Qais Alefan

B.Pharm, R.Ph, M.Pharm (Clinical), PhD

HRM is important because it can make the difference between a smoothly running pharmacy and a dysfunctional, unsuccessful one
Practice of pharmacy management

Managing people

Managing nonhuman resources

Human resources management (HRM)

Inventory control, computer systems design and maintenance, and financial management

HRM is defined as the process of achieving organizational objectives through the management of people

When these tasks are done well, pharmacy employees know their responsibilities and receive sufficient feedback to meet them successfully

Many problems in the pharmacy profession result at least partially from the fact that pharmacists often are poorly managed A manager may contribute to medication errors by emphasizing quantity of work over quality of work Medication errors may occur when poorly managed pharmacists are permitted to develop poor dispensing habits, provide inadequate supervision of technicians, or maintain incomplete medical documentation

If a manager hires competent, self motivated professionals, issues such as motivation and performance are less of a problem Good hiring practices also diminish employee dissatisfaction and turnover (the right person with the right job) Employees who interact with customers help to determine the image of your organization

Pharmacy employees can be a source of competitive advantage in the marketplace Choosing the wrong employee can be expensive. Choosing problem employees who eventually are terminated can spread conflict within an organization, reduce job enjoyment, increase workplace tension, hinder teamwork, and cause a host of other problems Problem employees also can take up significant managerial time in counseling, dispute mediation, and oversight

Consists of all activities associated with attracting qualified candidates The purpose is to attract the most qualified candidates to interview for vacant job positions It is easier when employers are proactive in their recruitment efforts Proactive recruitment occurs when employers:
continually recruit and network maintain a pleasant work environment establish a positive image for potential recruits

Well-run pharmacies continually develop contacts with potential employees

A pharmacy employer can also cultivate potential employees by hiring pharmacy students for part-time work and mentoring pharmacy students in advanced-practice experiences (i.e., clerkships) It is easier to find candidates the more desirable the job Employers who treat employees well have fewer problems with job turnover. In many cases want ads are unnecessary because applicants apply as a result of wordof-mouth recommendations from current employees

Advertisements are a common way of recruiting employees The first step in advertising is deciding how big of a net to cast for potential employees

Hometown newspapers or state professional journals for local advertising

National newspapers, national professional journals, or Internet job Web sites for regional or national advertisements

The organization must consider the cost-effectiveness of the various advertising media After choosing the advertising medium, an advertisement is written keep it simple It should not make false promises and should not use hyperbolic rhetoric or technical jargon

 Personnel offices offer valuable assistance in:

advertising positions managing applications and paperwork screening candidates advising about legal and policy questions checking references extending job offers

Pharmacists need to monitor and influence the personnel offices performance in the placement process

Job applications serve two purposes:

to help screen unqualified candidates to provide background about the candidate for the interview

Screening is a process that attempts to weed out unqualified applicants from the pool of potential candidates Common screening criteria include:

lack of job qualifications (e.g., license or experience) poorly completed applications (e.g., missing information, or sloppy writing) negative applicant history (e.g., frequent changes in employment)

Qualified candidates are ranked according to desirability, with the topranked candidates receiving initial invitations to interview

If a candidate is not chosen from the first round of applicant interviews, a second round is scheduled, drawing from the pool of applicants
The following is a suggested list of interview preparation steps:
Send information about the position to the candidate Identify interview objectives (available immediately) Review the position description and performance standards Develop a list of interview questions Pay attention to assessing the requirements of the job specified in the performance standards Study the applications and rsums Look for credentials on which you want the candidate to expand Also note frequent job changes, gaps in employment, demotions, etc Schedule a quiet, uninterrupted interview Alert coworkers whom you want the candidate to meet

Most interviews follow a relatively predictable number of steps

Traditional interview: engage candidates in a general discussion about themselves

Tell me a little about yourself or What are your strengths and weaknesses?

Situation (role-play) interviews: direct applicants to describe how they would handle a difficult imaginary situation
You are the pharmacy manager, and one of your employees has just told you that another worker is stealing merchandise. What would you do? Situation interviews assess candidates problem-solving capabilities and communication

Stress interviews: replace the polite conversation seen in traditional interviews with a deliberate attempt by the interviewer to unnerve the candidate with blunt questions (e.g., Why would a woman like you want to work here?), interruptions, and persistent chase of a subject
It attempts to discern candidate preparation and ability to handle stress

Behavioral interviews: evaluate an applicants past behavior, experience, and initiative by asking for specifics about past events and the candidates role in those events

Classic behavioral questions start with Give me an example when you . . . or Describe your worst . . . . Behavioral interviewing is based on the assumption that past behavior best predicts future behavior

