Millcroft
Leadership Conference June 8 - 10, 2001
Introduction.
This
second Millcroft Leadership Conference focused on Pharmacy Leadership
and Manpower Challenges and included approximately 40 leaders
from the hospital pharmacy community as well as representatives
from the Canadian Society of Hospital Pharmacists (CSHP), the
Canadian Pharmaceutical Association (CPhA), the Association of
Faculties of Pharmacy in Canada (AFPC) and L'Association des pharmaciens
des établissements de santé du Québec (APES).
The conference was organized by the Editorial Advisory Board of
the Canadian Hospital Pharmacy Report and was supported financially
and administratively by Eli Lilly Canada Inc.
Dr.
W. J. Sibbald, Physician-in-Chief of Sunnybrook and Women's College
Health Science Centre in Toronto, delivered a presentation titled
"A new paradigm in the management of severe sepsis: role of
activated protein C". This review of sepsis and its treatment
also suggested we need to look for unexpected systemic causes of
problems. For example, in one study Dr. Sibbald unexpectedly found
that the shelf life of blood correlates to adverse medical events
in sepsis. He also focused on medical care as a team effort and
acknowledged the challenge of balancing the cost and benefits of
new technology. This presents an opportunity for pharmacists to
work with clinicians to use evidence-based approaches to address
patient care needs.
Gaetano
Crupi, President and General Manager of Eli Lilly Canada Inc., presented
"The human resource challenge, an industry perspective".
His message was that employees are critical to the mission and success
of their business. It is imperative to treat each of them as important.
Managers need to spend time with staff and keep the lines of communication
open. A significant amount of effort is required in the hiring process
and the manner in which people are brought into the organization.
Once people are employed, a strong performance management system
with clear goals, developmental plans and succession planning is
needed. All activities should align with strategic intent and corporate
objectives. Recognition of good work has to occur as it happens
and feedback should be constant. This can be supplemented with career
ladders and employee recognition programs.
To
remain competitive, even when successful with your human resource
strategies, you need to seek out ways to improve. Lilly participates
in the Report on Business employee opinion survey every 3 years.
The company follows up any concerns identified with a focus group
to clarify the issues and then a task force with a mandate to effect
change is formed. To emphasize the importance of change, senior
leadership participates in the task forces to ensure any promises
made can and will be delivered. One of the most significant issues
Lilly is trying to address is the balance between employees' work
and personal lives. Lifestyle issues are increasingly important
to staff and it is no longer acceptable to work long hours without
regards to personal priorities.
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