Insider’s perspective
Respondents listed the following critical factors as those being the most important to them. Please note
that a factor can rank high based on wanting the factor or wanting to avoid the factor. As an example,
some may rank repetitive activities as a top factor as this is something that they look to avoid in
their practice. The factors listed below are based on the number of respondents that indicated these
would be the top five factors they would like to have in a role. Note that there are 25 total critical
factors to select from.
Top 5 - first tier
- Compensation (14.5%)
- Leisure and family time (11.6%)
- Community impact (10.1%)
- Ongoing coworker/ client relationships (8.7%)
- Opportunities for advancement (5.8%)
In addition to the top five factors, the second tier of critical factors is listed below. Note that
three of the factors—leisure and family time, community impact, and opportunities for advancement—are
listed in both areas. This can be interpreted to mean that for some these factors are in their top five
list while for others they are a close second.
Top 5 - second tier
- Community impact (8.7%)
- Leisure and family time (8.7%)
- Organizing/management/supervision of people (7.2%)
- Leadership and professional development (5.8%)
- Opportunities for advancement (5.8%)
One respondent from Washington commented on leisure and family time, saying, “We don’t get enough with
how mentally demanding our jobs are, especially if you change companies.”
Another from Georgia said, “It’s important to find something you love, that will also pay your bills.”
There are many rewarding and challenging experiences with managing a store. Thirty-three percent
indicated that a rewarding aspect is working with the patients they serve. One respondent from Florida
stated, “The most rewarding is the good patient interactions. Feeling like you actually helped them, and
they are appreciative. The most challenging thing is finding the line between spending extra time with
patients or really looking into the clinical side of prescriptions, versus being efficient and not
getting behind during the day.” Another from Georgia added, “The most rewarding is patient consultation
and interactions. The most challenging is dealing with corporate goals.”
When asked to select an additional factor that you consider to be the most important, respondents listed
pressure (18.8%), work schedule (13.0%), and job security/multiple task handling (10.1% each).
Respondents had a variety of responses that they provided as highlights of their career and where they
see the future of the role. Several of the responses are listed below.
- “Helping people succeed, patients succeeding with their care, and pharmacy technicians developing
into interns.”
- “Having patients come back and thank me for recommendations that helped them.”
- “Voted best pharmacy manager by my customers in the district.”
- “Getting to know my patients one on one and calling them by their first names.”
- “Being a pharmacy manager in one place for 10 years and truly knowing and caring about my patients
and them caring about me!”
- “Seeing things come full circle as a preceptor. From hiring on after their rotations to being hired
as a pharmacist within the company. It was rewarding to help contribute to their professional
development.”
- “The love of my patients and staff.”
Critical factor ratings
Opportunities for advancement
[To what degree does your work allow for advancement?]
Respondents were mid-range in their response to opportunities for advancement as they rated this factor
5.61. Where some see opportunities, others do not.
One respondent from Georgia stated, “Floater, manager, district manager, pharmacy operations manager.
The opportunity is there.” However, another respondent from New York added that, “The higher you go the
fewer positions there are.”
Some may have the opportunities to advance but need to weigh the options. A respondent from Kentucky
indicated that “The only advancing from my position would be to district leader, regional leader, etc.
Those positions manage pharmacists or manage people managing pharmacists, they do not practice pharmacy.
I did not become a pharmacist to manage people; I became a pharmacist to take care of patients.”
0
1
2
3
4
5
6
7
8
9
10
0 = Little advancement opportunities
10 = Great opportunities for advancement
Leadership development/professional involvement
[To what extent does your work allow for the development of leadership skills and
professional involvement in the pharmacy profession?]
Community chain pharmacy managers were mid-range when looking at this factor with a rating of 6.06. The
respondents varied in their thoughts based on location and the support provided by the organization.
One respondent from Kentucky stated, “I am the leader of the pharmacy and always developing my skills
and the skills of my team.” Another from Connecticut had a different perspective when they stated,
“Development is 80% on yourself and 20% on the organization. Good organizations notice top performers!”
