What undergraduate pharmacy students want from their career

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What undergraduate pharmacy students want from
their career

• Gregory Peterson
• Tasmanian School of Pharmacy

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What do undergraduate pharmacy students want from
their career?

• No pharmacokinetics!!

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• SURVEY OF PHARMACY STUDENT CAREER ASPIRATIONS
• Gregory Peterson and Mark Naunton
• University of Tasmania
• Rohan Rasiah
• James Cook University

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• Methods
• Survey of all 3rd and 4th year undergraduate
  pharmacy students at University of Tasmania and
  James Cook University

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• No significant differences in most responses
  between
• Males and females
• 3rd year and 4th year students
• Universities

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• Most pharmacy students are very happy with their
  course choice.
• Practical placements are important in reinforcing
  course/career selection.

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• Males, on average, rated income as a more
  important determinant of career/workplace
  selection than did females
• (p lt 0.05 by Mann-Whitney test)

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• Those intending to be pharmacy owners, on
  average, rated income as a more important
  determinant of career/workplace selection
• (p lt 0.01 by Mann-Whitney test)

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• Those intending to be pharmacy owners, on
  average, rated having more than one pharmacist on
  duty as a less important determinant of
  career/workplace selection
• (p lt 0.01 by Mann-Whitney test)

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• Those intending to be hospital pharmacists, on
  average, rated intellectual stimulation and
  travel as more important determinants of
  career/workplace selection
• (p lt 0.05 by Mann-Whitney tests)

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• Those intending to be consultant pharmacists, on
  average, rated intellectual stimulation and
  helping the public as more important determinants
  of career/workplace selection
• (p lt 0.05 by Mann-Whitney tests)

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• (Simplistic) dichotomy of pharmacy practice and
  students
• Intending pharmacy owners motivated more by
  income.
• Intending hospital and consultant pharmacists
  motivated more by intellectual stimulation and
  helping others.

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Conclusions

• What do pharmacy students want from their career
  ?
• Lots

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• Income is important, but less important than
• Helping the public
• Good work conditions
• Intellectual stimulation
• Interesting and challenging work

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• Hospital pharmacy perhaps in trouble
• Other options e.g. consultant pharmacy
• Low salaries

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• Mix of activities is important

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• Mobility is an important factor globalisation of
  education and workforce.

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Conclusions

• What do pharmacy students want from their career
  ?
• Lots
• Consistent with Generation Y

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Conclusions

• Generation Y
• Young people born between 1979 and 1994 also
  referred to as the Eco-boomers, Millennium
  Generation, or Generation M
•  Perhaps the first generation to grow up without
  aspirations. They have been portrayed as a
  materialistic and cynical generation, but also as
  a generation of idealists intent on changing the
  world.

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• Spontaneous, realistic, action-oriented,
  alternative, responsive, aggressive, humorous,
  spirited, passionate.
• Globally conscious, environmentally aware,
  hands-on.
• Two out of three say a career helping others is
  more important than making lots of money.
• Most admired virtues honesty and integrity.

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• They are self-confident and optimistic,
  independent and goal-oriented, masters of the
  Internet and PC.
• Talented and independent, they are
  entrepreneurial, outside-the-box thinkers who
  relish responsibility on the job, demand
  immediate feedback from their employers and
  expect a sense of accomplishment on an hourly
  basis.

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• Generation Y-ers thrive on challenging work and
  creative expression, love freedom and flexibility
  and hate micromanagement.
• Fiercely loyal to managers who are knowledgeable
  and who act as caring coaches who can mentor them
  and help them achieve their goals.

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• Members of Generation Y expect their employers
  to
• Provide challenging work that really matters.
• Balance clearly delegated assignments with the
  freedom and flexibility to produce results in
  their own way.
• Offer increasing responsibility as a reward for
  accomplishments.

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• Spend time getting to know staff members and
  their capabilities.
• Provide ongoing training and learning
  opportunities.
• Establish mentoring relationships.
• Create a comfortable, low-stress work
  environment.
• Allow some flexibility in scheduling.

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• Treat them as colleagues, not as interns or
  assistants.
• Consistently provide constructive feedback.