NHS Patient Safety – Medication

How can Pharmaceutical Companies contribute to improving NHS Patient Safety?

They can demonstrate ‘added value’ , for example, by either offering products which contribute directly to making the administration of medicines safer by helping to reduce:-

• Making the drug up to the wrong strength
• Using the wrong diluent
• Microbial or other forms of contamination
• Labelling errors
• Administration by the incorrect route by clearer design/packaging of the product

The products which are commonly offered as part of a compounding service include:-

• Cytotoxics
• Antibiotics
• Inotropes
• Potassium solutions
• TPN
• Unlicensed medicines

In addition, the provision of non-promotional training/educational services to healthcare professionals in the form of Continuing Professional Development events and nurse advisor teams helps to educate NHS staff on how to administer medicines more

• Confidently
• Accurately
• Competently

The Department of Health (DH) has issued the following list of ‘Never Events’ for 2012-13. The list is circulated to a wide range of NHS managers, clinicians and healthcare professional allied to medicine.

The document authors are the DH’s Patient Safety and Investigations unit. The purpose of the document is to highlight certain events which are deemed to be very serious risks to the standard of care to patients, but most importantly avoidable.

The document forms part of the wider DH’s Patient Safety Agenda policy and should be read in conjunction with the NHS Standards Contract for organisations providing services to the NHS

1. Wrong site surgery
2. Wrong implant/prosthesis
3. Retained foreign object post-operation
4. Wrongly prepared high-risk injectable medication
5. Maladministration of potassium-containing solutions
6. Wrong route administration of chemotherapy
7. Wrong route administration of oral/enteral treatment
8. Intravenous administration of epidural medication
9. Maladministration of Insulin
10. Overdose of midazolam during conscious sedation
11. Opioid overdose of an opioid-naïve patient
12. Inappropriate administration of daily oral methotrexate
13. Suicide using non-collapsible rails
14. Escape of a transferred prisoner
15. Falls from unrestricted windows
16. Entrapment in bedrails
17. Transfusion of ABO-incompatible blood components
18. Transplantation of ABO incompatible organs as a result of error
19. Misplaced naso- or oro-gastric tubes
20. Wrong gas administered
21. Failure to monitor and respond to oxygen saturation
22. Air embolism
23. Misidentification of patients
24. Severe scalding of patients
25. Maternal death due to post partum haemorrhage after elective Caesarean  section

Source: http://www.dh.gov.uk/prod_consum_dh/groups/dh_digitalassets/@dh/@en/documents/digitalasset/dh_132352.pdf

You can read the whole document if you wish, but the indicators within the specific areas where the Pharmaceutical Industry has opportunities to work in conjunction with the NHS includes:-

1. Wrongly prepared high-risk injectable medication

• Death or severe harm as a result of a wrongly prepared high-risk injectable       medication.
• High-risk injectable medicines are identified using the NPSA’s risk assessment tool1. A list of high-risk medicines has been prepared by the NHS Aseptic Pharmacy Services Group using this tool2. Organisations should have their own list of high-risk medications for the purposes of the “never event” policy, which may vary from the NHS Aseptic Pharmacy Services Group list, depending on local circumstances.
• A high risk injectable medicine is considered wrongly prepared if it was not; o prepared in accordance with the manufacturer’s Specification of Product Characteristics;

1 NPSA High Risk Medication Risk Assessment Tool, 2007, available at

http://www.nrls.npsa.nhs.uk/EasySiteWeb/getresource.axd?AssetID=60097&type=full&servicet ype=Attachment

2 Pharmaceutical Aseptic Services Group. Example risk assessment of injectable medicines. 2007. Available at http://www.civas.co.uk/

• This event excludes any incidents that are covered by other “never events”.
• Where death or severe harm cannot be attributed to incorrect preparation, treat as a Serious Untoward Incident.

5. Maladministration of potassium-containing solutions

• Death or severe harm as a result of maladministration of a potassium-containing solution.

Maladministration refers to;

• selection of strong potassium solution instead of intended other medication,
• wrong route administration, for example a solution intended for central venous catheter administration given peripherally,
• infusion at a rate greater than intended.

Setting: All healthcare settings.

Guidance: – Patient safety alert – Potassium chloride concentrate solutions, 2002 (updated 2003), available at http://www.nrls.npsa.nhs.uk/resources/?entryid45=59882

6. Wrong route administration of chemotherapy

Intravenous or other chemotherapy (for example, vincristine) that is correctly prescribed but administered via the wrong route (usually into the intrathecal space).

