Addressing the Pharmacist Shortage in Retail and Hospital Settings: An Analysis
The myth of an oversupply of pharmacists in the United States has long been debunked, particularly in the wake of the global pandemic. This article discusses the current pharmacist shortage, identifies contributing factors, and proposes strategies to alleviate the situation in both retail and hospital settings.
The Myth Debunked: From Excess to Deficiency
Contrary to popular belief, the United States is experiencing a significant shortage of pharmacists, not an oversupply. This situation has been exacerbated by the unexpected retirement of many experienced pharmacists during the coronavirus pandemic. For instance, pharmacists who had planned to retire in their early 2000s instead chose to stay in the profession when faced with the risk of contracting a potentially lethal disease. The subsequent workforce exodus led to an extreme shortage, as evidenced by the increase in job postings for pharmacists that continue to flood my inbox weekly.
Current Job Market and Pharmacists' Roles
Despite advances in digital health technology, such as app-based prescription filling systems, the need for pharmacists remains crucial. Pharmacists are responsible for checking for drug interactions, allergies, and verifying the proper dispensing of medications. As pharmaceutical research continues to yield new drugs, the need for skilled pharmacists will only increase. Additionally, the integration of pharmacists in various roles, from retail to hospital settings, ensures the availability of adequate pharmacy services for consumers.
Strategies to Address the Shortage
To address the pharmacist shortage and ensure the provision of adequate pharmacy services, a multi-faceted approach is necessary. This includes:
Increasing Funding for Education Programs
By increasing funding for pharmacy education programs, more students can be attracted to the profession. Enhanced educational resources and support systems can help maintain the pipeline of new pharmacists entering the workforce.
Expanding Training for Pharmacy Technicians
Expanding training opportunities for pharmacy technicians can help them take on additional responsibilities. This can alleviate some of the burden on pharmacists and allow them to focus on more complex tasks that require specialized knowledge.
Promoting Telepharmacy Services
To reach underserved areas, telepharmacy services can be implemented. These services use technology to connect pharmacists with patients, thereby improving access to care in remote or rural regions.
Offering Incentives for Rural/Rural Practice
Encouraging pharmacists to work in rural or remote areas with financial and policy incentives can help distribute the workforce more evenly and provide essential services to underserved communities.
Encouraging Interdisciplinary Collaboration
Collaboration between pharmacists and other healthcare professionals can enhance efficiency and accessibility of pharmacy services. This can lead to better patient outcomes and more efficient use of resources.
Optimizing Technology in Pharmacy Operations
Utilizing technology to streamline pharmacy operations can enhance efficiency and cost-effectiveness. This includes the use of automation, artificial intelligence, and electronic health records to reduce workload and improve service delivery.
Challenges Facing Retail Pharmacists
Despite the shortage, many pharmacists are disillusioned with the retail pharmacy sector, particularly working for large chain drugstores. The environment is often characterized by understaffing, patient and provider abuse, corporate neglect, and unrealistic expectations. For example, a recently familiar chain faced issues with supervisors trained to give poor reviews to avoid bonuses, and overall measures that diminished staff morale and retention. The chain further capped salaries, eliminated bonuses for non-pharmacists, and cut vacation time, while adding new, stressful quotas like MTM (Medication Therapy Management).
The Result: High Turnover and Altered Service
These factors have led to high turnover rates and altered service patterns in retail pharmacies. In one county, four pharmacies out of five had full staffs, but only one pharmacist remained after six years. Furthermore, none of the pharmacies were open on weekends due to understaffing. The chain’s closest store to me experienced a pharmacy manager turnover of four managers in three years.
Conclusion
The pharmacist shortage is real and has complex roots. Strategies to address it must involve a combination of increasing educational opportunities, expanding technological support, promoting telepharmacy, offering incentives for rural practice, and optimizing business operations. Addressing the concerns and challenges faced by retail pharmacists can also improve the overall quality of pharmacy services.