Doesn't matter. If pharmacists at every other store keep working for hours off-the-clock every week due to corporate pressure, your store's numbers will fall behind every body else's the moment you decide not to.
I agree maximizing productivity is important. I no longer work retail but when I floated I definitely ran into stores for which I believe workflow could be improved. However I've also worked in stores where doesn't matter how efficient you are, you will always be behind because the amount of hours given simply doesn't match the workload. And you know as well as I do, every store has its own individual needs based on location and patient population. If you're in an impoverished area you're going to have a bad time with patient adherence and people not being able to afford their meds. If you're in a tourist location you're going to have a hell of a time with entering in new patient profiles and prescription transfers. If you're surrounded by 3 pain clinics, you're going to spend an insane amount of time dealing with early refills, ordering CIIs, etc. Yet DMs don't care, they just stick to the metrics they know and if your store that's located in a ****ty neighborhood is not doing as well as the ones in an affluent retirement community then your head's on the chopping block.
Furthermore I have some issues with "maximizing" productivity when it can hurt patient care and safety. I've seen stores where pharmacists do all the data entry and verification themselves. Heck if I did that, I would be a filling beast - I can type 100 wpm, I know all our software's keyboard shortcuts, and I can verify faster than any pharmacist I know. But I don't because two sets of eyes on a prescription is always better than one and me verifying my own work puts you at higher risk of dispensing error. The problem with corporate is that they don't keep track of dispensing error. They don't even keep track of how many interventions you made discovering drug interactions, how much time you spent working with the doctor trying to come up with affordable solutions for your patients, or how much time you spend counseling patients. In fact you're better off not doing any of those things (unless it could result in a lawsuit) because that's time spent that you could have filled prescriptions instead.
I agree that everything you say is what the majority of retail pharmacists feels. However, there are a lot of generalizations in your testimony, and I'm not sure how many DM's you've worked with.
I'd like to share my perspective, though.
With any company, there are both good and bad leaders. Every corporation, whether pharmacy or not, is cut throat when it comes to financial execution. It's no secret that they are all for profit.
The pattern I see with unhappy, stressed out pharmacists in retail is that they feel constrained by the corporate directives and are unequipped with business knowledge to respectfully, and successfully, push boundaries.
I work for a big chain with all the same adverse conditions, budgets, and metrics. I've been through it all: coming in 2 hours early and staying 4 hours late; not for one day, but weeks on end.
I didn't know any other way except to muscle it. Until I started looking at my job and the business differently.
Metrics are not the purpose of our work. They are indicators of our work, just like lab values are diagnostic tools for clinicians.
Would a clinician who only chases lab values be successful? Can they treat and rehabilitate patients with only a micro-level analysis and ignore the connections between organ systems and pathophysiology?
Retail pharmacists who only obey textbook business metrics are like clinical pharmacists who only check if lab values are within normal limits.
This is the reason why bad supervisors feel they need to micromanage our pharmacists.
If pharmacists truly understand every line of their Profit and Loss report, combined with metric expertise, they would be able to leverage their payroll when they see a business need. They would be able to see that true demand far surpasses a silly paper budget.
How do I know this? Because I do it every single day, every month, and my boss respects my decisions. He doesn't like it, sometimes; but the moment he interferes, any pharmacy failures then belong to him.
I had to earn the privilege of autonomy by delivering results and showing I can do it responsibly. No one knows my business financials and metrics better than I do. And no one should. I am the 'busines owner' of my pharmacy. And I expect to be treated as such.
I overspent more than 50 tech hours each month in Q1. And I am still profitable after 4 wall expenses are factored in. My operating costs as a percent of topline sales is right in line with my budgeted percentage (even though I am technically overspending). Thats okay because it is proportional to my sales growth.
I track my 6 month script trends, compare with last year, project my sales using company metrics, and crush my budgeted goals with the additional payroll I use.
Do I feel like I ever have enough help? Of course not. My bleeding queue bothers and strains my eyes. But I also do not feel powerless. The computer is just a tool and not my boss.
The big picture mindset is what corporate expects from us. Why else would they hand over their multi million dollar businesses and pay us six figures without expecting a single dime of investment? In any other profession, executive positions like this are highly sought after.
Most pharmacists expect to work in retail and only think clinically. The patient is always number one. But I think we can all agree that without a properly managed business, we cannot be effective clinicians.
Pharmacists need to step up their corporate executive skills. We all have doctorates who have no problem sharpening our clinical skills off the clock. We do hours upon hours of CEs each year for the sake of our patients and licensure.
What's stopping us from learning a thing or two about leadership and management on the job to achieve the same goal and be even more effective pharmacists?