There is nothing more destabilising than uncertainty. And we live in challenging times. The pandemic has upended everything, not least pharmacy finances (as if they were not problematic enough), and while the vaccine hints at a way out, the unwinding of some of the Government financial underpinning of business over the last 12 months could bring higher taxes and more economic restructuring.

It’s been a hard year or so, but do some people you work with seem to do the bare minimum and no more? Do they sometimes seem uninterested, even though there is not necessarily anything you can put your finger on?

There are a number of reasons for disengagement, ranging from poor management and workplace conflict to inadequate leadership, poor communication, lack of career progression, poor work environments, and perhaps personal problems at home. Left unchecked, disengagement can spread, leading to demotivated employees and reduced productivity.

On the other hand, engagement leads to productivity, can reduce staff turnover and is important for another vital commodity the pandemic has brought into sharp relief – employee wellbeing.

There is no doubt that pharmacists and managers are engaged in a stressful role, even at the best of times. Being patient and customer facing while under increasing pressure from the Government, the NHS and commissioners, do managers have the time and mental space to recognise the classic signs of a disengaged workforce?

There is an important difference between a disengaged employee and someone who demonstrates persistent poor performance despite continued support. However, disengagement could actually be wreaking havoc in your business – the question is, are you recognising it?

Pause to reflect

Think about a member of your team and their development needs:

• Do you know what they aspire to?
• How does this fit with your plan for the pharmacy?
• What areas require development, according to your plan?
• Does the employee want to be developed in this direction?