Swanson K M, Hunter W B, Trask S J, Beck S M
Inpatient Pharmacy Section, Veterans Affairs Medical Center (VAMC), Albuquerque, NM 87108.
Am J Hosp Pharm. 1991 Sep;48(9):1956-61.
The development of a career ladder program for staff pharmacists at a Department of Veterans Affairs (VA) medical center is recounted. Center policy required the establishment of clinical privileges for all pharmacists with direct patient contact and specified three VA privilege categories with increasing degrees of autonomy. The pharmacy department supported the need for all pharmacists to incorporate clinical activities into their daily practice but faced several problems, including inadequate instruction, insufficient incentives, fragmentation of clinical services, and subjectivity of measures of competence. In response, a pharmacy credentialing committee created a career ladder with three levels based on the established system of clinical privileges. Level A integrated basic clinical pharmacy knowledge with dispensing activities. Level B increased the number of clinical skills required and allowed the pharmacist to act as a therapeutic consultant. Level C incorporated the skills necessary for specialty practice. Instructors were designated for each clinical service area, readings and sample problems were assigned, and staff development presentations were improved. Objective tests of skills were designed. Combining the three levels on the career ladder with the three categories of clinical privileges formed a matrix of nine options for advancement. Pharmacists applying for advancement must master all requisite skills and submit relevant documentation. Each level carries a pay increase of 2%. A total of 53% of the staff pharmacists have participated in the program, which has had a favorable impact on staff retention. By combining nationally established categories of clinical privileges with an institution-specific career ladder, a pharmacy department helped ensure the consistency of services and promote the development of clinical practitioners.
本文讲述了一家退伍军人事务部(VA)医疗中心为药剂师制定职业晋升计划的过程。该中心政策要求为所有直接接触患者的药剂师确立临床特权,并指定了三个VA特权类别,其自主程度逐级递增。药房部门支持所有药剂师将临床活动纳入日常工作的必要性,但面临着几个问题,包括指导不足、激励措施不够、临床服务碎片化以及能力衡量的主观性。作为回应,一个药房认证委员会基于既定的临床特权系统创建了一个有三个级别的职业晋升阶梯。A 级将基本临床药学知识与配药活动相结合。B 级增加了所需临床技能的数量,并允许药剂师担任治疗顾问。C 级纳入了专科实践所需的技能。为每个临床服务领域指定了指导教师,分配了阅读材料和示例问题,并改进了员工发展培训。设计了技能客观测试。将职业晋升阶梯的三个级别与三类临床特权相结合,形成了一个包含九个晋升选项的矩阵。申请晋升的药剂师必须掌握所有必要技能并提交相关文件。每个级别薪资提高 2%。共有 53%的药剂师参与了该计划,这对员工留用产生了积极影响。通过将国家规定的临床特权类别与特定机构的职业晋升阶梯相结合,药房部门有助于确保服务的一致性并促进临床从业者的发展。