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Keeping a pharmacy team engaged is a challenge in the current climate, which is why staff recruitment and retention require a multi‑faceted approach. By Saša Janković

Recent studies suggest urgent action is needed to improve the working conditions, and health, of the health of the UK workforce. 

New research produced for the Commission for Healthier Working Lives warns that poor job quality is significantly affecting worker health, with 1.7 million people in Great Britain reporting work-related ill health in the last year, and the latest Royal Pharmaceutical Society (RPS) Workforce Wellbeing Survey shows 86 per cent of participants were at high risk of burnout.

With pharmacist shortages continuing to affect the sector, workforce sustainability will be top of mind for many community pharmacy owners and managers in 2025 – so what are some key strategies for employers looking to not only recruit, but also retain their staff?

Effective recruitment and retention hinges on fostering a strong company culture centred on clearly defined values, according to Nadine McCabe, founder and business manager of UK-based consultancy Strategy2Grow. 

“While skills can be developed and experience is invaluable, particularly when candidates can demonstrate how they’ve applied their knowledge, aligning an individual’s values with those of your company is critical”, says McCabe. 

She also encourages organisations to conduct employee performance reviews that emphasise alignment with the company’s values, which, she says “create an ongoing dialogue about professional development, provide feedback rooted in shared values, and help build a motivated, aligned workforce that is invested in the organisation’s long-term success”.

And, of course, competitive pay and benefits are key. “Offer market-competitive salaries with clear structures for growth tied to seniority, experience, and performance,” says Jonathon Clarke, CEO of Locate a Locum. “Provide additional benefits like health insurance, retirement plans, bonuses, and paid professional development opportunities, too.”

Upskilling benefits

Organisations must position themselves as desirable employers in order to attract and retain talent, and one of the best ways to do this is to make sure that employees who want them are given opportunities to advance. 

“For the business, upskilled employees bring advanced capabilities that enhance operations and provide higher quality services,” says McCabe. “It is also a cost-effective strategy compared to hiring and training new employees. From an employee perspective, investing in upskilling demonstrates that you value their growth and want them to become leaders in their field.” 

An obvious path to career advancement for pharmacists is the expansion of independent prescribing (IP), particularly as all newly qualified pharmacists will soon have IP qualifications, making them particularly attractive in the job market.

“All pharmacists should upskill by completing IP courses for a competitive edge,” advises Clarke, who also notes that Continuous Professional Development (CPD) – a mandatory requirement for maintaining General Pharmaceutical Council (GPhC) registration – should be seen as “a valuable opportunity for pharmacists to improve clinical and patient care skills, expand their knowledge and advance their careers, rather than a mere compliance task”. 

And there is also a benefit to the business of investing in staff development, which Clarke says results in “better patient care, enhanced community services, improved reputation, and opportunities for business growth, including expanded services, stronger teams, and financial benefits”.

Workforce wellbeing

Nonetheless, a balance must be created between building a resilient and motivated pharmacy team while at the same time avoiding burnout and protecting staff mental health.

 “Burnout from stress is very common in the current pharmacy landscape and it is affecting all from the owner down,” says Mike Holden, associate director of training and business consultancy Pharmacy Complete. “Keeping a team engaged and watching for signs of burnout and mental ill-health is an important aspect of any manager’s role. 

“For example, signs of burnout can include changes in behaviour, performance and attendance, and the stress may be added to by triggers at home such as the cost of living or family tensions.”

However, Holden acknowledges that “understanding what you can do to support the team and individuals comes with experience”. His recommendation is Mental Health First Aid England’s Mental Health Champion or First Aider courses which he says “provide improved knowledge of the causes as well as some supportive solutions”.

RPS president Claire Anderson says another way managers can mitigate burnout is by ensuring adequate staffing, embedding protected learning time (PLT) for professional development, ensuring uninterrupted rest breaks, offering mental health support and allowing open conversations about wellbeing. 

Anderson says creating a positive work environment is also key. “Focus on a culture of respect, support, inclusion, and celebrating diversity so that staff feel valued and heard, and a psychologically safe working environment where people feel they can openly raise issues and not be in fear of discrimination,” she says.

Anderson suggests that employers should regularly review wellbeing strategies and engage staff in conversations about what they need, and recommends tools such as the RPS workforce wellbeing support tool which aims to help all staff establish good practices in the workplace.

Shilpa Shah, CEO of Community Pharmacy North East London, says it is also vital to “encourage an open relationship between all team members so that they can all support each other”. 

She suggests pharmacists display a poster with Pharmacist Support details, and owners and line managers complete the charity’s ‘Embracing a workplace wellbeing culture’ course.

On a practical and administrative note, Clarke believes “advance rota planning and effective leave management” are essential to maintaining proper staffing levels and preventing stress and burnout from staff taking on excessive workloads. “Investing in digital solutions enhances productivity by reducing administrative tasks, aligning with the expectations of increasingly tech-savvy staff who prefer to dedicate their time to meaningful work rather than paperwork,” he says.

Creating a supportive workplace culture

Alongside all these measures, there are some other ways to build and support a sustainable pharmacy team.

“Developing and clearly communicating equality, diversity, and inclusion (ED&I) policies that align with the principles set by regulatory bodies such as the GPhC is critical for creating a supportive workplace culture in a pharmacy,” says McCabe, while Anderson says that signing up to initiatives such as the RPS Inclusion and Wellbeing Pledge “will help demonstrate your commitment to creating a supportive workplace culture”.

“Recognition, rewards, and competitive salaries may bring employees in, but it’s the culture, values, and long-term opportunities that will keep them engaged and committed,” adds McCabe. “When staff feel seen, heard, supported, and aligned with the company’s mission and values, they are far more likely to stay and contribute to the organisation’s success."

CASE STUDY: Insync Healthcare Pharmacy in Cardiff

Starting in 2008 with just one pharmacist and three support staff, Insync has expanded into a powerhouse team that includes five pharmacists – four of whom are independent prescribers – three accredited technicians and a well-rounded support team led by superintendent pharmacist manager Robert Cousins (pictured). 

Cousins says recruitment is the most challenging part of the staffing process. “You are never going to get it right all the time so the main lesson is understanding what you are recruiting for and what skills are needed,” he says. 

When it comes to retaining staff, Cousins says co-creation is key. “Have a plan that works for you and your staff member, and make it together,” he says. “I aim to meet one-to-one with all staff at least every six months (ideally every three) and discuss how things are going. We identify any training needs or additional support, and I also try to ensure no one is standing still. 

“Once a member of staff has been with us for a while I try to assign a role to them, training from dispensary supervisor, procurement lead, tray coordinator and even social secretary. I have found if all staff are moving forward the company also does so naturally.” 

Flexibility is also vital to Cousins. “I have always aimed to treat my staff fairly” he says. “I understand they have lives outside of work and sometimes things cannot go as planned – just as they don’t in mine.” 

Since working in a community pharmacy can entail long hours, challenging situations and high pressure, Cousins says an awareness that everyone has a different break point and that they change is an important way to avoid staff burnout. “I encourage staff to be open about this and not see it as a negative,” he says. 

Cousins’ final advice about retention is for managers to also understand they are part of the team. “I learnt that to be a leader you need to lead by example so I would not ask a member of staff to do a role I would not do myself,” he says. “When things get tough I am with them and not hiding at the back, and when things don’t go as planned I do not assign blame. We succeed or fail together.”