 

Setting: All healthcare premises.

Guidance: – HSC2008/001: Updated national guidance on the safe administration of intrathecal chemotherapy, available at http://www.dh.gov.uk/en/publicationsandstatistics/lettersandcirculars/healthservicecirculars/dh_ 086870 – Rapid Response Report NPSA/2008/RRR004 using vinca alkaloid minibags (adult/adolescent units), available at http://www.nrls.npsa.nhs.uk/resources/?entryid45=59890

7. Wrong route administration of oral/enteral treatment

Death or severe harm as a result of oral/enteral medication, feed or flush administered by any parenteral route.

Setting: All healthcare settings.

Guidance: – Patient Safety Alert NPSA/2007/19 – Promoting safer measurement and administration of liquid medicines via oral and other enteral routes, 2007, available at http://www.nrls.npsa.nhs.uk/resources/?entryid45=59808

8. Death or severe harm as a result of intravenous administration of epidural medication.

• A broader “never event” covering intravenous administration of intrathecal medication or The “never events” list 2012/13 9 intrathecal administration of intravenous medication is intended once the deadlines for Patient Safety Alert 004A and B actions have passed.

 Setting: All healthcare premises.

Guidance: – Patient Safety Alert NPSA/2007/21, Safer practice with epidural injections and infusions, available at http://www.nrls.npsa.nhs.uk/resources/?entryid45=59807 – Safer spinal (intrathecal), epidural and regional devices – Parts A and B, available at http://www.nrls.npsa.nhs.uk/resources/?EntryId45=65259

9. Maladministration of Insulin

Death or severe harm as a result of maladministration of insulin by a health professional. Maladministration in this instance refers to when a health professional

• uses any abbreviation for the words ‘unit’ or ‘units’ when prescribing insulin in writing,
• issues an unclear or misinterpreted verbal instruction to a colleague,
• fails to use a specific insulin administration device e.g. an insulin syringe or insulin pen to draw up or administer insulin, or
• fails to give insulin when correctly prescribed.

Setting: All healthcare settings.

Guidance: – Rapid response report – Safer administration of insulin, 2010, available at http://www.nrls.npsa.nhs.uk/alerts/?entryid45=74287 – NHS Diabetes – Safe use of insulin, 2010, available at http://www.diabetes.nhs.uk/safe_use_of_insulin/ – NHSIII Toolkit – Think Glucose, 2008, available at http://www.institute.nhs.uk/thinkglucose – NHS Diabetes guidance – The Hospital Management of Hypoglycaemia in Adults with Diabetes Mellitus, 2010, available at http://www.diabetes.nhs.uk/document.php?o=1037

19. Misplaced naso- or oro-gastric tubes

Death or severe harm as a result of a naso- or oro-gastric tube being misplaced in the respiratory tract.

Setting: All healthcare premises.

Guidance: – Patient safety alert – Reducing harm caused by misplaced nasogastric feeding tubes, 2005, available at http://www.nrls.npsa.nhs.uk/resources/?entryid45=59794 – Patient safety alert – Reducing harm caused by misplaced naso and orogastric feeding tubes in babies under the care of neonatal units, 2005, available at http://www.nrls.npsa.nhs.uk/resources/?entryid45=59798&q=0%c2%acnasogastric%c2%ac

Please visit the20:20Selection website if you have found this article helpful, as we regularly update the articles in our Factsheet section

http://www.2020selection.co.uk

Are you eligible? Having your documents ready for your job search.

Embarking on a search for a new job can be daunting however like all things in life it can go more smoothly with forward planning. This short article is aimed at ensuring you have the relevant factual information at hand. This is important as agencies (like20:20 Selection Ltd) and importantly employers do need to check your legal, employment and academic documentation. Hence if you have all this in order, then when it comes to you being made that perfect job offer the contract/job offer letter is likely to be with you more quickly.

 

The following checklist should help you with your preparation:

• Passport & Visa (if applicable) – an employer can be fined for employing individuals who are not eligible to work in theUK

• Driving Licence – you will need the paper and photo card parts. For field based positions you will need a validUKdriving licence with no more than 6 penalty points. It is important you make clear declarations about your driving history when asked as employers will check this with the DVLA.

