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The article offers strategies on how to manage burnout among critical care pharmacists. Topiccs mentioned include the common job demands faced by critical care pharmacists, the role of leadership, the need to change the work role of the critical care pharmacists and the common job resources and examples of resource deficits faced by critical care pharmacists.

Most adults will experience at least one chronic health condition (CHC) during their working lives, and many will continue working despite the challenges that these conditions present. One common challenge faced by workers with CHCs is work–health management interference (WHMI) or competing pressures that arise from the need to manage a CHC while also meeting work demands. Prior studies have shown that WHMI predicts between-person differences in work outcomes (e.g., increased burnout, decreased work ability), but workers with CHCs tend to have "good days" and "bad days," making the within-person experience of WHMI an issue worth investigating. Additionally, job resources have not been examined as a possible buffer against the negative effects of WHMI. In a twice-daily diary study of 76 full-time workers with chronic pain, we found that approximately one fifth of the variability in WHMI occurred within persons, and end-of-day WHMI was predicted by midday severity in pain symptoms, both within and between persons. As hypothesized, we found that midday WHMI predicted end-of-day burnout (positively) and engagement (negatively) at both the within- and between-persons levels. Job control buffered the effects of WHMI on lagged burnout (but not engagement) at a between-persons level, but a similar effect was not observed for supervisor support on either burnout or engagement. Our findings provide an improved understanding of WHMI as an experience that varies within persons and suggest that efforts to support workers with CHCs may need to be individualized both to the person and to the day. [ABSTRACT FROM AUTHOR]

The Great Resignation marked a dramatic return to the steady, rising rate of job turnover that began over a decade ago, and recent reports suggest the profession of pharmacy is no exception. Rising concerns about pharmacist turnover follow a wave of articles about the prevalence of burnout in nearly every corner of the profession. However, this should come as no surprise, as burnout and turnover are often progressively worsening symptoms of the same disease: a toxic work environment. This review suggests that many current efforts to improve burnout in pharmacy will have limited impact because they place too much emphasis on individuals and not enough of it on the environments in which they work. Scientific frameworks for understanding burnout as a problem originating from work are discussed, distinguishing burnout from other dimensions of health and well‐being. These frameworks are then followed by an integration of empiric evidence from the organizational sciences and illustrative examples from pharmacy practice to explain how burnout emerges from an imbalance of job demands (e.g., workload, time pressure, work‐life conflict) and job resources (e.g., autonomy, rewards, social support). The review concludes with a proposed course correction—one that positions organizational leaders as the people who are best equipped to address burnout at its source through a structured process known as work redesign. By doing so, leaders can create work environments that not only reduce the risk of burnout among pharmacists but also enhance their ability to thrive. [ABSTRACT FROM AUTHOR]

The article highlights the significant prevalence of chronic health conditions (CHCs) in the U.S. workforce, emphasizing the necessity for organizations to adopt proactive measures to support affected employees. Topics discussed include the challenges workers with CHCs face, the limitations of reactive workplace interventions, and the importance of fostering supportive environments and effective supervisor training to enhance employee well-being and work ability.

Purpose This study assessed whether personality testing of postgraduate year 1 (PGY1) pharmacy residency applicants was feasible and predicted important selection outcomes, including interview offers. Methods Applicants to the PGY1 pharmacy residency program at a large academic medical center were invited to complete a 50-item online personality test based on the 5-factor model (ie, the "Big Five"). Scores were sealed until after matching, at which point they were compared to screening, interview, and ranking and match outcomes. Endpoints of interest included the feasibility of the test (eg, time required for completion, completion rate) and whether personality predicted the odds of an interview offer. Results The personality test was taken by 137 PGY1 applicants (69.5%) and required a median of 6.8 minutes to complete. Openness to experience was associated with decreased odds of an interview offer (adjusted odds ratio [OR], 0.86; 95% confidence interval [CI], 0.75-0.98), whereas conscientiousness and extraversion were associated with increased odds of an interview offer (conscientiousness: adjusted OR, 1.26; 95% CI, 1.02-1.55; extraversion: OR, 1.16; 95% CI, 1.03-1.31). When combined with traditional screening criteria (eg, awards, leadership positions), openness to experience and extraversion remained predictors of an interview offer (in the directions specified above), whereas conscientiousness did not. In an exploratory analysis of interviewees, agreeableness was a negative predictor of interview score. Personality did not predict screening scores or final ranking. Conclusion Personality testing, based on the traits desired at individual residency programs, could be a valuable addition to the methods used for selecting PGY1 pharmacy residents. [ABSTRACT FROM AUTHOR]