Over the past century, people have started living longer. But many still spend a similar share of their lives dealing with illness. As a result, more people are living extra years while managing chronic conditions or infections. A difficult reality is also growing: when you are sick, older, or in pain, you cannot always assume a health professional will be available right away.

A big reason is that many countries do not have enough health care workers. Global health groups have warned that the shortage could reach the millions within the next decade, and some projections are far higher. When there are too few trained workers, fewer people can get timely care. That limits access to services that protect lives and improve day-to-day well-being.

Today, billions of people still lack reliable access to essential health services. These include routine vaccines, safe support during pregnancy and childbirth, care for infectious diseases, and long-term help for conditions like heart disease and diabetes. In everyday terms, this often means longer waits for needed procedures, including common surgeries. In the worst cases, it can mean preventable deaths when qualified staff are not available during emergencies, including childbirth.

Building and keeping a strong health care workforce is difficult in almost every country. It is also not something the health sector can fix by itself. Real progress will require broader action, with governments, employers, educators, and private organizations investing and testing new ways to train, support, and retain workers.

Solving the health care worker shortage could improve health in a major way. It could reduce early deaths and disability and help people live longer, healthier lives. Some analyses suggest the impact could be on the scale of major global health problems, especially in areas like maternal and newborn care.

Closing the workforce gap could also strengthen the global economy. More health care workers would mean more jobs in the sector. The larger benefit, though, is what follows. When people are healthier, they miss less work, perform better, and put less strain on families and employers. Over time, that can support growth across many industries, not just health care.

Closing the healthcare worker shortage adds up to 189 million years to life and $1.1 trillion to the global GDP in 2030 _{McKinsey‍‍}

The health care worker shortage, and the benefits of fixing it, are not spread evenly around the world. Some regions are hit much harder than others. Africa, in particular, faces a much larger share of the gap than its population size would suggest. It also has some of the biggest potential to reduce illness and prevent early deaths if the shortage is addressed.

At the same time, the economic payoff does not match the health payoff in every place. In many lower-income regions, the health gains from better staffing could be very large, even if the measured GDP gains are smaller.

Overall, closing the worker gap could raise life expectancy worldwide. But the biggest improvements would likely happen in the areas with the most severe shortages. In Africa, the potential increase in years of life could be far greater than the global average.

Archetypes of Healthcare

Every country has its own push and pull in the health care labor market. That includes how many workers are trained, how many are leaving the field, and how many patients need care. Because of this, solutions must be tailored. It is not enough to train or recruit more clinicians based only on population needs. Countries also need enough funded, available jobs in the right regions so trained professionals can actually work.

One practical way to sort countries is by two questions:

• Do they have enough health care workers for the size and needs of their population?
• Do they have enough job openings for current and newly trained professionals?

A “no” to either question can point to deeper issues, such as limits in the economy, education systems, or public policy. Using these two dimensions, countries can be grouped into four archetypes:

Worker-scarce countries
These countries do not have enough health care workers, and many health care roles sit empty because there are not enough qualified people to fill them. Examples include Brazil and Peru.

Worker- and job-scarce countries
These countries face a double challenge: too few health care workers and too few available jobs. Even when people are trained, there may not be enough funded positions or stable systems to hire them. Examples include Malawi and Nigeria.

Worker-advantaged countries
These countries have a relatively high number of health care workers compared with many other nations, yet they still have open roles that remain unfilled. That often reflects mismatch issues, such as location, specialty needs, working conditions, or pay. Examples include the United States and the United Kingdom.

Worker-surplus countries
This category would describe a country with many qualified health care workers but not enough jobs for them. In this framework, no countries currently fit that definition.

The main point is simple: the answer is not just “add more workers.” Different countries have different bottlenecks, so the best solutions will differ as well.

Triangle of Life

Countries can scale proven actions to help the health care workforce grow, thrive, and stay.

A key question is how governments, employers, educators, and industry partners can work together in ways that match each country’s situation. In this report, MHI groups the most common solutions into three strategy areas. Together, they form what the report calls the Healthcare Workforce Triangle:

Grow. Build a larger talent pipeline by redesigning training programs. That can include changing how programs are structured, how long they take, and how many people they can train at once.