If you have a nonUKlicence holder and need to convert your licence the following link will give you some guidance:

http://www.direct.gov.uk/en/Motoring/DriverLicensing/DrivingInGbOnAForeignLicence/DG_4022562

• A recent payslip. This will validated your current basic salary and your National Insurance number. If you are in receipt of other monthly benefits such as a car allowance this will also be verified on the payslip.
• ABPI certificate – if you have sat and passed the examination you will need to produce your certificate if you are offered employment with a pharmaceutical company. If you have misplaced this, the following link may help

https://extranet.abpi.org.uk/web/abpi/exams.nsf/pages/duplicate_certificate_request

• Highest education certificates (degree, nursing, A levels etc)
• For nursing roles you will need your current NMC PIN number and date of expiry. Plus you will also be asked about the date of your last CRB check however your new employer will need to undertake a fresh check.
• For sales positions you should also put together your ‘Brag File’ or portfolio of successes which should include Sales Data, other performance against KPIs, recent appraisal documents; in fact anything that you can use to sell you and differentiate you in the marketplace.

 

If you are not facing redundancy, timing your job search is also something to consider. For example,

• We do come across people who may be tied in to car schemes. You are advised to carefully calculate the costs involved to you in walking away from your current agreement, as not all employers offer car opt-out schemes.
• If you are going to jeopardise any bonus/incentive payments pay by leaving before a certain date.
• If you have significant holiday commitments it is important you flag these. A job offer may be subject to you attending a training course on a specific date for a fixed time, however discussing these with your Recruitment Consultant early in the process may mean this can be negotiated. Also remember that holiday entitlement will be prorated depending at what stage of the leave year you commence work.

 

At 20:20Selection, we are here to help and guide our candidate along the process. Our specialist team can be contacted on 0845 026 2020 from08:30 – 18:00weekdays.

What I Wish I’d known As A Hiring Manager……….

It’s been almost a year since I joined 20:20 Selection Ltd as a Recruitment Consultant; and as we approach the shortest day and start the wind down for Christmas, I feel that it’s a good time to reflect on what I’ve learned over the last twelve months.

Firstly, I’ve realised that in the world of recruitment there isn’t a wind down for Christmas at all! In fact, at 20:20 Selection Limited we are still flat out busy, working on new vacancies as well as existing ones, for our clients who want jobs offered and filled over the next two weeks, in time for ITC’s on 4^th January. I had naively thought that we would be starting on the mince pies and sherry by now, but in fact I suspect that the Season’s merriments won’t begin until 4pm on Friday 24^th December.

When I was a hiring manager, both as a Regional Business Manager, and as a National Manager, I thought I knew quite a bit about recruitment. I thought I knew how to spot an outstanding candidate from an average one. I thought I knew how to really dig down deep to get to know the ‘face behind the mask’, so that I could recruit the best of the best; the gem who would fit into the team quickly and would add value from day one.

What I’ve now realised, is just how little I actually knew about recruitment when I was a hiring manager.

If only I’d known that:

• An awful lot of work goes on behind the scenes, long before a manager receives CV’s to review.

 

• For every strong potential candidate, the best agencies reject another hundred CV’s from the ‘Average Joe’.

 

• The recruitment industry is incredibly competitive, with most clients now choosing a multi agency Preferred Supplier List.

 

• Achieving exclusivity with a client, is worth it’s weight in gold, as it gives the agency the luxury of time to really match the best candidates to every role, and to deliver all the KPI’s, without being pulled into the ‘bun fight’ of trying to speak to candidates about a job first before the other agencies get to them.

 

• Candidate loyalty only comes from delivering outstanding service. If people are registered with too many recruitment agencies, it is actually much more difficult to find them a job.

 

• Not all agencies are ethical and professional, and some still work on a volume principle, sending far too many CV’s out for a vacancy, rather than only selecting candidate’s who really fit the brief.

 

• We’re all fishing from the same candidate pool, and only the most skilled and experienced recruitment consultants know which bait to use to attract the most suitable, highest calibre people.

 

• The world of recruitment is full of highs and lows. Nothing beats the feeling of placing a candidate in their perfect job. Equally, nothing matches the heart sink feeling when your super prepped candidate gets down to the last two, and gets beaten by a whisker.

 

• It is extremely hard work, energy draining and soul destroying at times. It is also the most fulfilling, satisfying, people focused job I’ve ever done.

