Job Aid: Corrective Action and Coaching Strategies for Pharmacy Managers

Purpose

To equip pharmacy managers with practical and  actionable tools for addressing performance concerns and fostering continuous professional development through effective coaching and corrective action.

When and How to Use Corrective Action

Corrective action is a structured, solution-focused approach used to address performance or behavioral issues that impact patient safety, workflow efficiency, or team cohesion. It is most effective when applied consistently, fairly, and with a focus on long-term improvement.

Key Steps in the Corrective Action Process:

1. Identify the Issue
   Observe and document specific behaviors or performance concerns that deviate from expectations or standard operating procedures (SOPs).
2. Analyze the Root Cause
   Determine whether the issue stems from a knowledge gap, attitude, or a breakdown in process. This step is critical to ensure the right solution is applied.
3. Develop a Targeted Action Plan
   Collaborate with the employee to outline clear expectations, define measurable improvements, and set realistic timelines. Include follow-up checkpoints to track progress.
4. Implement the Plan
   Communicate the plan clearly, review expectations, and ensure the employee understands and acknowledges the next steps.
5. Monitor and Follow Up
   Reassess performance regularly. Provide feedback, adjust the plan if necessary, or escalate appropriately if progress is not made.

Tip: Consistent documentation and objective communication are essential, especially in unionized environments where disciplinary actions may be subject to review (ASHP, 2022; SHRM, 2021).

Coaching: Driving Daily Improvement

Coaching is a proactive, relationship-based strategy that supports staff development, builds confidence, and promotes accountability. Unlike corrective action, coaching is ongoing and focused on growth rather than discipline.

Best Practices for Effective Coaching:

• Set Clear Expectations
  Define performance goals and role responsibilities with clarity and transparency.
• Provide Timely, Constructive Feedback
  Use the SBI model—Situation, Behavior, Impact—to deliver feedback that is specific, respectful, and focused on behaviors rather than personal traits.
• Engage Through Dialogue
  Ask open-ended questions to encourage reflection and ownership.
  Example: “What challenges are you experiencing with this task?”
• Follow Through Consistently
  Regular check-ins reinforce progress, provide opportunities for course correction, and demonstrate ongoing support.

Note: Coaching fosters trust, enhances morale, and improves retention. It’s about guiding—not policing (Serrat, 2017).

Special Considerations in Unionized Settings

• Understand the collective bargaining agreement, especially regarding progressive discipline and representation rights.
• Maintain objective, detailed documentation of all performance-related discussions and actions.
• Involve Human Resources early when issues persist or escalate.

When to Use Coaching vs. Corrective Action*

(view table as image)

Final Thoughts

Effective pharmacy leaders know that performance management is not about choosing between coaching and corrective action. Rather, it is  about knowing when and how to use both. By addressing issues early, supporting professional growth, and maintaining open, respectful communication, pharmacy managers can build high-performing teams rooted in accountability, trust, and excellence.

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References

• Society for Human Resource Management. (2021). Managing employee discipline. https://www.shrm.org
• Joint Commission. (2023). Human resources standards for healthcare organizations. https://www.jointcommission.org
• Serrat, O. (2017). Coaching and mentoring for leadership development. In Knowledge Solutions (pp. 897–903). Springer. https://doi.org/10.1007/978-981-10-0983-9_100
• Boysen PG 2nd. (2013 Fall). Just culture: a foundation for balanced accountability and patient safety. Ochsner J. 13(3):400-6.

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