Do pharmacy graduates possess the necessary professional skills?

Background - Expansion of the pharmacists' role within the United Kingdom has raised the question as to whether pharmacy graduates are equipped with the professional skills and attributes they will need to fulfil such roles. Aim - To describe the professional skills and attributes pre-registration recruiters perceive pharmacy graduates should exhibit and to establish whether final year students perceive they possess these skills and attributes. Method - Five individuals were interviewed from a variety of pre-registration employers; 90 final year students completed a questionnaire (response 69.2%). Results - The recruiters thought that whilst graduates possess sufficient knowledge, they show weaknesses such as inability to apply theoretical knowledge into practice and the lack of good communication and interpersonal skills. Conversely, a majority of students felt that they did possess the necessary skills to enter pre-registration training. Conclusion - Schools of pharmacy need to ensure that students have an opportunity to develop key professional skills to assist students in securing pre-registration positions. © 2010 FIP.

New career models in UK professional service firms:from up-or-out to up-and-going-nowhere?

In this paper, we empirically examine how professional service firms are adapting their promotion and career models to new market and institutional pressures, without losing the benefits of the traditional up-or-out tournament. Based on an in-depth qualitative study of 10 large UK based law firms we find that most of these firms do not have a formal up-or-out policy but that the up-or-out rule operates in practice. We also find that most firms have introduced alternative roles and a novel career policy that offers a holistic learning and development deal to associates without any expectation that unsuccessful candidates for promotion to partner should quit the firm. While this policy and the new roles formally contradict the principle of up-or-out by creating permanent non-partner positions, in practice they coexist. We conclude that the motivational power of the up-or-out tournament remains intact, notwithstanding the changes to the internal labour market structure of these professional service firms.