollout, her response captured the shift: "At my previous job I was using Ausmed. So when I came here, the rollover was happening and I was like, that's good, you're making a good move."

Mahima describes the new reality: "I would usually say it's like your clinical safety net. You can always refer back to Ausmed if you ever feel stuck or confused. The system is very intuitive and flexible, which means our people actually use it. And a lot of them want to use it."

Ausmed's library gave clinical teams immediate access to verified, best-practice resources with CPD minutes displayed upfront. "We know it's a verified source, it's reliable, and it's best practice," the clinical team notes. "We can educate our team, encourage them to use it, and we've got everything there."

From Real-Time Problems to Real-World Solutions

When personal care workers didn't follow correct protocols after a resident fall, the clinical team assigned specific falls management modules. "We didn't have a problem after that," the team reports. "After the education was given and she completed the questionnaire, when we asked questions, the understanding was very, very good. Whatever she understood from the modules and what outcome we wanted to achieve, we got it."

The same approach worked for SIRS training. "I've done SIRS modules myself. They're pretty good, they explain everything, exactly how it should be," shares one clinical manager. "We've had a lot of help from Ausmed ensuring our staff refresh their skills."

The feedback reinforced the difference: "They said that it's quite engaging because it's not too lengthy where people will fall asleep. It's simple, which is so important in our sector. The training's really impactful and it's coming from that people-first approach."

Turning Data into Leadership Credibility

For Ian Wyman's capability development team, Ausmed's most transformative contribution was credibility.

"Ausmed data gives us credibility with the organisation, and as an HR function that is critical for our success," Ian explains. "Our leaders know and trust the information coming from Ausmed."

This trust fundamentally changed leadership conversations from debating data accuracy to taking action: "They're actually saying, 'We're short here. What do we need to do to turn this around?'"

The flexibility meant the team could think strategically about learning pathways for different roles. "There's so much information bombarding our employees daily. How do we remove that noise and create great learning opportunities? Ausmed helps us design the learning journey and bring learning into any space."

Standards Readiness: Getting Ahead of the Curve

When the Strengthened Aged Care Quality Standards rollout approached, Infinite Care met it with confidence.

"One real standout moment has been the rollout of the standards," the team reflects. "With Ausmed, we've really been able to get ahead of the curve. We've delivered in a very timely manner. The training has been really relevant, and our teams are engaging."

The strategy combined Ausmed's dedicated modules with on-site activities, each standard celebrated with themed boards and activities. "Infinite Care is taking it week by week. Every week we have new modules put on Ausmed, so you can focus on one module at a time."

The feedback told the story: "Categorically across the business, it's been really overwhelmingly positive."

The Cultural Shift: From Turnover to Engagement

"In the last year we've had a big focus on engagement, and I think Ausmed's played an important role in that," the leadership team shares. "We've had quite a significant decrease in our turnover. That proactive engagement is already improving our team dynamics across the business, creating a much stronger, more aligned culture."

Training moved from being transactional to developmental, from checkbox completion to capability building. "You've helped us through the platform really move beyond transactional training and into a culture of real ongoing development," the team reflects.

Looking Ahead: The Best is Yet to Come

Infinite Care continues evolving its learning ecosystem with Ausmed's product roadmap, particularly around competency frameworks, policy management, and event coordination.

"We're in beta space for policy. We're very keen on event management," Ian explains. "We're looking at the product roadmap and saying, where does this fit into the Infinite Care learning journey? That's going to be a real game changer for us."

For the clinical teams, the vision is clear: "And we are yet to learn the best because the best is yet to come."

Advice for Other Aged Care Providers

For Ian and the Infinite Care team, the journey offers clear lessons:

Start with the problem, not the platform. "Understanding the gap between compliance and genuine capability helped us know what to look for in a partner."

Invest time in the relationship. "We invested time in making sure that relationship really works for us," Ian notes. "That means building trust with leadership that the information is reliable."

Let clinical teams lead the way. When frontline teams describe it as a "clinical safety net" and use it without prompting, you know you've found something that works.

Focus on removing barriers rather than adding requirements. "Our job is to remove that noise and create great learning opportunities. That means making it accessible, relevant, and embedded in their workflow, not another thing added to their already-full plates."

More Than Just a Platform

"For us it's been more than just a platform," the team reflects. "We found Ausmed a partner that really understands the complex environment that we work in, in aged care."

It's not a tool sitting off to the side, it's the clinical safety net teams refer to when they need guidance, the credibility source enabling strategic conversations at the leadership table, and the learning infrastructure making continuous improvement possible.

"I would usually say it's like your clinical safety net," Mahima captures it perfectly. "You can always refer back to Ausmed if you ever feel stuck or confused."

For an organisation managing multiple care homes, over 1,100 students annually, and the daily complexity of residential aged care, that safety net has proven transformative. Not because it made compliance easier (though it did), but because it made genuine learning possible, visible, and something clinical teams wanted to engage with.

"And we are yet to learn the best," the team concludes, "because the best is yet to come."

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