Thrive. Help health care workers use their time better so they can care for more patients without sacrificing quality. This often means reducing low-value tasks and improving systems and tools that support day-to-day work.

Stay. Keep more workers in the field by tackling the real drivers of burnout and turnover. This can include workload issues, workplace culture, scheduling, safety, and career growth.

When these approaches are combined and scaled, they can increase the supply of health care workers meaningfully. Some estimates suggest the net effect could add millions of workers to the global workforce.

Grow: Build a bigger talent pipeline by redesigning training

One of the biggest limits on the health care workforce is training capacity. Many programs cannot take more students because they do not have enough clinical placements, instructors, or teaching sites. In many countries, more people apply to health programs than there are seats available. At the same time, many senior educators are nearing retirement, which makes the bottleneck even worse.

Expanding the pipeline matters most in places where clinics and hospitals already have many open roles. In those settings, it is not just a “more students” problem. It is also a “more training slots and teachers” problem.

Expand enrollment with more training sites and more educators

Growing the workforce usually requires increasing school capacity and bringing in additional educators. The right mix will vary by country, but the goal is the same: create more entry points into health careers, from nursing and pharmacy to imaging, lab work, and other clinical roles.

Create more schools and training sites.
Many systems are constrained by limited medical and nursing school seats and not enough clinical training locations. Some countries have addressed this by expanding training infrastructure, especially in areas that have been underserved. Others have increased specialty training through centers of excellence or by partnering with private hospitals to open more residency and placement opportunities.

Offer more flexible faculty roles.
The workforce is aging, and that includes the people who teach. If large numbers of instructors retire at once, training programs can stall. One approach is phased retirement, where experienced faculty gradually reduce hours while still mentoring and teaching. Keeping skilled educators longer can stabilize programs and reduce pressure on the rest of the system.

Adopt newer training approaches

To move faster without lowering standards, some countries are rethinking how long certain programs take and how training is delivered. Technology can also help when faculty and training sites are limited.

Shorten program length where it makes sense.
Accelerated programs can help students enter the workforce sooner and reduce the cost of training. These models work best when they maintain quality and are paired with strong clinical practice. Several countries already offer faster pathways in select specialties and roles, often aimed at career changers or people who already have a degree.

Use digital tools to improve completion and licensing.
Mobile learning, online modules, and structured digital content can make training more consistent and easier to scale, especially in regions with fewer instructors. In some settings, interactive and tech-supported training has helped learners in remote areas get better access and stronger outcomes.

Use simulation and virtual reality for part of training.
Simulation tools, including virtual reality, can let students practice skills safely before working with patients. Programs have used this approach to train clinical procedures and to build understanding of conditions like dementia or sensory loss. When used well, simulation can expand training capacity and help students build confidence faster.

Thrive: Give health care workers more time to focus on patients

Health care workers are being squeezed from both sides. More patients need care, and paperwork keeps piling up. That combination leaves less time for face-to-face care. Many tasks done by nurses and other clinicians could be shifted, delegated, or supported with technology, which would free people up to focus on higher-skill work. New AI tools may also help by summarizing notes, drafting discharge paperwork, automating documentation, and helping teams prioritize tasks. Even with many pilots underway, large-scale rollout is still limited. Still, saving time at scale could create the effect of adding a very large number of “extra hands,” especially in countries that already have many trained workers but still struggle with staffing gaps.

Put the right work with the right person, at the right time, in the right place

Even when hiring and retention improve, care delivery still needs to be modernized. Two major levers are task sharing and tech-enabled support tools.

Expand task sharing across the care team

Many roles that support communities are not fully built into formal health systems. That includes community health workers, care managers, and health assistants. These workers often connect patients to clinics and social services. They also help with health education, basic counseling, routine screenings, follow-ups, adherence support, and other everyday needs. When these tasks are handled by the right team members, nurses and physicians can focus on more complex care.