0
1
2
3
4
5
6
7
8
9
10
0 = Little development of leadership skills and professional involvement
10 = Great opportunities for leadership development and professional
involvement
Community impact
[How much impact is your work in terms of serving the community?]
Respondents rated this factor the highest for the profile with a high-range rating of 8.02. This
indicates that impact that chain managers feel they have in their community.
A respondent from Illinois stated, “Practicing in the community chain setting, I interact with hundreds
of patients every day. The key is to focus on being their pharmacist, regardless of what corporate
pressures may exist.” Another from Virginia added, “We are first line for immunizations, counseling,
medication recommendations for therapy gaps.”
A pharmacist from Maine looked a little boarder and indicated, “In my store, we put people first because
I put people first. I work with the state public health department, Centers for Disease Control and
Prevention (CDC), emergency response teams, Drug Enforcement Agency (DEA), U.S. Coast Guard, and
long-term care facilities to ensure my reach is beyond our walls.”
0
1
2
3
4
5
6
7
8
9
10
0 = Little impact
10 = High level of impact
Autonomy
[To what extent does your work allow for autonomy in decision making?]
Autonomy is looked at differently by individuals. Some like having full autonomy while others lithe the
ability to follow protocols. Respondents were mid-range with a rating of 5.77.
A pharmacist from Georgia stated, “We have autonomy to a small degree. We have control of our individual
store, but corporate wants them all to be the same.” Another different respondent from Georgia added
that they look at this broadly and are “Able to share and provide input at the store and district
level.”
0
1
2
3
4
5
6
7
8
9
10
0 = Very little low autonomy
10 = High level of autonomy
Focus
[To what extent does your work allow you to be focused on the future versus a focus only on
immediate tasks?]
Most respondents indicated the need to focus on more immediate tasks and rated this factor 4.75.
A respondent from Nevada indicated, “Easier to concentrate on the now than the future.” Another
respondent from New Hampshire looked a little broader and stated, “With health transitions, corporate
needs to think outside of the box.”
0
1
2
3
4
5
6
7
8
9
10
0 = Immediate tasks only
10 = Tasks focused on the future
Prestige
[To what extent does your work provide professional prestige?]
Prestige is another factor that is very individualized in how one feels. Overall, the group rated the
factor a 5.07 which is mid-range.
As mentioned, it is interesting how individuals responded to prestige as one respondent from Virginia
stated, “Within the profession community chain pharmacists are looked down upon while they are many
times the first and most important pharmacists with direct community engagement.”
0
1
2
3
4
5
6
7
8
9
10
0 = Provides low prestige
10 = Provides high prestige
Creating value/positive outcomes
[To what extent does your work allow for personal fulfillment through the creation of value
and positive outcomes?]
Respondents were mid-range with a 5.47 relative to creating values/positive outcomes.
One respondent from Virginia indicated that, “You provide your fulfillment through each day you make a
difference it is self-determined.” Another from Georgia stated, “I do feel that community pharmacy
provides value. I feel like my location has a small-town feel/vibe. We have many patients that have been
here for 20+ years.”
An additional comment from a long-term pharmacist in Georgia stated, “I feel as a 32-year retail
pharmacist one needs to independently decide where their value and fulfillment come from. I have changed
the lives of countless patients.”
0
1
2
3
4
5
6
7
8
9
10
0 = Little extent
10 = High extent
Patient relationships
[To what degree do you have ongoing or long-term relationships with
patients?]
Respondents indicated that they lean toward long-term patient relationships with a rating of 7.23.
A pharmacist from Maine stated, “My patients and team are part of my every day. They all know I am here
for them and will do anything and everything I can to help them.” An additional respondent from Georgia
was brief and added, “Very much to both.”
0
1
2
3
4
5
6
7
8
9
10
0 = No ongoing/ long-term relationships
10 = All are long-term relationships
Coworker/client relationships
[To what degree do you have ongoing or long-term relationships with Coworkers or
clients?]