In many cases interviewers employ more than one style in an interview

Other tools used by some employers to select candidates are standardized personality and skills tests

persons with certain personality traits (e.g., one who employs a particular leadership style) a person may have to demonstrate one or more particular abilities on a skills test

Most interviewers have limited experience and are prone to common interview mistakes:
lack of preparation interviewer does most of the talking interviewers treat the interview as an inquisition designed to squeeze the candidate into revealing his or her flaws some interviewers assume that the candidate wants the position, so no attempt is made to sell its benefits

During the interview process, it is important to keep good notes about each candidate It is also helpful to develop an interview checklist to structure interview notes The final choice of the interviewer often comes down to how well a candidate can address the following questions:

Can this person do the basic job? How well do the candidates skills and capabilities mesh with the organizations needs? Will the candidate make my job easier? Would I want to work with this person?

In most cases, a candidate cannot be hired until the personnel department completes a reference check If everything is found to be acceptable, a compensation package is put together, and an offer is extended It is important that the pharmacy department be involved in the process Once an applicant accepts a position, the hard part of HRM begins Once hired, employees must be given the training and feedback necessary Managers must communicate to employees what is expected of them, train them to do it, and provide feedback about how well they are doing and how they might improve

One key task in employee success is training The purpose of training is to help employees meet the changing demands of their jobs For the organization: it improves the quality and quantity of work For the employee:
more interesting and meaningful job lead to greater morale and sense of accomplishment

Training is meant to improve employee performance with current tasks and jobs

Development prepares employees for new responsibilities and positions

It is a good idea to develop a checklist that covers all orientation topics to ensure that nothing is overlooked

The changing nature of medical and business practice requires continual training throughout their careers

Job training is a responsibility of both the individual and the organization

Job training can be used to..
develop habits (e.g., time management) knowledge (e.g., new drug treatments) skills (e.g., blood pressure monitoring) procedures (e.g., handling drug insurance claims) policies (e.g., sexual harassment)

Pharmacy organizations formally or informally may employ a type of training called job rotation (also known as cross-training) Job rotation is designed to give an individual broad experience through exposure to different areas of the organization Such training would diversify technicians skills, allowing them to work in any number of areas should one be short-staffed, and may help to improve their self-esteem and sense of contribution to the organization

Development requires a long-term focus by preparing for future needs of the individual or organization Professional development typically consists of answering the following questions:
What is my present situation? Where do I want to be? What skills, knowledge, and training do I need to get where I want to be?

Development differs from training in that it requires a greater intensity of education and instruction Professional development may require formal education and structured experiences such as college courses, multiday seminars and certificate programs, residencies, or fellowships

Performance feedback communicates how well employees are doing in their jobs and how they can improve

Managers commonly provide employee feedback in three ways

Employees annual (or semiannual ) performance reviews Reviews scheduled ad hoc in response to certain good or bad performances

Day-to-day feedback

Day-to-day feedback provided on the job

Refers to the verbal and visual messages provided daily to employees through conversations, body language, and behaviors
Daily communication is the most effective performance feedback because it is immediate and often Other forms of managerial feedback are provided less frequently and often long after the behavior occurred

The following is a list of suggestions for providing useful daily feedback to employees: Practice management-by-walking-around (MBWA)
getting out the office or from behind the desk and interacting with employees

When practicing MBWA, listen more than talk Focus on the positive.

The purpose is to learn what is happening and to solicit input and advice from others Encourage people by catching them doing something right Surprise them with positive comments specific to an action that you want them to continue doing When people make suggestions or you make promises, write them down Provide a deadline for getting back to them about any documented issue Then keep your promise to get back to them by that deadline Try not to waste peoples time, interrupt their work, nitpick, complicate things, or do anything that makes their day-to-day job more difficult

Take notes

Make individuals see your presence as helpful.

The purpose of MBWA is to assist and support employees, not to criticize and inspect their work

Act as long-term planning sessions where managers help employees to:

review their previous progress identify successes and areas that need improvement

establish goals and objectives for the next year

Augment and summarize feedback provided by managers on a day-to-day basis

Good ad hoc performance reviews:

to provide recognition for outstanding performance and may be accompanied by award or gift

Bad ad hoc reviews:

to address unacceptable employee behavior or performance immediately

These negative ad hoc reviews are part of a process called progressive discipline

Is defined as a series of acts taken by management in response to unacceptable performance by employees Its role is to escalate the consequences of poor employee performance incrementally with a goal of improving that behavior Responses by management to undesirable behavior become progressively severe until the employee either improves, resigns, or is terminated Although punitive in nature, the purpose of progressive discipline is not to punish Indeed, improved behavior is always the preferred outcome, never the loss of an employee through resignation or termination Progressive discipline may be initiated in response to employee behaviors such as discourtesy to customers or coworkers, tardiness, absenteeism, unsatisfactory work performance, and violation of departmental policies

