Pharmacist interview questions and answers

I never guess. If a drug name, strength or frequency is unclear, I first check with the patient what the doctor told them and what the medicine is for, as that sometimes helps. But I still confirm with the prescriber, usually by calling the clinic number on the prescription. I write the clarification on the prescription or in our records, with the time and who I spoke to. If I cannot reach the doctor and the medicine is not urgent, I explain to the patient why I cannot dispense yet. If it is urgent, I involve my senior pharmacist to find another way to reach the prescriber.

I look at every medicine the patient takes, not just what is on today’s prescription. I ask about other doctors’ prescriptions, over-the-counter medicines and herbal or ayurvedic products. Our pharmacy software flags interactions, but I also check a standard drug reference for anything I am unsure about, especially medicines like blood thinners or those used for epilepsy. If I find a significant interaction, I do not change anything myself. I contact the prescriber, explain the concern and suggest options if asked, and then record the outcome and counsel the patient.

I start by asking what the doctor told them the medicine is for, so I can build on that. Then I explain how and when to take it, with or without food, what to do if they miss a dose, common side effects that usually settle, and warning signs that mean they should call the doctor. I mention anything to avoid, like alcohol with certain medicines. I speak in the patient’s language and write the timings on the pack if needed. At the end I ask them to repeat back how they will take it. For inhalers or insulin pens, I demonstrate and watch them try.

Under the Drugs and Cosmetics Rules, Schedule H drugs are prescription-only medicines, so I dispense them only against a valid prescription from a registered medical practitioner. Schedule H1 includes certain antibiotics, anti-TB drugs and habit-forming medicines that need stricter control. For these, besides a valid prescription, I record the prescriber’s name and address, patient’s name and address, drug name and quantity supplied in a separate register, and keep it for the period the rules require. I never sell these on a verbal request or an old prescription, even to regular customers.

Cold-chain items go in a dedicated pharmacy refrigerator, not a domestic fridge with food, kept between two and eight degrees Celsius. I record the temperature at least twice a day on the log and check the min-max reading. I store items away from the freezer section and walls, and never freeze insulin or vaccines. When receiving stock, I check the temperature indicator and put them in the fridge first. If the temperature goes outside range, I quarantine the stock, inform my manager and follow the supplier’s guidance before dispensing anything. I tell patients how to carry and store insulin at home.

I explain politely that antibiotics are prescription-only and I cannot sell them without one. I also explain why: taking antibiotics when they are not needed does not help most coughs and colds, and misuse makes infections harder to treat later. Then I try to help. I ask about their symptoms and, for simple colds, suggest suitable symptomatic relief and rest. If they have warning signs, such as high fever for several days, breathlessness or a child who is very unwell, I advise them to see a doctor today. Most customers accept this when they feel I am trying to help, not just refusing.

I follow first-expiry-first-out, placing short-dated stock in front. Every month I run an expiry report from the software and physically check shelves for anything expiring in the next three months. Near-expiry items are returned to distributors within their return window or moved to a branch that sells them faster. Expired medicines are separated immediately into a marked area and disposed of as per rules, never kept on shelves. I set reorder levels based on actual sales, so fast movers do not run out and slow movers are not overstocked. In my current store this reduced our expiry losses noticeably within six months.

Medication reconciliation means making an accurate list of everything a patient was taking before admission and comparing it with what is prescribed in hospital, at transfer and at discharge. In my hospital, I interview the patient and family, check their medicine packets and old prescriptions, and document the home list. I then compare it with current orders and flag differences, such as a regular medicine missed or a duplicate, to the treating doctor. The doctor decides, and I record the outcome. At discharge I make sure the patient knows which medicines are stopped, changed or new.

I first make sure the patient is safe and that the prescriber knows, because the medicine may need to be stopped. Then I report it even if I am not certain the drug caused it; suspicion is enough. In India, reports go to the Pharmacovigilance Programme of India using the suspected ADR reporting form, through our hospital’s ADR monitoring centre or directly. I include patient details, the suspected drug, other medicines, the reaction, dates and the outcome. In my current job I also keep a copy in our ADR file and share interesting cases at the monthly pharmacy meeting.