Respondents also leaned toward longer term relations with coworkers and clients as they rated the factor
7.10.
One respondent from Kentucky indicated that “The most rewarding aspect of my (role) is when I get to
make a difference in someone’s life. Those moments keep me going when other patients are rude and the
work is stressful.”
0
1
2
3
4
5
6
7
8
9
10
0 = No ongoing/ long-term relationships
10 = All are long-term relationships
Writing/conducting research
[How often do you engage in writing and/or conducting research?]
Writing and conducting research was the lowest rated critical factor at 0.55. This does make sense based
on the roles that these pharmacists have.
A respondent from Maine did provide a perspective that others agreed with when they stated, “Sadly,
since COVID-19, my time is spent ensuring my patients, community, and team are taken care of.”
0
1
2
3
4
5
6
7
8
9
10
0 = None of my time
10 = All my time
Generating new ideas
[To what degree does your work involve generating new ideas?]
This factor was rated in the low range at 3.02 by the group.
One respondent from South Carolina indicated, “If the idea generates more sales, the district leader
will approve as long as your hours are within budget.” Another from Kentucky added that, “There are
always problems and problems need solutions.”
0
1
2
3
4
5
6
7
8
9
10
0 = Little innovative thinking
10 = High degree of innovative thinking
Supervision/management
[To what extent do you spend your time organizing, managing, or supervising others and/or
business operations?]
Participants rated this factor as the second highest with a rating of 7.58. There is a trend among the
respondents that they spend a good amount of time supervising and in management activities.
One respondent from Kentucky stated, “I am never alone which means I am constantly supervising someone.
If they are speaking to a patient, I am listening to be sure they do not say something wrong.” Another
from New Hampshire added, “As a pharmacy manager you are expected to incorporate this into your day.”
0
1
2
3
4
5
6
7
8
9
10
0 = None of my time
10 = All my time
Patient interaction
[How much time do you spend interacting with patients?]
Patient interaction was at the higher end of responses with a rating of 7.12.
A respondent from Kentucky indicated, “I feel that this should be the focus of a pharmacist.” Another
from Maine added, “Prior to COVID-19, I had the time to spend physically caring for those around me. Now
I have too many ‘non-patient care’ activities.”
0
1
2
3
4
5
6
7
8
9
10
0 = None of my time
10 = All my time
Public interaction
[How much time do you spend interacting with the public?]
Public interaction (7.08) is very closely aligned with the above patient interaction factor.
A respondent from Virginia indicated that they spend “Most of the day is interacting with the public and
patients. Strong communication skills are essential.” Another pharmacist from Nevada added, “Working
with the public can be very rewarding.”
0
1
2
3
4
5
6
7
8
9
10
0 = None of my time
10 = All my time
Collaboration
[How often do you work or collaborate with other health professionals or educate other
professionals in your work?]
Respondents were on the lower end of the spectrum (3.65) in relationship to collaborative with other
health care professionals or educating them. However, this does differ for each pharmacist.
One respondent from Kentucky stated, “I speak with doctors and nurse practitioners 10–20 times a day.”
Another respondent from Missouri added, “I have worked a long time to get doctors and nurses in the area
to except my recommendations and know I try to help.”
A respondent from Maine provided a different perspective when they indicated, “As I am the senior
pharmacist in my area, I am usually the one everyone calls with problems, I walk other pharmacists
through issues on a daily basis.”
0
1
2
3
4
5
6
7
8
9
10
0 = None of my time
10 = All my time
Family/leisure time
[How much free time do you have for leisure and family activities in your work?]
Respondents were mid-range with a rating of 4.15 for this factor. There was a wide variety of responses.
One respondent from Nevada looks out for this by indicating, “I pride myself in putting my mental health
and leisure time as a priority in my life.” A respondent from Georgia added, “I have no free time while
I am working. I have a decent work/life balance outside of work.”
0
1
2
3
4
5
6
7
8
9
10
0 = Little free time
10 = Plenty of time for family and leisure activities
Impact on well-being
[To what degree do you impact the well-being of individuals?]