In many lower-income settings, other community-based roles can also support preventive care, basic checks, and medication support. For this to work well, training and supervision must be strong. Even if training is shorter than for specialized clinicians, it still needs to be consistent and practical. Done correctly, this approach helps people work at the “top of their license,” meaning highly trained staff are not spending time on tasks that others can do safely.

Task sharing in mental health

Mental health is one area where task sharing can be especially valuable. In many low- and lower-middle-income regions, most people who need mental health care do not receive it. Training community-level workers and other nonspecialists to deliver structured support can help specialists focus on the most complex cases.

Several programs have shown that nonspecialist workers can provide meaningful support when they use clear methods, training, and ongoing guidance. Still, scaling this globally requires more work. Systems need to understand what blocks adoption, what quality standards are needed, and how to build programs that are evidence-based. Some models have improved reach by using digital tools that are tailored to local language and culture, making training and delivery easier in low-resource settings.

Scale technology that reduces admin work

For years, health systems have looked to automation to improve efficiency, but many efforts stall after early trials. The priority now is scaling what works.

Automate routine tasks

AI and related tools can reduce time spent on repetitive admin work that pulls clinicians away from patients. Examples include faster note review, easier coding support, and automated handling of administrative inputs like invoices or medication faxes. When these processes are streamlined, the documentation burden drops, and clinicians gain time back for direct care.

Add AI support for clinical decisions, with human oversight

AI can also speed up clinical decisions and support quality when used with appropriate safeguards. In some settings, AI-assisted tools have helped clinicians interpret tests more quickly and start treatment sooner. The best model is “humans in the loop,” where people remain responsible for decisions while using AI to flag risks, summarize information, and guide next steps.

When these tools are introduced carefully, with strong safety and privacy protections, they can improve both patient experience and staff experience. A midwife should be able to focus on delivering babies, not drowning in paperwork. A clinician should be able to start treatment quickly when a serious condition is suspected. When workers can spend more time on meaningful care, they are more likely to stay in the profession.

Stay: Keep more health care workers in the profession

Many health care workers leave because the job becomes unsustainable. Common reasons include low or uneven pay, unsafe or stressful work settings, and workloads that are simply too heavy. If systems address these root problems, more people are likely to stay in health care, especially in countries that already do not have enough workers.

Re-engage and support the current workforce

Retention is not only about hiring new people. It is also about keeping the skilled workers who already have training and experience. That often requires culture change, stronger safety, and real support for well-being.

Reduce violence and abuse at work

For many health care workers, safety is a daily concern. Some face physical threats, and many deal with verbal abuse. When violence becomes “part of the job,” workers burn out faster and leave sooner.

To reduce workplace violence, systems usually start with training staff on how to calm tense situations. That helps, but it is not enough by itself. Stronger solutions often combine training with changes to the environment and to operations. For example, better triage systems, clearer communication in waiting areas, on-site mediation, and improved security can reduce conflict before it escalates.

Improve workplace culture and well-being

A healthier workplace makes it easier for people to stay. This includes basics like fair scheduling, predictable time off, and leaders who are trained to manage respectfully. It can also include redesigning roles so clinicians spend less time on unnecessary tasks and more time on meaningful care.

Many employers offer wellness programs, screenings, or other supports. Those can help, but the biggest impact usually comes from addressing the real drivers of burnout, such as chronic understaffing, overwork, and poor management practices. Retention also has a direct financial upside, because replacing experienced clinicians is expensive and disruptive.

Strengthen public respect and appreciation

Workers also leave when they feel devalued. A lack of respect from the public, leadership, or media can make already difficult jobs feel even heavier. Public recognition can help morale, especially when it is paired with real improvements in pay, safety, and staffing.

Symbolic gestures may provide encouragement, but broader efforts can go further. Examples include community partnerships, school programs that highlight health careers, business discounts, local appreciation events, and media campaigns that promote respect for health care workers. Over time, the goal is to make respect for health workers part of everyday public culture.

Invest in local talent, not just recruitment

Even when countries train more health workers, many leave for better opportunities elsewhere. Retention strategies should include plans to build and keep talent locally, especially in areas with persistent shortages.

