Workforce Wellbeing and Resilience in Pharmacy: A Guide for Pharmacy Managers

Pharmacy managers are facing an increasingly urgent challenge: maintaining the wellbeing and resilience of their staff amid rising demands and widespread burnout. In the fast-evolving landscape of healthcare, the sustainability of pharmacy services relies on more than efficiency—it hinges on the health, engagement, and resilience of pharmacists, pharmacy technicians, and residents. The call to action is clear: pharmacy managers must lead systemic, evidence-based efforts to create positive, supportive workplaces.

The Scope of the Problem

Burnout among pharmacy professionals is a growing concern, with some studies reporting burnout rates as high as 70% among hospital pharmacists and technicians. Burnout, defined by the World Health Organization as an "occupational phenomenon" arising from unmanaged chronic workplace stress, is associated with emotional exhaustion, depersonalization, and diminished professional efficacy.

According to the National Academy of Medicine, clinician burnout also leads to significant consequences at the organizational level—lower care quality, increased errors, reduced patient satisfaction, and high turnover costs. In pharmacy settings, residents are particularly vulnerable, with one study reporting significantly higher distress scores than non-resident pharmacists.

A Systems Approach for Managers

Burnout is not simply an individual problem; it is a systems issue. A high workload, administrative burden, lack of autonomy, and misalignment between values and organizational culture are all major drivers. The National Academies recommend a multi-tiered approach involving change at the organizational, technological, and leadership levels.

Pharmacy managers have a pivotal role in this transformation. A systems model highlights three core spheres where interventions can occur:

• Frontline Practice – Optimize workflows, reduce interruptions, and staff appropriately.
• Organizational Culture – Foster psychological safety, peer support, and equitable policies.
• External Environment – Advocate for realistic regulatory standards and policies.

Case Study: Implementation in a Large Health System

A leading academic health system implemented a two-tiered pharmacy wellbeing initiative: one program targeting residents, and another encompassing the entire department. Their approach was instructive for pharmacy managers:

• Needs Assessment: Anonymous surveys identified stressors, such as excessive workload, unclear expectations, and lack of social support.
• Employee-Driven Committees: Wellbeing committees included pharmacy staff from all roles, ensuring broad representation and buy-in.
• Leadership Endorsement: Pharmacy executives actively supported initiatives, which included mental health resources, social events, and communication improvements.
• Measurement and Feedback: Wellbeing was tracked using the validated Well-Being Index (WBI), and interventions were continuously refined. Notably, mean WBI scores improved after program implementation, especially among residents.

Actionable Recommendations for Pharmacy Managers

• Establish a Wellbeing Committee
  Create a multidisciplinary group to assess needs and develop interventions. Include representation from technicians, interns, residents, and pharmacists.
• Measure and Monitor
  Use tools like the Well-Being Index or Maslach Burnout Inventory to establish baseline distress levels and track progress.
• Act on Feedback
  Prioritize high-impact, feasible suggestions from staff—ranging from improving communication channels to restructuring workloads.
• Build Resilience into Training
  Integrate resilience-building into staff onboarding, resident programs, and continuing education. Offer sessions on time management, stress reduction, and navigating difficult conversations.
• Model Supportive Leadership
  Demonstrate vulnerability, promote psychological safety, and normalize the use of mental health resources. Accountability starts at the top.

Final Thoughts

For pharmacy managers, investing in workforce wellbeing is both a moral responsibility and a strategic priority. A resilient, supported team delivers safer, higher-quality care, with fewer errors and better patient outcomes. Through intentional leadership and systems-based strategies, managers can cultivate thriving pharmacy departments, even amid ongoing industry pressures.

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References

• Heibert HH, Maddox RR, Flynn EA, Williams CK. Effect of barcode technology with electronic medication administration record on medication accuracy rates. Am J Health-Syst Pharm. 2020;77(12):209-218. doi:10.2146/ajhp130332
• Pillinger KE, Treptow CF, Dick TB, Jones CM, Acquisto NM, Development and implementation of pharmacy department and pharmacy resident well-being programs. Am J Health-Syst Pharm. 2022; 79(16); 1337-1344 https://doi.org/10.1093/ajhp/zxac131
• National Academies of Sciences, Engineering, and Medicine. Taking Action Against Clinician Burnout: A Systems Approach to Professional Well-Being. Washington, DC: The National Academies Press; 2019. https://doi.org/10.17226/25521
• Pillinger KE, Treptow CF, Dick TB, et al. Development and implementation of pharmacy department and pharmacy resident well-being programs. Am J Health-Syst Pharm. 2022;79(16):1337-1344. https://doi.org/10.1093/ajhp/zxac131
• Royal Pharmaceutical Society. Workforce Wellbeing Survey Report; 2021. https://www.rpharms.com
• Kelley KA, et al. Incorporating resilience training into pharmacy education. Am J Pharm Educ. 2019;83(6):6823.
• Johnson SJ, et al. Stress and burnout among pharmacists: a systematic review. J Am Pharm Assoc. 2020;60(2):e6–e24.

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