Respondents rated the impact on well-being in the upper mid-range at 7.28.
A pharmacist from Maine summed this up well when they stated, “As their pharmacist, mentor, manager, and
friend, I have an impact with everything that I do. We see and touch so many lives in so many ways—how
could we not?” Another respondent from Kentucky added, “Patients who ask questions...actually, get much
more than they even thought they needed.”
0
1
2
3
4
5
6
7
8
9
10
0 = Low degree
10 = High degree
Problem solving
[To what degree do you solve problems with tried-and-true alternatives versus untested
alternatives in your work?]
Most respondents indicated that they are mid-range with a rating of 4.65 leaning toward more
tried-and-true solutions.
One respondent from Maine stated, “I am an outside of the box person. I will try known items first, but
I will always go above that if success does not occur.”
0
1
2
3
4
5
6
7
8
9
10
0 = Tried and true
10 = Untested alternatives
Expertise
[How general or specialized is the expertise required in your work?]
Pharmacist managers indicated that their knowledge is more genialized versus specialize with a rating of
3.25.
One respondent summed this up for many when they stated, “Know a little bit about everything.”
0
1
2
3
4
5
6
7
8
9
10
0 = Generalized
10 = Specialized
Repetition
[To what degree is your work composed of activities and tasks that are highly repetitive
versus highly variable?]
The factor of repetition is the second lowest rating at 2.70. This is an indication that most of the
work is repetitive.
One respondent from Kentucky indicated, “There’s a lot of repetition.” Another from Nevada supported
this by adding, “New day same thing.”
0
1
2
3
4
5
6
7
8
9
10
0 = Highly repetitive
10 = Highly variable
Applying scientific knowledge
[How much of your time is spent applying scientific knowledge in your
work?]
Respondents in general feel that the apply scientific knowledge to a lesser degree with a rating of
3.93.
One respondent from North Carolina stated, “Application of scientific knowledge is rare.”
0
1
2
3
4
5
6
7
8
9
10
0 = No application
10 = High level of application all the time
Applying clinical knowledge
[How much of your time is spent applying clinical knowledge in your
work?]
Respondents indicated that the application of clinical knowledge was mid-range with a 5.90. This shows a
higher application than scientific knowledge.
One respondent from Virginia indicated, “I’m asked questions constantly and asked to decide if DUR’s are
important or not.”
0
1
2
3
4
5
6
7
8
9
10
0 = No application
10 = High level of application all the time
Parental leave
[To what extent does your work setting offer parental leave opportunities?]
Pharmacists were mid-range with a rating of 5.24. One item to consider is that this does not apply to
some who are not looking for parental leave.
A respondent from Georgia provided that they have, “Twelve weeks a year for parental leave, including
time for adoptions. Maternity and paternity leave available.” Another respondent from South Carolina
added, “Eight weeks for men and women.”
0
1
2
3
4
5
6
7
8
9
10
0 = Limited opportunities
10 = Unlimited opportunities
Compensation
[To what degree do you feel compensated for your responsibilities in your work?]
Respondents were mid-range in their rating of this factor at 5.90.
A pharmacist from Kentucky stated, “I’m fairly well compensated but I wouldn’t refuse a raise.” Another
from Nevada added that they do have concerns in this area as they, “Have been doing more and more work
since the pandemic and salary has not increased enough for all the new work being done.”
0
1
2
3
4
5
6
7
8
9
10
0 = Not well compensated
10 = Well compensated
Benefit package
[How comprehensive is the employee benefit package offered in your work setting?]
Respondents differed on this factor based on where they work within average rating of 6.20 mid-range.
One respondent from Nevada indicated, “Company matches 401k contributions and stock options. Benefits
are very impression for a large company.” Another from Georgia added: “Excellent benefits and employee
stock ownership.”
