The community pharmacy sector is set to play an increasingly important role in integrated primary care, exemplified through Pharmacy First. Through this drive to relieve pressure on other areas of primary care, both pharmacists and pharmacy technicians assume expanded roles and greater responsibilities. However, the vacancy rate amongst pharmacy technicians in particular risks undermining policies to shift more day-to-day health services to pharmacies. Here, Dr Imelda McDermott and Professor Ellen Schafheutle present the findings of a new study on the pressures facing pharmacy technicians, and what policymakers can do to stem the exodus of this vital workforce.

• The community pharmacy sector faces pharmacy technician vacancy rates of up to 20%, undermining the capacity of this sector to play its planned role to improve patient access.
• The factors driving workforce turnover include poor career progression, low salaries, lack of clarity over roles and responsibilities, and a lack of workplace support.
• Addressing these issues, particularly through policies and funding for training and support, will help to ensure the pharmacy sector can provide the desired benefits to patient care.

The changing role of the pharmacy technician

Not only are pharmacists becoming increasingly clinically competent, but the roles of pharmacy technicians, a recently (since 2010) regulated group of pharmacy professionals, is expanding in community pharmacy. Previously, this role was primarily responsible for dispensing medicines. Now, to enable pharmacists to focus more on clinical, patient-facing roles — through services like Pharmacy First into which GPs can refer patients — pharmacy technicians in England are expected to take on increasing levels of responsibility too. This includes supplying patients with some medications, as well as incoming changes to supervision of medicines supply in community pharmacy (which until now has required a pharmacist), and potentially providing consultations for a limited range of conditions.

Pharmacy technicians’ roles have evolved from strictly supervised practice focused on medicines supply to more autonomous responsibilities, sometimes including independent practice. Policies and regulatory changes, such as recent legislative changes to allow pharmacy technicians to supply medicines which would normally require a prescription and further expected changes to supervision, enable pharmacy technicians to take on extended roles and responsibilities.

As of February 2025, there were over 22,000 registered pharmacy technicians in England. However, workforce intelligence suggests that this number will not meet demand, as community pharmacies already face a high vacancy rate of 20%. This will likely be compounded by the fact that pharmacy technicians in community pharmacy tend to be older, and on lower salaries, adding to the growing crisis around retention.

Key challenges

Our previous research found one of the significant challenges is the lack of clarity surrounding pharmacy technicians’ roles and responsibilities, particularly in the community pharmacy sector. This ambiguity complicates the standardisation of education and training, leading to inconsistencies in competency and reluctance among pharmacists to delegate tasks. Additionally, pharmacy technicians often feel undervalued and underutilised, impacting job satisfaction and turnover.

To understand the current landscape facing pharmacy technicians, researchers at The University of Manchester were commissioned to investigate what motivates people to join the pharmacy workforce, and what is driving them to leave.

Stress and job satisfaction

Many pharmacy technicians report high levels of stress for relatively low pay and perceived lack of advancement opportunities, leading to frustration. Only 38% of respondents in the research were satisfied with promotion and career advancement opportunities. Pharmacy technicians in general practice were the most likely to remain at their current workplace for at least two years, while those in community pharmacy were the least likely, with more than a quarter planning to leave. Salary was a significant factor, with community pharmacy technicians typically earning the lowest wages. One of the respondents to the study said:

“You could get £3 an hour more stacking shelves in a supermarket, which is pretty eye opening… In [community] pharmacy you make a mistake and you have got a whole raft of things that you need to be seriously worried about and that is only worth 30 pence more an hour.”

Notably, low pay and poor career opportunities were cited as reasons to leave the sector by nearly one in ten pharmacy technicians. The additional responsibilities – and accountability – they are expected to assume should be appropriately reflected in their salaries.

Work environment and support

Interviews revealed that pharmacy technicians often cited a lack of personal development opportunities and employer support as reasons for planning to leave. Some pharmacy technicians who had previously received strong support felt it had diminished, while others highlighted a lack of concern for their wellbeing from senior leaders. This included reports of racism, favouritism, and bullying from management, as well as abuse from customers.

Retention strategies

To retain pharmacy technicians, it is essential to clearly define their roles and responsibilities, ensuring they feel valued and that all understand their contributions to patient care. Compensation disparities need to be addressed, offering fair and competitive wages that reflect pharmacy technicians’ extended roles and responsibilities

However, the sector is facing intense financial challenges, particularly around chronic underfunding, with pharmacies recently voting to halt a number of services unless the greater expectation being placed on the sector is accompanied by a boost in funding. As with many areas of the health and care sector, addressing the retention challenge in pharmacy means addressing the funding challenge.

Many private-sector providers of community pharmacy receive public funding. A commitment from these providers to ensure training pathways for their employees are available would be one step towards ensuring additional funding tackles the recruitment and retention challenge. With the announced dissolution of NHS England, who are currently responsible for commissioning and funding services including community pharmacy, there is a role for the Department of Health and Social Care to take this opportunity to implement such a commitment in funding settlements.

Prioritising career development opportunities, such as mentorship, demonstrates a commitment to pharmacy technician growth and job satisfaction. In-work training, including the “buying out” of time for learning, offers a route for this development. Cultivating supportive and inclusive work environments is equally important to foster a culture that values pharmacy technician contributions and promotes work-life balance. While it is unclear which body will assume NHS England’s current responsibility for creating training and development resources, it is essential that guidance for community pharmacy managers be updated to reflect these priorities when this responsibility is reassigned.

By implementing these strategies, policymakers can create a stable, committed workforce that benefits the organisation, the pharmacy technician workforce, and ultimately, patient care.