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Retention and Recruitment of Oncology Pharmacists
Author(s) -
Gilbar Peter,
Davis Jill,
McLauchlan Robert,
O'Leary Karen M
Publication year - 2007
Publication title -
journal of pharmacy practice and research
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.222
H-Index - 22
eISSN - 2055-2335
pISSN - 1445-937X
DOI - 10.1002/j.2055-2335.2007.tb00031.x
Subject(s) - medicine , remuneration , oncology , pharmacist , pharmacy , staffing , specialty , job satisfaction , nursing , oncology nursing , professional development , clinical pharmacy , family medicine , pharmacy practice , medical education , nurse education , psychology , social psychology , finance , economics
Background A noticeable turnover of staff through the specialty of oncology pharmacy has been observed nationally. Literature searches failed to identify research directly relating to oncology pharmacist retention. Studies in pharmacists and non‐pharmacist oncology staff have determined that, while patient care and contact, personal accomplishment and satisfaction are important, stress levels and lack of professional support were factors considered when leaving the profession. Aim To explore why pharmacists choose to remain in or leave the specialty of oncology pharmacy and identify strategies to ensure retention of current staff and aid recruitment of new oncology pharmacists. Method Electronic surveys designed to obtain retrospective quantitative and qualitative data were sent to: current oncology pharmacists; former oncology pharmacists; and directors of pharmacy at institutions with oncology services. Participants were identified through databases of the Society of Hospital Pharmacists of Australia, Clinical Oncological Society of Australia, and International Society of Oncology Pharmacy Practice. Results Reasons for pharmacists remaining in oncology generally related to job satisfaction issues (closely associated with clinical involvement). Reasons for leaving included stress levels, staffing issues, lack of recognition from hospital management and remuneration. Strategies for retaining staff should include improved pay structure, opportunities for professional development and continuing education, peer support, availability of suitably trained staff to cover periods of leave, positive feedback and support from hospital management, and devising methods for reducing work‐related stress. Conclusion Implementation of information gained from this study will facilitate recruitment and retention of experienced, well‐trained oncology staff.