Reduce “brain drain” across countries

Many high-income countries fill staffing gaps by recruiting clinicians from other regions. This can help the receiving country, but it can worsen shortages in the places those workers leave. Countries and employers can reduce harm by building ethical recruitment practices, investing in training and jobs in source countries, and using structured agreements that balance workforce needs on both sides.

Countries expanding education programs may also need strategies to keep graduates at home. Options can include scholarships tied to service commitments, stronger local career paths, and better working conditions so staying is a realistic choice.

Reduce rural–urban gaps inside countries

Workforce loss can also happen within a country when clinicians move from rural areas to cities. Rural communities often end up with far fewer nurses and doctors per person, even when they have large health needs.

Countries can reduce this gap by investing in local training programs, rural incentives, and career pathways that make rural practice sustainable. Practical supports also matter. For example, providing child care, housing assistance, or family support can make rural jobs more realistic for early- and mid-career workers.

Creating a New Tradition

Innovation in who provides care, how people find care, and where care happens can reshape service delivery and help meet rising demand.

The health care worker shortage will not be solved by hiring alone. Even if countries expand training and staffing, a large gap is likely to remain. To close more of it, systems may need a bigger shift in how care is organized. One goal is to move more care out of high-intensity settings, like hospitals and intensive care units, and into lower-intensity settings, like community clinics and homes. This approach puts more weight on primary and preventive care and makes healthy habits easier to build into daily life.

In the short term, this could increase demand for services in community settings because more people would get earlier checkups and support. Over time, though, earlier action could reduce severe emergencies and help people manage chronic disease better.

Below are three “levers” that could drive this shift.

Who: More people take an active role in their own care

Health care may start to look less like something people only “receive” and more like something they help manage. That does not mean replacing trained clinicians. It means giving individuals and families the knowledge and tools to handle simpler needs safely, spot warning signs earlier, and navigate the system more effectively.

• Build stronger health literacy from an early age. Health education can be woven into school and community learning so people better understand basic prevention, chronic disease risk, and how to use local health resources.
• Support safe home-based care when appropriate. With better guidance, basic tools, and clear escalation rules, some low-risk problems can be managed at home rather than in emergency rooms.
• Design treatments that reduce clinic visits. More medications and therapies are moving toward self-administration. That can save time for clinicians and reduce patient travel, as long as training and follow-up are done safely.
• Invite retirees and older adults back in targeted roles. Some older adults want meaningful, flexible work. With the right training and scope, they can support care teams in roles that do not require long clinical education pathways.

How: People get the right care earlier, before problems escalate

The traditional pattern is reactive: symptoms appear, then care begins. A more proactive model would use technology to flag concerns earlier and guide people to the right level of care.

• Scale tools that encourage timely, appropriate check-ins. New sensors, wearables, and AI-enabled screening tools may help detect early signals of disease. These tools should be positioned as aids that prompt action, not as perfect diagnostic replacements.
• Improve “matching” so patients reach the right clinician sooner. When patients see the wrong specialist or the wrong site of care, it wastes time and delays treatment. Better routing systems can reduce unnecessary appointments and keep specialist time available for complex cases.
• Avoid low-value care. Earlier does not mean more testing for everyone. The aim is smarter timing: intervene when the benefit is real and steer people away from unnecessary visits.

Where: Care is easier to access because it is built into daily life

Access improves when care is not limited to hospitals and traditional clinics. More touchpoints in everyday settings can make prevention and early intervention more practical.

• Place screenings and basic services where people already are. Schools, community centers, and other high-traffic locations can become convenient sites for preventive care and chronic-condition check-ins.
• Use community locations for targeted support. For example, offering nutrition guidance or basic screening in neighborhoods with higher risk can turn routine errands into simple health opportunities.
• Integrate health services into workplaces. On-site or shared clinics can reduce barriers, support prevention, and help people address issues before they become urgent.
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Bottom line

Training more health care workers is necessary, but it is not sufficient. A broader redesign—changing who participates in care, how care is found, and where care is delivered—can ease pressure on clinicians while improving outcomes. Long-term success will require coordinated action across government, education, health systems, employers, technology companies, and community organizations.