 

• The role of the recruitment consultant is the ultimate selling role. You need to sell to clients to win the business in the first place, sell the job and the company culture to candidates and to sell candidates’ to hiring managers to encourage them to shortlist your people.

 

• The term KAM is overused, and means so many different things to different companies and different people.

 

• The pharmaceutical market place is very still unstable. Candidates seem to have very high expectations about their employability, and so a key part of the recruitment consultant’s job is to manage expectations and to really explore motivation in a very competitive environment.

 

• As more and more companies choose to install electronic CV logging systems, it becomes increasingly difficult to ‘sell’ the candidates into hiring managers. Therefore, it is even more critical for a candidate’s CV to be absolutely outstanding, to differentiate them from the rest of the crowd, and to be as clear and as achievement focused as it can possibly be.

 

So, one year ends and another is just around the corner. I have learned a huge amount over the last 12 months, both about my job as a Recruitment Consultant, and also about myself, my own motivation and what makes me smile. I’d forgotten the buzz that is to be had from working in the toughest sales arenas, and I’d forgotten just how much I still want to win and to succeed. Every day is different, every day is action packed, and every day I live on my wits, and I’m ready to deal with anything that comes my way. I’m looking forward to the Christmas break, but I’m also optimistic and hopeful that 2011 will be a very fruitful year for 20:20 Selection Limited and for our selected candidates.

by Sam Harrison

QIPP

FACTSHEET

WHAT IS QIPP?

The QIPP agenda is undoubtedly one of the most significant NHS policies that all organisations who conduct business with the NHS will have to take onboard.

Quality

Innovation

Productivity

Prevention

The agenda will have to run through the every thought and every process that takes place throughout the NHS from Primary Care Trusts to Secondary Care to General Practice.

QIPP will affect every department and individual who works for the NHS – for example front line clinicians, PCT commissioners, estate managers, laundry services, ward staff, ambulance trusts, etc.

Why?

The year 2010/11 is the last year in which the £102 billion that is spent on the NHS is set to get an increase in funding of around 5.5%. For the foreseeable future the growth will be limited to inflation. The NHS needs to identify £15-£20 billion of efficiency savings by the end of 2013/14 that can be reinvested within the service so that it can continue to deliver year on year quality improvements.

HOW WILL QIPP AFFECT PHARMA?

 

In order to do business with the NHS in future, organisations will need to focus on how the products/services that they offer fit in with the local QIPP agenda. Clearly organisations will have to attain immediate overviews as to how the QIPP agenda is going to be adopted at local levels, as it is anticipated that new, complex information resources will be required to deliver tailored solutions for each NHS customer.

PCTs will be looking to move services into primary care to reduce cost and improve Quality and Productivity. Pharmaceutical companies are already working on how to utilise their existing knowledge of World Class Commissioning to drive their targeting and market access strategies – so the platform may already be there, but the message will need refining for the QIPP.

Specifically, some of the areas which the pharmaceutical industry might be concentrating on refining their messages and strategies could include:

• to reduce preventable hospital admissions resulting from sub-optimal medicines use in chronic medical conditions (e.g. COPD)
• to identify patients who are currently undiagnosed or misdiagnosed as having a treatable chronic medical condition (e.g. COPD, diabetes, cardiovascular disease)
• to improve medical adherence and thereby improve health outcomes and reduce waste by reducing levels of non-adherence to medicines (e.g. community pharmacy monitoring schemes, GP staff training)
• to improve adherence to NICE guidance (e.g. hypertension, DVT prevention)

 

RECOMMENDED EXAMPLES

There have already been some significant improvements made to Quality and Productivity and Department of Health has provided some recommended examples.

• Atrial fibrillation – detection and optimal therapy in primary care.

Opportunistic screening by pulse palpation of patients over 65 has been used in 18 regions to improve detection of atrial fibrillation. Quality is improved by the optimal treatment of patients with atrial fibrillation reducing risk of stroke. Productivity is increased by the reduction in costs associated with stroke and its complications.

• Fractured neck of femur: rapid improvement programme.

Ten pilot trusts have succesfully implemented service re-design for the Fractured Neck Femur patient pathway. This improved quality by: improving multi discplinary and cross agency teamworking, reducing mortality, and time to theatre, and earlier mobilisation. Productivity was improved by reduced length of stay, readmissions, and delays to the theatre.

• Stroke pathway: delivering through improvement.

