Why Some Independent Pharmacies Are Looking at an “All Locum” Staffing Solution
Independent community pharmacies across the UK are facing increasing operational pressure.
Rising employment costs, workforce shortages, expanding clinical services and recruitment challenges have led some contractors to reconsider traditional staffing models. One approach that is being explored more frequently is an “all locum” staffing structure.
This does not mean operating without stability or governance. Instead, it reflects a shift in how some independent pharmacies are choosing to manage flexibility, cost control and service delivery.
This article explains why some pharmacies are considering this model, the practical realities involved and what contractors should think about before adopting it.
What Is an “All Locum” Staffing Model?
An “all locum” approach typically means:
• Using locum pharmacists instead of a permanent employed pharmacist
• In some cases, also using locum technicians or dispensers
• Building a network of regular locums rather than relying on a single salaried pharmacist
This model is more common in smaller independent pharmacies where contractors are looking for operational flexibility.
It is important to note that this approach must still comply with all NHS contractual and GPhC requirements.
Why Some Independent Pharmacies Are Considering It
There are several reasons why this model is being discussed within the sector.
1. Recruitment Challenges
In many regions of the UK, recruiting a permanent pharmacist has become increasingly difficult.
Contractors may experience:
• Long recruitment periods
• Limited local candidate availability
• High salary expectations
• Competition from large chains or primary care networks
Rather than leaving the position vacant, some contractors choose to rely on structured locum cover.
2. Cost Predictability and Flexibility
While locum rates can appear higher on an hourly basis, permanent employment involves additional costs such as:
• Employer National Insurance contributions
• Pension contributions
• Holiday pay
• Sick pay
• Maternity pay
• Recruitment costs
For some independent pharmacies, paying only for hours worked can offer clearer short term budgeting flexibility.
However, this requires careful planning and rate negotiation.
3. Service Demand Fluctuation
Pharmacy workload is not always consistent throughout the year.
Demand may increase during:
• Winter vaccination season
• Flu campaigns
• Travel clinic peaks
• Public health initiatives
An all locum structure allows contractors to increase or reduce staffing levels depending on demand.
4. Reduced Long Term Employment Risk
Permanent employment carries ongoing obligations under UK employment law. Some contractors prefer to reduce long term staffing commitments in uncertain financial climates.
However, this approach should not be used to avoid proper workforce planning. Stability and continuity remain essential for safe practice.
Regulatory Considerations
Operating with locum staff does not reduce a contractor’s responsibilities.
Pharmacy owners must still ensure:
• Active GPhC registration for all pharmacists
• Appropriate indemnity arrangements
• Safe staffing levels
• Compliance with NHS Terms of Service
• Clear standard operating procedures
• Appropriate supervision of support staff
Using locums does not transfer governance responsibility away from the contractor.
Proper documentation checks and clear agreements are essential.
Potential Benefits of an All Locum Model
When structured properly, some contractors report benefits such as:
• Greater flexibility in rota management
• Access to pharmacists with varied experience
• Reduced recruitment pressure
• Ability to match skills to specific service needs
Some pharmacies also build strong relationships with a core group of regular locums, creating consistency while retaining flexibility.
Potential Risks and Challenges
This model is not without challenges.
Contractors must consider:
• Continuity of patient care
• Consistency in clinical decision making
• Familiarity with local processes
• Team cohesion
• Increased administrative coordination
Frequent changes in responsible pharmacist can impact workflow and staff morale if not managed carefully.
Building relationships with reliable, recurring locums can reduce this risk.
Is This Model Right for Every Pharmacy?
An all locum structure is not suitable for every independent pharmacy.
Factors to consider include:
• Location and availability of locums
• Local workforce supply
• Service mix and complexity
• Financial forecasting
• Long term business strategy
In many cases, a blended model may be more appropriate. This might involve a permanent superintendent or manager combined with structured locum cover for flexibility.
The Importance of Structure and Communication
If considering an all locum model, it is important to:
• Agree rates clearly in advance
• Confirm unpaid breaks and paid hours
• Provide clear service expectations
• Ensure documentation is verified
• Maintain consistent governance standards
Working with a structured staffing partner such as Pharm-Assist can support this approach by:
• Providing verified locum documentation
• Assisting with forward planning
• Supporting emergency cover when required
• Acting as a consistent communication channel
This allows independent contractors to maintain compliance while adapting their staffing model.
Final Thoughts
The move towards an all locum staffing solution reflects wider workforce pressures within UK community pharmacy. For some independent contractors, it offers flexibility and operational control. For others, it may introduce new challenges around continuity and governance.
The key is not whether staff are permanent or locum, but whether the model is structured, compliant and sustainable.
If your pharmacy is reviewing its staffing strategy, Pharm-Assist supports independent contractors across the UK with compliant, structured and transparent locum staffing solutions.