Personnel scheduling: A literature review

ASHP believes appropriately trained and equipped pharmacists can use telepharmacy to remotely oversee pharmacy operations and provide distributive, clinical, analytical, and managerial services. ASHP advocates that telepharmacy be applied to suitable functions of pharmacy operations and patient care

ASHP Statement on Telepharmacy.

Educational programs in pharmacy must focus on educating pharmacists of the future who are prepared to serve as competent and confident health care “providers” whose “practice” can occur in any number of current and future settings; and whose expertise is essential to an interprofessional health care team. Graduates must be able to incorporate a scholarly approach to their practice in identifying patient care problems; practicing in an evidence-based manner; and ensuring safe, effective, and appropriate use of medications. It is time for colleges and schools of pharmacy to implement contemporary teaching and assessment strategies that facilitate effective and efficient student learning that is focused at the graduate professional level, to evolve the content around which the curriculum is organized, and clearly articulate the abilities graduates must have to function effectively in the myriad professional roles in which they may find themselves.

/pdf/preparing-pharmacy-graduates-for-traditional-and-emerging-3h551epn7g.pdf

Preparing pharmacy graduates for traditional and emerging career opportunities.

Organizational benefits of diversity in the workplace have been well documented. In health professions, however, diversity-related research traditionally has focused on the effect of diversity on health care disparities. Few tools exist describing the benefits of diversity from an organizational standpoint to guide pharmacy administrators and faculty members in nurturing and developing a culture of diversity. Given the scarcity of pharmacy specific data, experience from other academic areas and national/ international diversity reports were incorporated into this manuscript to supplement the available pharmacy evidence base. This review summarizes the benefits of diversity from an academic organizational standpoint, discusses the issues administrators and faculty members must consider when developing programs, and provides guidance on best practices in fostering and managing diversity.

http://archive.ajpe.org/aj7308/aj7308152/aj7308152.pdf

SPECIAL ARTICLES Fostering and Managing Diversity in Schools of Pharmacy

Pharmacy is undergoing a transformation from a profession of primarily providing a commodity (medications) in reaction to the orders of a prescriber to one of providing and ensuring optimal drug therapy in conjunction with a prescriber and other members of the health care team. This transformation

Pharmacist work force in 2020: implications of requiring residency training for practice.

Report of the ASHP Task Force on pharmacy's changing demographics

Purpose. Nontraditional work schedules for pharmacists at three institutions are described.

Summary. The demand for pharmacists and health care in general continues to increase, yet significant material changes are occurring in the pharmacy work force. These changing demographics, coupled with historical vacancy rates and turnover trends for pharmacy staff, require an increased emphasis on workplace changes that can improve staff recruitment and retention. At William S. Middleton Memorial Veterans Affairs Hospital in Madison, Wisconsin, creative pharmacist work schedules and roles are now mainstays to the recruitment and retention of staff. The major challenge that such scheduling presents is the 8 hours needed to prepare a six-week schedule. Baylor Medical Center at Grapevine in Dallas, Texas, has a total of 45 pharmacy employees, and slightly less than half of the 24.5 full-time-equivalent staff work full-time, with most preferring to work one, two, or three days per week. As long as the coverage needs of the facility are met, Envision Telepharmacy in Alpine, Texas, allows almost any scheduling arrangement preferred by individual pharmacists or the pharmacist group covering the facility. Staffing involves a great variety of shift lengths and intervals, with shifts ranging from 2 to 10 hours. Pharmacy leaders must be increasingly aware of opportunities to provide staff with unique scheduling and operational enhancements that can provide for a better work–life balance.

Conclusion. Compressed workweeks, job-sharing, and team scheduling were the most common types of alternative work schedules implemented at three different institutions.

Nontraditional work schedules for pharmacists

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It truly is a humbling experience to be here with you today. I’m grateful for the faith you’ve placed in me as your president. What ASHP does every day is integral to our future and

Lynnae M. Mahaney

Papers

Report of the ASHP Task Force on pharmacy's changing demographics

Nontraditional work schedules for pharmacists

Inaugural address of the President-elect