Progressive discipline usually consists of the following steps

verbal warning

written warning

suspension

termination

A verbal warning is a formal oral reprimand about the consequences of failing to perform as expected A manager might verbally warn a technician that she is performing below expectations in regard to tardiness and that if performance is not improved, further disciplinary action may be warranted Verbal warnings are relatively common and often the only action needed to correct unacceptable employee performance

If an employee does not respond to a verbal warning is the first formal step in progressive discipline that may result in eventual discharge of the employee It differs from verbal warnings, which are relatively informal acts that only require the manager to note the time and place of the reprimand and what was discussed Is a legal document that can end up as evidence in a court case If an employee is discharged and any disciplinary step is handled inappropriately, the employer can be sued successfully for financial damages by the employee Should be crafted carefully with help from superiors and the human resources department Should describe the unacceptable behavior clearly, previous warnings, specific expectations of future behavior to be achieved by a precise deadline, and the consequences of not meeting expectations For example, If you are late for work more than twice within the next month, you will be suspended for one day without pay It is essential for a manager to keep good records of previous warnings because they will be used as the basis for potential written warnings

Suspensions are punitive actions meant to demonstrate the seriousness of a situation Sometimes written warnings do not result in improved employee performance and need to be backed up by actions Suspensions are meant to act as a final warning that current behavior is unacceptable Like written warnings, they must be crafted carefully to include previous warnings, requirements for future actions, and consequences for not improving behavior (e.g., termination)

Some managers are hesitant to terminate employees because it can be a difficult circumstance for all involved It can lead to legal action for the business and individual manager However, if employees are provided clear performance standards and the procedures for progressive discipline are observed, firing bad employees usually is not difficult procedurally This means that every step leading up to the termination must be appropriate and documented

Procedures for terminating employees differ depending on the circumstances For newly hired employees who are on probation (i.e., a trial period for assessing new employees),

the process of progressive discipline ordinarily does not need to be followed The employee can be terminated at any time during the probationary period if it is clear that the employee will not succeed in the job The steps of verbal warning, written warning, and suspension are not necessary before termination The same is true for employees who commit acts that can lead to immediate termination, such as fighting on the job, drug or alcohol use at work, stealing, vandalism, or periods of absence without notice.

For employees who do not fall into the preceding categories, termination should not come as a surprise Following progressive discipline procedures should give employees explicit expectations of what is going to occur when performance is not improved Many employees will resign before being terminated Employees who do not resign are asked to attend a termination meeting Prior to the termination meeting, the manager must be certain that all the following statements are true:

The employee is not being terminated for anything but poor job performance or breaking major rules (e.g., theft or fighting) The reason for termination can be stated in measurable, factual terms The employee has been given specific feedback regarding the performance deficiency in measurable, factual terms The organizations policies and procedures regarding discipline have been observed and actions documented The employee has been given ample opportunity to correct the poor performance Employee treatment is consistent with similar situations of employee performance The personnel department has been kept informed throughout the disciplinary process and is currently aware of plans to terminate the employee If there is no personnel department with whom to confer, a lawyer should be consulted

Most businesses have a procedure for terminating employees, so the manager simply follows that procedure Most termination procedures require that a witness be present during the meeting to verify conversations and actions The primary goal of the termination meeting is to terminate the employee compassionately and in a manner that maintains the employees dignity and self respect This is better achieved by being direct and to the point by stating something such as, You have not achieved the performance objectives specified in our last meeting, so we have decided to terminate you from your position The employee may respond in multiple ways (e.g., anger, tears), but your response should be neutral You should not argue with or criticize the employee or engage in any negotiations It is essential to state that this decision is final Let the employee vent any frustrations, but do not permit abusive or violent behavior Be ready to discuss a severance package or direct the person to the human resources department, and then end the meeting

Since an employee may be upset and not thinking very clearly after termination, it is useful to offer recommendations on what he or she should do next For instance, the employer may tell the employee that he does not need to complete his shift and that his belongings will be packed and left for him to pick up the following day at some designated place

After termination, several final steps need to be concluded

Documentation of final actions should be completed and filed All people involved should be reminded about the confidentiality of discussions and actions

Finally, the manager should reflect on how the process went and what changes may be necessary to prevent further terminations

Good HRM is an important requirement for providing excellent pharmacy services Pharmacy personnel who are well managed are more likely to be satisfied in their jobs, effective, and productive

Good HRM in health care fields enhances the likelihood that patients will be better served and achieve better health outcomes
Any pharmacist who is serious about serving patients and the profession needs to be committed to good HRM