Strategic Technician Recruitment and Retention for Independent Pharmacies

Mike Johnston, CPhT-Adv, founder and CEO of the National Pharmacy Technician Association, presented at the Total Pharmacy^® Solutions Summit. Drawing on his journey from an "accidental technician" in the 1990s to a global advocate for the profession, Johnston addressed the staffing shortages facing independent pharmacies. He argued that the current crisis is not just a labor shortage but a structural failure in how pharmacies recruit, develop, and value their technician workforce.

Johnston began by highlighting the system loop of reactive hiring that plagues many independent owners. Currently, nearly half of pharmacies report technician shortages, with independent pharmacies facing a 60% average turnover rate. Johnston noted that most owners only post a job when they are in an emergency state, leading to hiring out of desperation. The average cost of a single-technician turnover is approximately $000, including recruiting costs, lost productivity, and the mental burden on the remaining staff.

To break the cycle of desperation, Johnston urged owners to move from being reactive to proactive by creating an "ideal candidate profile." This process involves 3 steps:

• Identify nonnegotiables: Determine the absolute requirements, such as national certification, state licensing, and specific availability.
• Define core values: Move beyond lofty mission statements to define the traits of your best employees, such as loyalty, ownership, and initiative.
• Identify your unique selling proposition (USP): Owners must define why a technician would want to work for them rather than a large corporate chain. USPs for independent pharmacies often include a family-oriented environment, better hours, and a deeper connection to the community.

Johnston pointed out a common flaw in recruitment is that the best technicians are likely already employed and are not checking job boards daily. To reach these passive job seekers, he recommended location-based social media ads. By sponsoring a post within a specific geographic region that highlights the pharmacy’s culture of respect and recognition, owners can capture the attention of high-performing technicians who are "doomscrolling" at home and open to a better opportunity. He also suggested incentivized employee referrals, offering current staff bonuses (eg, $500) if a referral stays for 6 months.

The 3-Round Filter: Finding the Right Mindset

To avoid being buried in unqualified applications, Johnston proposed a 3-round filtering process before the interview even begins:

1. Requirement filter: automated questions to reject those who do not meet nonnegotiables, such as certification
2. Culture filter: scenario-based questions regarding preferred feedback styles and work environments
3. The instruction test: a personality assessment quiz used to see whether the candidate can carefully follow multistep directions

Johnston emphasized that although skills can be taught, mindset is difficult to train. Interviews should focus on finding candidates who demonstrate accountability and the ability to fix problems.

Retention Through Growth and Incentives

Once the right team is in place, Johnston argued that a technician is twice as likely to stay when there is a clear path for growth. He encouraged owners to move away from useless annual reviews in favor of weekly or monthly check-ins and to offer advanced roles in areas such as MedSync, immunizations, and inventory management.

Regarding the financial constraints of independent pharmacies, Johnston suggested bonus-based incentives. Rather than a flat raise that might stress a tight budget, owners can create a no-risk win where a technician manages a specific program and receives a monthly bonus based on the additional revenue that program generates.

Johnston noted that as a founder and former pharmacy owner himself, he understood the desire to micromanage but warned that "the more valuable I am to my business, the less valuable my business is." By empowering technicians to take ownership of advanced roles, owners can reduce their own burnout, expand patient services, and improve overall workflow.