Time regained: New roles to unleash pharmacists' potential

Because they have little time to dispense advice, pharmacists’ customer consultations are less effective. In fact, after COVID-19, the average time spent per customer at the counter has dropped to just three minutes, and only 6% of purchases are influenced by the pharmacist’s recommendations. In half of these cases, customers purchase a substitute for a planned product; in the other half, they buy an additional product. While 66.7% of customers would appreciate more pharmacist support, time constraints pose a significant barrier preventing these professionals from carrying out more advanced tasks.

The model of pharmacies as healthcare hubs offering various services (from vaccinations to ECGs, and even the chance to choose your GP in regions like Lombardy) was introduced in 2009 with Law 69/09. However, it has only truly taken shape more recently, spurred by COVID-19, PNRR resources, and the new territorial healthcare model established by Ministerial Decree 77/2022, which assigns pharmacies a crucial role in managing chronic patients.

Without organizational changes, though, these new activities risk overburdening pharmacists even more and consuming valuable time. Only by restructuring workflows can pharmacies turn the pharmacy-as-service-provider model into an economic advantage while also delivering social benefits, e.g. expanding access to healthcare solutions through their extensive network.

The study in question explores the evolution of the pharmacy-as-service-provider, focusing on process optimization and service improvement. It seeks to answer four questions:

• How can workload distribution be reorganized to leverage pharmacists’ expertise?
• What specific roles can be introduced to support pharmacists in non-clinical tasks?
• How can these new roles enhance efficiency and customer service?
• How can these innovations help counteract the declining interest of younger generations in pharmacy careers?

Using well-established organizational analysis tools, the Channel & Retail Lab conducted an in-depth examination of pharmacy workflows, breaking them down into specific tasks. The study distinguished between activities that, due to regulatory requirements or professional expertise, must be performed by pharmacists and those that can be delegated to other professionals with different skill sets.

This mapping process identified areas where introducing new roles could optimize operations. The research outlined three new categories of pharmacy assistants. Depending on the size and needs of each pharmacy, these roles could remain distinct or be combined into a single non-clinical position.

• Executive Assistant: Supports the lead pharmacist in high-level administrative and managerial tasks, such as scheduling appointments, managing communication, and compiling reports.
• Operations Assistant: Handles the pharmacy’s operational management, from inventory control to administrative tasks related to specific services; supports marketing activities as well.
• Retail Assistant: Focuses on customer experience and sales support, managing appointments, overseeing prosthetic services, monitoring stock levels, and executing marketing initiatives.

It is important to note that none of these roles require medical or pharmaceutical training but rather organizational and managerial skills. This approach allows even small-town pharmacies to tap into a broader workforce and improve internal structure. Moreover, implementing this model does not require regulatory changes, as pharmacy assistants differ from the “assistant pharmacist” role seen in some European countries, which requires a three-year Pharmacy degree.

The study provides pharmacists with a clear roadmap to reorganize staffing, enhance customer service, and increase profitability. By strategically implementing these new roles, pharmacists can focus on higher-value activities, ultimately improving customer satisfaction and loyalty.

Additionally, this organizational shift could enhance motivation and retention among pharmacy graduates. By relieving them of operational burdens, the proposed solution could make the profession more appealing to younger generations.

Finally, an alternative (or perhaps a complementary approach) to introducing assistants is the digitalization of certain processes. This is the focus of the second part of the study by the Channel & Retail Lab.