Navigating regulatory shifts, emerging technologies, and patient needs requires a well-trained and adaptable workforce.

Simon Hopper, Director of Learning and Development at Accord Healthcare, brings a diverse background to his role. Having started his career in sectors as varied as Pensions, Life Insurance, and Energy, he eventually discovered his passion for HR and particularly, Learning and Development. Today, Simon is responsible for helping employees at Accord grow and develop in their careers.

Simon’s insights offer valuable lessons for pharmacists and dispensing doctors committed to fostering a culture of continuous learning and development.

 Cultivating a Learning Culture

When considering how to best encourage and promote continuous learning in your organisation it is important to understand that there is no ‘one size fits all’ approach. However, one of the first steps towards encouraging a culture of continuous learning lies in defining what ‘learning’ means for your organisation.

The goal is to make learning an accessible and sustainable practice that serves the current needs, and future ambitions, of your team.

Breaking Down Barriers to Learning

Identifying and removing obstacles to learning is crucial. “One key barrier is assuming what has worked, or currently works, will continue to work. What is fit for purpose today, could well need to be adapted, refined or wholesale changed.”

Adaptability is vital – organisations must constantly reassess their methods and be willing to pivot when necessary.

In organisations we often have a notion of ‘protected time’ to set aside for working on projects, or our own development. Lets acknowledge that the reality can often be different or difficult to implement, particularly in times of high pressure or workloads. It’s important we look at the positive intent around this and really understand what this looks like in practice.

Professional Development Under Pressure

“Pressure can be a good driver for high performance. Don’t be shy of it. But, we need to be aware when this pressure tips over into unhealthy stress.”

Navigating business and employee dynamics requires considering a variety of factors like cost of living, technology, and workforce demographics. The PESTLE model, which evaluates Political, Economic, Social, Technological, Legal, and Environmental factors, is a useful tool not just for external analysis but also for internal strategy. Strategic planning that incorporates a people-centered approach can help maintain high motivation or pinpoint and address areas that could otherwise negatively impact it.

It is important to recognise that working under pressure doesn’t mean ignoring development; rather, it involves smart prioritisation. Simon suggests that professional development can take many forms such as:

• Attending webinars
• Speaking at, or attending conferences
• Peer to peer networking events
• Reading relevant articles
• Sharing subject matter knowledge with the wider team
• Further education or professional qualifications
• Learning a new skill and shadowing a team member
• Ask the expert sessions
• Lunch and learn sessions

Simon advises to be flexible about choosing when to make time for learning. “Some tasks can be done during work hours, while personal time can be used for others. You might want to consider using your commute for podcasts, watching a Ted Talk, reading, or brainstorming ways to improve work processes. This may not suit everyone; for example, I like to unplug at home and use my travel time for problem-solving and team development.”

Open Progression Paths

“Think of your own roles and if I think of mine, I’ve gone up the career path, sideways, definitely down and had to start again. Each step is about what can I learn and take from it in readiness for my next step and where I want to go.”

Clear career paths serve not just the organisation but also contribute to employee satisfaction. Simon believes that “transparent and obvious career paths” help in guiding those uncertain about their career journey. An inclusive approach that allows for ‘sideways’ moves and other non-linear pathways can be incredibly beneficial.

Maintaining Motivation in High-Stress Environments

Keeping a team motivated under high pressure is no small feat. The external factors such as political changes, economic conditions, and even technological advances can exert significant stress. Simon flags that recognising when pressure turns into unhealthy stress is critical and that “Your role is not to solve every issue or have all the answers, it is to understand what is acting as a pressure point.”

“Finally, say thank you and appreciate people with authenticity. The best leaders I’ve worked with and followed have been authentic and led on a human level. Find what that means for you and lean into it.”

5 Takeaways for Pharmacists and Dispensing Doctors

• Cultivate a learning culture to ensure your team stays updated and agile in a constantly evolving healthcare landscape.
• Prioritise adaptability to effectively navigate changes in healthcare guidelines, medicines, and customer behaviours.
• Incorporate alternative methods for professional development when traditional approaches are unfeasible.
• Provide transparent career pathways to offer a sense of direction and purpose for aspiring professionals.
• Learn to distinguish between healthy pressure and unhealthy stress to maintain optimal levels of performance and patient care.