The NHS Institute supported Chief Executives and senior leadership to champion change and improvement across NHS organisations in all areas of the stroke pathway. Quality was improved by reducing mortality, time in A&E, and delay in CT scanning. Productivity was increased through reduction in length of stay and readmission.

• The productive ward.

The NHS Institute has supported ward leaders and nursing teams with innovative methods to improve the ward environment and process. Over 60% of NHS Acute Trusts are implementing the Productive Ward programme. Key improvements from the programme include improved quality through increasing direct patient care time and staff satisfaction and improved productivity through reduced staff absence and reduced length of hospital stay.

• Electronic blood transfusion systems.

Oxford Radcliffe Hospitals have successfully implemented an electronic blood transfusion system. This has improved quality by reducing transfusion errors and the time taken to deliver blood. Productivity has improved by reduced blood usage, wastage, and staff time.

• Enhanced recovery for elective surgery.

Enhanced recovery programmes use evidence based interventions to improve pre-, intra-, and postoperative care. They have enabled early recovery, discharge from hospital, and more rapid return to normal activities. Quality is increased by reducing complications and enabling a more rapid return to function. Productivity is improved by reducing hospital stay.

To improve the uptake of QIPP by clinicians the Department of Health has published a guide entitled:  The NHS Quality, Innovation, Productivity and Prevention Challenge: an introduction for clinicians www.somaxa.com/docs/file/QIPP_2010.pdf

Further information on QIPP can be found at:

www.link-gov.org/content/view/463/188/

www.library.nhs.uk/qipp/

 

Key Account Manager Roles – Catching a KAM

Many articles have been written about the best way to engage with our customers in the NHS. How best to partner with this new breed, made up of payers, commissioners, and medicines management gurus. How best to tap into their agenda. In fact, many careers have been built on telling us just how to sell to our customers, and an awful lot of consultancy fees have been paid to experts so that we can all be scared to death about this ‘new’ customer group who we are told work hidden away, been firmly shut doors in an increasingly complex and confusing NHS maze.

In my simple world view, yes, of course we do need to speak the same language as our customers, but we also need to ensure that we are getting the balance right, to ensure that our customer partnerships are mutually beneficial. We need to be truly customer focused, but we also need to achieve the win:win equilibrium, to avoid promising the world in value added services for very little commercial return.

Over the last few years, Key Account Management has been the new pharma industry term that seems to be bandied about on a daily basis. It is used often and widely and it seems to mean different things to different people in different companies. Every hiring manager seems to be looking for the elusive KAM. Does it mean a hospital representative? Does it mean an NHS Liaison Manager? Is it a bit of both? Or is it just a very good salesperson with the right attitude, the right skills and the common sense to convince key influential customers to sit round a table, to weigh up the pros and cons, and to agree on decisions that will help them to achieve their desired outcomes, but that will also grow product sales for their company?

In many ways, Key Account Management is a philosophy; a way of thinking, rather than some magical process. Account plans and systems can of course help to keep business on track, but they cannot be the golden ticket on their own. People still, and always will, buy from people.  Outstanding KAM’s need to be outstandingly talented sales people. In the ‘good old’ days, when sales people were autonomous, and they had full accountability for their results, the successful ones managed their own business and they managed it well. Naturally, they identified and involved all key stakeholders, naturally they engaged with clinicians, and non clinicians alike, and naturally they engaged the people who ultimately held the purse strings. They were unblocking the clinical and funding barriers that KAM’s and Market Access Manager’s do today, whilst always remembering to sell.

This breed are driven, competitive, innovative, competitive, hardworking, flexible responders to change and above all, as superb net workers and communicators, they can be relied upon to consistently achieve results.

At 20:20 Selection Limited, we know that recruitment agencies are mainly fishing from the same pond. The skill we use to catch the KAM’s is to recognise the specific species, and to know which bait to use.

Top 10 Interview Questions

Too many job seekers stumble through interviews as if the questions are coming out of left field. But many interview questions are to be expected. Study this list and plan your answers ahead of time so you’ll be ready to deliver them with confidence.

What Are Your Weaknesses?
This is the most dreaded question of all. Handle it by minimising your weakness and emphasising your strengths. Stay away from personal qualities and concentrate on professional traits: “I am always working on improving my communication skills to be a more effective presenter. I recently joined Toastmasters, which I find very helpful.”

