Management of human resources of a pharmacy department during the COVID-19 pandemic: Take-aways from the first wave

Adam, Jean‐Philippe; Khazaka, Michael; Charikhi, Fouad; Clervil, Maggee; Huot, D.; Jebailey, Joseph; Pascal, O; Morin, Jean; Langevin, Marie-Claude

doi:10.1016/j.sapharm.2020.10.014

Cited by 22 publications

(41 citation statements)

References 6 publications

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“…They also listed the disadvantages and challenges of working from home as: social isolation the need for new forms of management interference between personal and occupational life the cost of setting up home office facilities and the need for time management skills [ 41 ]. …”

Section: Discussionmentioning

confidence: 99%

Innovative human resource management strategies during the COVID-19 pandemic: A systematic narrative review approach

Azizi

Atlasi

Ziapour

et al. 2021

Heliyon

249

140

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Background The spread of COVID-19 creates disruption, uncertainty, complexity, and ambiguity in all organizations. People are the primary asset of any organization and help achieve their goals. Accordingly, to manage human resources sustainably, the organizational strategy review is an appropriate retort. Objective The purpose of this comprehensive review study is to identify unknown challenges, strategies, and unusual decisions related to human resource management other than clinical organizations during the COVID-19 pandemic. Methods The study applied a narrative review approach dissection based on organizations' human resource management strategies to combat the COVID-19 impacts. The review study conducted published literature research through the electronic databases at Web of Science, PubMed, Scopus, PsycINFO, and LISTA. The study extracted 1281 articles from the mentioned databases from November 2021 to the first quarter of 2021. This study reviewed selected papers, included 15 relevant articles, and removed duplicates according to inclusion and exclusion criteria. Finally, the study developed a conceptual framework of human resource management strategies based on the literature findings to fight against the COVID-19 pandemic. Results The COVID-19 pandemic posed numerous adverse consequences, such as economic shock, global health crisis, change in social behaviors, and challenges at the organization level to continue business operations. Besides, the strategies included flexibility, strengthening internal efficiency, talent acquisition, and making innovative changes based on organizational assessment and needs for smooth business activities. Conclusion The appropriate human resource management strategies implementations would increase employees’ mental well-being, satisfaction, productivity, motivation, and health safety at the workplace.

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Section: Discussionmentioning

confidence: 99%

Innovative human resource management strategies during the COVID-19 pandemic: A systematic narrative review approach

Azizi

Atlasi

Ziapour

et al. 2021

Heliyon

249

140

View full text Add to dashboard Cite

show abstract

“…A Canadian study found that pharmacist were significantly more efficient validating prescriptions remotely from home, compared to centralised workstations at the hospital, proposed to be due to less distractions and interruptions. 35 Pharmacists also preferred remote working for their work-life balance, flexibility and stress reduction. 35 The drawbacks were cited as social isolation, conflicts between professional and private life, cost of setting up a home office, and the greater need for self-motivation and good time management.…”

Section: Discussionmentioning

confidence: 99%

“… 35 Pharmacists also preferred remote working for their work-life balance, flexibility and stress reduction. 35 The drawbacks were cited as social isolation, conflicts between professional and private life, cost of setting up a home office, and the greater need for self-motivation and good time management. 35 Going forward, this study adds to the evidence of potential positive of reconsidering working environments, with the potential to alternate between remote working and on-site working to maximise the benefits and limit social isolation.…”

Section: Discussionmentioning

confidence: 99%

“I'm at breaking point”; Exploring pharmacists' resilience, coping and burnout during the COVID-19 pandemic

Langran¹,

Mantzourani²,

Hughes³

et al. 2022

Exploratory Research in Clinical and Social Pharmacy

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Background There is a lack of evidence on how the multimodal dynamic process of resilience has impacted personal adaptation of frontline healthcare professionals, working under extreme pressure during the COVID-19 global pandemic. Objectives To explore resilience, burnout and wellbeing for UK pharmacists in patient-facing roles, including individual and organisational factors that align to the ABC-X theoretical model of the dynamic process of resilience. Methods A non-experimental pragmatist research design was adopted, with a cross-sectional online survey distributed via social media and professional networks between June and July 2020. Quantitative data aligned to a positivist research paradigm was collected using validated scores, to statistically analyse wellbeing, burnout and resilience. Qualitative textual data, consistent with an interpretivist research paradigm, were analysed following an inductive thematic approach. Results A total of 199 surveys from pharmacists working within community, hospital and GP sectors were analysed. Wellbeing scores were strongly correlated to resilience scores. Wellbeing and resilience scores were both inversely correlated with burnout scores. Two-thirds of participants were classified as high-risk within the burnout scales. Key stressors were highlighted by participants, who described how individual resources and perceptions shaped their experience, which overall contributed to their burnout. Organisations that supported pharmacists embraced change and quickly adopted new ways of working, such as teleconsultations, flexible and remote working, redesign of workflow, alongside clear guidance. However, there was also reported frustration at lack of, slow or conflicting guidance from employers. Conclusions This study adds to the growing evidence base for how individuals are affected by adverse events in a dynamic environment, alongside the role that employers can play in supporting individual and organisational resilience. It provides an opportunity to learn from pharmacists' responses to the COVID-19 pandemic, and a call to action for healthcare organisations to rebuild and invest resources into sustained support for staff wellbeing.

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“…In some countries (14), HPs reorganised their activities to limit their HR risks: roles were redistributed and non-pharmacist staff were used to assist in manufacturing units and answer the phone (15). Another study reported HPs encouraging work from home and physical distancing (16).…”

Section: Discussionmentioning

confidence: 99%

Management of the Covid-19 Health Crisis: A Survey in Swiss Hospital Pharmacies

Schumacher

Dhif

Bonnabry

et al. 2020

Preprint

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ObjectiveThis survey aims at reviewing the actions undertaken by Switzerland’s hospital pharmacies during the first wave of COVID-19 pandemic.MethodsA questionnaire covering topics related to the management of the COVID-19 crisis was sent to 65 heads of swiss hospital pharmacy.Results59% of pharmacies reported changes in the role of their staff. 41% of pharmacies had existing standard operating procedures or pandemic plans. 51% created new drug lists for: COVID-19-specific treatments (83% of pharmacies), sedatives (81%), anaesthetics (77%) and antibiotics (73%). Drug availability in COVID-19 wards was managed by increasing existing stocks (54% of pharmacies) and creating extra storage space (51%). Two drugs generated the most concern about shortages: propofol (49% of pharmacies) and midazolam (44%). Remdesivir stocks even ran out in 26% of pharmacies. 77% of pharmacies experienced problems procuring hand sanitiser solutions and 53% manufactured these themselves. Specific new documents were drafted to respond to medical needs with regards to drug administration (29% of pharmacies), drug preparation (29%) and treatment choices (24%). 47% of pharmacies implemented internal specific hygiene measures and 28% introduced team debriefings.ConclusionsSwiss hospital pharmacies encountered many challenges related to the COVID-19 crisis and had to find solutions quickly and effectively.

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Management of human resources of a pharmacy department during the COVID-19 pandemic: Take-aways from the first wave

Cited by 22 publications

References 6 publications

Innovative human resource management strategies during the COVID-19 pandemic: A systematic narrative review approach

Innovative human resource management strategies during the COVID-19 pandemic: A systematic narrative review approach

“I'm at breaking point”; Exploring pharmacists' resilience, coping and burnout during the COVID-19 pandemic

Management of the Covid-19 Health Crisis: A Survey in Swiss Hospital Pharmacies

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