Supporting pharmacists beyond graduation

As a full-time academic, I see how universities provide safety nets for students, careers clinics, CV and LinkedIn surgeries, mock interviews and mentoring conversations that extend far beyond the curriculum. Thinking back to my own journey, that guidance mattered.

But what happens after graduation?

Many pharmacists move into workplaces — particularly smaller community settings — where professional development becomes limited to clinical updates and mandatory training. The broader personal development support disappears. Isolation replaces structure.

At the same time, from 2026, all newly qualified pharmacists will qualify as independent prescribers. Responsibility will increase, but support systems have not evolved at the same pace.

As an independent prescriber and educator, I see this gap. Prescribing status alone does not unlock potential — culture does.

Research in leadership and organisational psychology consistently shows that belonging and psychological safety drive performance and retention. When professionals feel supported, recognised and safe to develop, they thrive. We must embed this into how we support pharmacists throughout their careers, not only at university.

If elected, I will prioritise four commitments.

First, creating a structured ‘mentor conveyor belt’ within the royal college, a pay-it-forward model where mentoring is formally recognised through CPD accreditation and professional acknowledgement. Contribution to the profession should be visible and valued.

Second, establishing the royal college as a lifelong academic partner. We should not simply advertise roles in the back pages of a journal. We should actively equip pharmacists with interview preparation, career navigation tools and structured pathways into leadership, research and advanced practice. The royal college should act as a compass — a north star — long after graduation.

Third, actively supporting pharmacists returning from maternity leave or caring responsibilities through flexible re-entry pathways, leadership refresh programmes and recognised mentoring networks. Experienced talent should be harnessed, not lost.

Fourth, ensuring prescribing potential is fully realised. This means advocating for delegation frameworks, protected development time and leadership opportunities so pharmacists can practise at the top of their licence, including progression into senior clinical and research roles. Pharmacists can and should serve as principal investigators in clinical trials and leaders of evidence generation. Prescribing must translate into influence, not additional responsibility.

For too long, pharmacists have been clinically capable but structurally underutilised. Empowerment requires more than policy change — it requires a growth culture where people are supported to lead.

I am standing to help build a royal college that unlocks confidence, nurtures belonging and ensures no pharmacist feels professionally alone.

Hend Abdelhakim

Candidate for the inaugural elections to the English Pharmacy Advisory Council