Why Should We Hire You?
Summarise your experiences: “With five years’ experience working in the financial industry and my proven record of saving the company money, I could make a big difference in your company. I’m confident I would be a great addition to your team.”

Why Do You Want to Work Here?
The interviewer is listening for an answer that indicates you’ve given this some thought and are not sending out CVs just because there is an opening. For example, “I’ve selected key companies whose mission statements are in line with my values, where I know I could be excited about what the company does, and this company is very high on my list of desirable choices.”

What Are Your Goals?
Sometimes it’s best to talk about short-term and intermediate goals rather than locking yourself into the distant future. For example, “My immediate goal is to get a job in a growth-oriented company. My long-term goal will depend on where the company goes. I hope to eventually grow into a position of responsibility.”

Why Did You Leave (Or Why Are You Leaving) Your Job?
If you’re unemployed, state your reason for leaving in a positive context: “I managed to survive two rounds of corporate downsizing, but the third round was a 20 percent reduction in the workforce, which included me.”

If you are employed, focus on what you want in your next job: “After two years, I made the decision to look for a company that is team-focused, where I can add my experience.”

When Were You Most Satisfied in Your Job?
The interviewer wants to know what motivates you. If you can relate an example of a job or project when you were excited, the interviewer will get an idea of your preferences. “I was very satisfied in my last job, because I worked directly with the customers and their problems; that is an important part of the job for me.”

What Can You Do for Us That Other Candidates Can’t?
What makes you unique? This will take an assessment of your experiences, skills and traits. Summarise concisely: “I have a unique combination of strong technical skills, and the ability to build strong customer relationships. This allows me to use my knowledge and break down information to be more user-friendly.”

What Are Three Positive Things Your Last Boss Would Say About You?
It’s time to pull out your old performance appraisals and boss’s quotes. This is a great way to brag about yourself through someone else’s words: “My boss has told me that I am the best designer he has ever had. He knows he can rely on me, and he likes my sense of humour.”

What Salary Are You Seeking?
It is to your advantage if the employer tells you the range first. Prepare by knowing the going rate in your area, and your bottom line or walk-away point. One possible answer would be: “I am sure when the time comes, we can agree on a reasonable amount. In what range do you typically pay someone with my background?”

If You Were an Animal, Which One Would You Want to Be?
Interviewers use this type of psychological question to see if you can think quickly. If you answer “a bunny,” you will make a soft, passive impression. If you answer “a lion,” you will be seen as aggressive. What type of personality would it take to get the job done? What impression do you want to make?

Source:  Monster.co.uk

20:20 Selection in On Target Publication

Healthcare recruitment consultancy 20:20 Selection Ltd is expanding with new premises and two new staff members.

Managing Director Karen Forshaw commented: “We have always considered it essential that the working environment should add value to our core function of recruiting for the pharmaceutical and medical industry. In our new location we are better prepared to address the challenges ahead.”

Managing Director Karen Forshaw commented: “We have always considered it essential that the working environment should add value to our core function of recruiting for the pharmaceutical and medical industry. In our new location we are better prepared to address the challenges ahead.”

New Recruitment Consultant Sarah Taylor has worked in the Sales and Marketing department of a private hospital, and has recruitment experience from earlier roles. She said: “20:20 Selection Ltd is a leading player in a fast-paced industry, with a unique team ethos focused on delighting the customer. It was these key features that attracted me to the company and I am delighted to be part of its success story.”

Sarah Byrom joins as Recruitment Administrator, having previously been a Recruitment Assistant for a computer game company. “Working in recruitment requires efficient and effective administration support,” she said. “I understand the importance of a slick programme which ultimately benefits our most important asset, the customer.”

Source: On Target

http://www.ontargetmag.com/article.aspx?issueID=140&articleID=1065

New Service at 2020 Selection

2009 sees the introduction of WebCam technology at 20:20 Selection Ltd making interviewing and coaching more convenient for you!

Our new building offers many sophisticated facilities such as a state of the art Conference and  Meeting room complete with an interaction video link from which clients can communicate and maximise their busy working schedules.

We feel the benefits of video link is endless, it offers clients in the field, the opportunity to attend important board meetings in real time, and allows prospective candidates the opportunity of having  direct dialogue with our consultants when they are unable to travel to our offices for interview.

Contact us on 0845 026 2020 to learn more about how we coach our candidates and the latest vacancies in the medical industry.