Is working in a pharmacy today a job for life?
The Community Pharmacy (FAC) and therefore the team working in that pharmacy, are in the midst of a process of change. Several factors, such as the exponential evolution of technology, the irruption of large retailers in the sector of health-related products and large pharmacy chains at European and global level, mean that the FAC has to be prepared, more than ever, to consolidate itself as a provider of quality health and wellness. It is of vital importance that the FAC, and the team that works in it, be recognized and valued as professionals who watch over the protection and preservation of health.
To this end, it is essential to focus on having the best possible team, starting with a quality selection process, followed by a policy of continuous training and development, and ending with a solid performance and incentive plan.
But is this really achieved in all cases?
According to an ASPIME report: "An important aspect to consider when considering the average headcount is the pharmacy's turnover rate. If the rate is low, it means stagnation and aging of staff; on the other hand, if the rate is too high, it means too much fluidity." (1)
There are multiple causes that affect this turnover rate: sick leave or maternity leave, variability of schedules and shifts... One of the main problems currently faced by the FAC is to maintain an adequate turnover rate of professionals to allow the pharmacy to retain the most suitable and qualified staff. This will make it possible to offer the best level of care.
Pharmacy employment is no longer considered colloquially as a lifelong job, in which professionals began their service at a young age and their employment relationship ended with retirement.
A MORE QUALIFIED AND PROFESSIONALIZED PHARMACY TEAM RESULTS IN BETTER PHARMACEUTICAL CARE AND, THEREFORE, IN GREATER USER LOYALTY COMPARED TO OTHER EMERGING ALTERNATIVES, ESPECIALLY ON-LINE SALES THROUGH NON-PHARMACEUTICAL CHANNELS.
Today's FAC owners must have the professional vision to consider their team as the most important asset of their FAC, and that means having a specific strategy for the selection, development and motivation of their staff.
In this sense, and going deeper into selection, when the pharmacy owner foresees the need to expand or make changes in his team, he should make an analysis of the profile of the candidate he is looking for and then make a quality selection; for this, it is often interesting to have the help of experts who facilitate the selection of candidates with the most appropriate skills for a better management of his business. It is increasingly necessary to value other skills complementary to the technical ones, such as the ability to build customer loyalty or to manage social networks.
Only with a good team is it possible to offer a patient-centered service that ensures personalized and quality care.