Abstract
Building capacity for developing skills as leadership, teamwork, and continuous academic support has become essential for fulfilling a successful pharmacy career. This study aims to assess Jordanian pharmacists’ views on professional development, namely: the continuous education infrastructure, strategies and programs for personal development, leadership skills, incentive schemes, drug information resources and digital services. As well as exploring options for better academic support delivered to pharmacists. To capture participant’s views, an online validated and reliable survey was developed. Non-probability sampling design was used. Participants were qualified pharmacists working at Royal Medical Services (RMS) and Community Pharmacists (CP). Comparison and descriptive statistics were used to report the results. A total of 271 pharmacists participated, 144 from RMS (8% more than the needed sample) and 127 CP (7% more than the needed sample). There was a strong desire amongst both RMS and PC groups for continuous educational training particularly in the following areas, first: Advanced counselling and communication skills (means = 8.99±0.145, CI 95% = 3.70–4.28 and 9.37±0.096, CI 95% = 4.18–4.56). Second: Personal development skills (mean = 8.92±0.142, CI 95% = 3.64–4.20 and 9.02±0.145, CI 95% = 3.73–4.30). Third, Pharmaceutical health promotion (mean = 8.05±0.180, CI 95% = 2.70–3.41 and 8.57±0.159, CI 95% = 3.26–3.89). Only 19.4% and 18.1% of the RMS and CPs respectively reported the presence of a written policy for personal development and leadership in their workplace. There were few incentives for pharmacists to participate in research. Few pharmacists used the available drug information and toxicology centers. The professional and continuous personal development of pharmacists support an evolving healthcare system. This study emphasizes the need for a tailored and documented postgraduate educational strategy, personal development, and leadership skills training in Jordan. Implementing a well-defined scheme of incentives should be encouraged to engage pharmacists in continuous professional development programs and pharmaceutical research. Such strategy and training should enhance both professional and personal performance.
Highlights
Healthcare professionals are expected by their regulatory bodies and key stakeholders including the public, to provide patient-oriented and evidence-based medical interventions and advice
A total of 271 pharmacists participated in completing the survey: 144 pharmacists who worked in Royal Medical Services (RMS) (8% more than the needed sample) and 127 Community Pharmacists (CP) (7% more than the needed sample)
As seen (Table 2) most RMS pharmacists were ranked as specialists (41.7%), and there were a few participants who still under RMS training (2.8%)
Summary
Healthcare professionals are expected by their regulatory bodies and key stakeholders including the public, to provide patient-oriented and evidence-based medical interventions and advice. Pharmacists working in hospital, community and General Practice settings should engage with patients, their careers, and other healthcare professionals to improve patient health outcomes by looking at the patient from a more holistic view including disease state, medication management, and social health and well-being. This process of direct engagement falls under the remit of the medicines reconciliation process and has shown to improve medication adherence and attitudes towards pharmacological and non-pharmacological interventions [2]. Optimal pharmaceutical care has a positive impact on patients’ clinical, humanistic, and economic outcomes [3]
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