Controlled medicines under the NDPS Act are kept in a locked cabinet with restricted key access. Each receipt, issue and return is entered in the dedicated register with the prescription details, and balances are checked daily and signed. I dispense only against a valid prescription that meets the legal requirements, and in hospital only against a proper indent from the ward. Any discrepancy is reported to the chief pharmacist the same day, never adjusted quietly. Expired or returned stock is kept separately and disposed of only as per the prescribed procedure with witnesses and records.

I ask the patient or a family member to bring all their medicines, including old strips and anything bought without a prescription. I go through each one, check for duplicates and expired stock, and make a simple chart with times of day and what each medicine is for, in their language, with pictures if needed. I suggest a weekly pill organiser and show a family member how to fill it. If I see possible duplicates or medicines that could be simplified, I do not change them myself; I write to the prescriber with my suggestions. I follow up with a phone call a week later.

At my hospital pharmacy a technician picked a medicine with a similar name and packaging to the one prescribed. During my final check, I compared the pack against the prescription word by word and noticed the difference. I replaced it, showed the technician calmly, and we logged it as a near miss. We then moved the two medicines to separate shelves and added a “look-alike” label. Since then, I read the drug name and strength aloud during final checks, which slows me by seconds but catches exactly this kind of error.

A customer was angry that we did not have his heart medicine in stock and started shouting in front of others. I apologised, stayed calm and checked our other branches on the system. One branch had it, so I arranged for it to be delivered to him within two hours and gave him enough from a sister brand only after checking with his doctor by phone that the switch was acceptable. I took his number and called when it was dispatched. He came back later to thank us. Keeping my tone calm and solving the actual problem worked better than defending the shortage.

On a ward round, I noticed a patient with reduced kidney function had been started on a medicine that needed dose adjustment for kidney function, but the order was at the standard dose. I checked the latest creatinine and the reference, then spoke to the resident privately, showed him the values and the recommendation, and asked whether he wanted to adjust it. He thanked me and changed the order. I documented the intervention in our clinical pharmacy log. Bringing the facts and asking a question kept the conversation collaborative rather than confrontational.

During my training at a busy retail pharmacy near a hospital, evenings brought long queues after OPD hours. One evening only two of us were at the counter. I asked the senior pharmacist if I could take the simple refills while she handled new prescriptions and counselling. I kept my checks the same for every prescription, even when customers were impatient, and told them the expected wait. We cleared the queue in about forty minutes without any error. I learned that telling people the wait time honestly reduces frustration a lot.

A mother came in with a new inhaler and spacer for her seven-year-old son, who had been prescribed it after an asthma attack. She had no idea how to use it. I used a demonstration device to show each step, including shaking, attaching the spacer and slow breaths, then asked the boy to try while I watched. He made one mistake, which I corrected. I gave her a picture sheet and explained how to clean the spacer. When she returned a month later, she said his night cough had reduced, and I checked his technique again.

In my current hospital, wards often complained that urgent discharge medicines took too long. I tracked the process for two weeks and found most delays happened because discharge prescriptions arrived late in the afternoon in one batch. I worked with the nursing heads to send prescriptions as soon as the consultant decided on discharge, and we set up a separate counter for discharge medicines during peak hours. Average waiting time for discharge medicines came down clearly within a month, and complaints from wards almost stopped.

Yes. Pharmacies need to be open when patients need them, and I have worked a rotating roster that included evenings and alternate Sundays. I am fine with being posted to another store in the city when there is a shortage, as long as I get reasonable notice and travel is manageable. I would like to know the usual weekly off pattern so I can plan, but I will be flexible during festivals and emergencies.

After three years in retail, I am confident with dispensing, counselling and stock control, but I want to use more of my clinical knowledge. In a hospital I can work with doctors on ward rounds, check prescriptions in the context of lab results, and be part of medication reconciliation and ADR monitoring. I have started a short clinical pharmacy course to prepare. My counselling experience with thousands of retail customers will help at discharge, where patients most need clear explanations.

I have four years of experience, including a year as a store in-charge handling a team of three and monthly audits. Based on what similar roles pay in this city, I am looking for a salary in that range, with some flexibility depending on incentives and shift allowances. I can share my current salary details. My notice period is thirty days. I am also interested in any certification support you offer, as that would matter to me along with the salary.