0
1
2
3
4
5
6
7
8
9
10
0 = Not comprehensive
10 = Very Comprehensive
Advice for student pharmacists
Practitioners’ advice to student pharmacists varied across many areas—all which looked at ways to gain
additional information in this area as well as looking forward to the future. Not all agree on what the
future looks like. Below is a partial list of advice.
- “Less production tasks and more clinical tasks.”
- “More robotics/automation and less technician help.”
- “Expanded clinical services and expanded technician duties.”
- “Be careful–increased incidences of burnout.”
- “More clinical and one on one counseling with workflow being more centralized.”
- “I look forward to what it could be, every year seems to be better.”
- “More immunizations, more clinical services.”
Professional organizations
Academy of Managed Care Pharmacy (AMCP)
675 North Washington Street, Suite 220, Alexandria, VA 22314
(703) 684-2600 |www.amcp.org
Accreditation Council for Pharmacy Education (ACPE)
190 South LaSalle Street, Suite 3000, Chicago, IL 60603-3446
(312) 664-3575 |www.acpe-accredit.org
American Association of Colleges of Pharmacy (AACP)
1400 Crystal Drive, Suite 300, Arlington, VA 22202
(703) 739-2330 |www.aacp.org
American Association of Pharmaceutical Scientists (AAPS)
Avedisian Hall, 7 Greenhouse Road, Kingston, RI 02881
(703) 556-0650 |www.aaps.org
American Association of Psychiatric Pharmacists (AAPP)
8055 O Street, Suite S113, Lincoln, NE 68510
(402) 476-1677|www.aapp.org
American College of Apothecaries (ACA)
2830 Summer Oaks Drive, Bartlett, TN 38134
(901) 383-8119 |www.acainfo.org
American College of Clinical Pharmacy (ACCP)
13000 West 87th Street Parkway, Lenexa, KS 66215-4530
(913) 492-3311 |www.accp.com
American Foundation for Pharmaceutical Education (AFPE)
11325 Random Hills Road, Suite 360A-105, Fairfax, VA 22030
(571) 404-0471 | www.afpenet.org
American Pharmacists Association (APhA)
2215 Constitution Avenue, NW, Washington, DC 20037
(202) 628-4410 | www.pharmacist.com
American Society of Consultant Pharmacists (ASCP)
1240 North Pitt Street, Suite 300, Alexandria, VA 22314
(703) 739-1300 | www.ascp.com
American Society of Health-System Pharmacists (ASHP)
4500 East-West Highway, Suite 900, Bethesda, MD 20814
(866) 279-0681 | www.ashp.org
Board of Pharmacy Specialties (BPS)
2215 Constitution Avenue, NW, Washington, DC 20037
(202) 946-5026 | www.bpsweb.org
Hematology/Oncology Pharmacy Association (HOPA)
555 East Wells Street, Suite 1100, Milwaukee, WI 53202
(877) 467-2791 | www.hoparx.org
National Alliance of State Pharmacy Associations (NASPA)
2530 Professional Road, North Chesterfield, VA 23235
(804) 285-4431 | www.naspa.us
National Association of Boards of Pharmacy (NABP)
1600 Feehanville Drive, Mount Prospect, IL 60056
(847) 391-4406 | www.nabp.pharmacy
National Association of Chain Drug Stores (NACDS)
1776 Wilson Blvd, Suite 200, Arlington, VA, 22209
703-549-3001 | www.nacds.org
National Association of Specialty Pharmacy (NASP)
300 New Jersey Ave, NW, #900, Washington, DC 20001
(703) 842-0122 | www.naspnet.org
National Community Pharmacists Association (NCPA)
100 Daingerfield Road, Alexandria, VA 22314
(703) 683-8200 | www.ncpa.org
National Pharmaceutical Association (NPhA)
10810 North Tatum Boulevard, Suite 102-965, Phoenix, AZ 85028
(480) 405-9291 | www.nationalpharmaceuticalassociation.org
Pharmaceutical Research and Manufacturers of America (PhRMA)
670 Maine Avenue, SW, Suite 1000, Washington, DC 20024
(202) 835-3400 | www.phrma.org