New staff welcome and onboarding framework
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New staff welcome and onboarding framework
Contents 1.
Message from the Director of Workforce ............................................................................ 4
2.
The Royal Marsden Welcome .............................................................................................. 5
3.
4.
5.
6.
2.1.
The Royal Marsden Welcome ................................................................................. 5
2.2.
Trust values ............................................................................................................. 5
2.3.
Your Local Induction programme .......................................................................... 6
2.4.
Your buddy or mentor............................................................................................. 6
Day one: Warmly welcomed ............................................................................................... 7 3.1.
Day one activities .................................................................................................... 7
3.2.
Day one review meeting template ........................................................................... 7
Your first week: Well Connected ......................................................................................... 8 4.1.
Meeting team members and key stakeholders ....................................................... 8
4.2.
Systems and resources ............................................................................................ 8
4.3.
Week one activities ................................................................................................. 8
4.4.
Week one review meeting ....................................................................................... 9
4.5.
Week one review meeting template ........................................................................ 9
Your first month: Safe to practice ..................................................................................... 10 5.1.
Your statutory and mandatory training ................................................................ 10
5.2.
Your continuous professional and personal development ................................... 10
5.3.
Incident reporting .................................................................................................. 11
5.4.
Month one activities............................................................................................... 11
5.5.
Month one review meeting ................................................................................... 12
5.6.
Month one review meeting template .................................................................... 12
Your second month: Inspired and motivated.................................................................... 13 6.1.
7.
Your third month: Inspired and motivated ....................................................................... 14 7.1.
8.
Month two review meeting template .................................................................... 13 Month three review meeting template .................................................................. 14
Next steps .......................................................................................................................... 15 8.1.
New joiner survey ................................................................................................. 15
8.2.
One-to-one meeting .............................................................................................. 15
8.3.
Appraisal review.................................................................................................... 15
Appendix 1: Managing risk .................................................................................................. 16 Appendix 2: Freedom to Speak up .......................................................................................17 Appendix 3: Managing your personal safety and security ................................................. 18 Appendix 4: Managing your health and wellbeing .............................................................. 19 Appendix 5: How to access the Learning Hub .................................................................... 20 Appendix 6: Development Opportunities ........................................................................... 22
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New staff welcome and onboarding framework
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Message from the Director of Workforce
Dear Colleague, Welcome to The Royal Marsden NHS Foundation Trust. Our vision is to attract, retain and develop the brightest and best people locally, nationally and internationally. We recognise the importance of a positive onboarding experience to the engagement, productivity and retention of new members of staff. Our goal is to ensure that each new member of staff to the organisation is: − Warmly welcomed − Inspired and motivated − Safe to practice − Equipped and resourced − Well connected − This New staff welcome and onboarding framework sets out what each new member of staff should expect within their first three months including processes for objective setting and reviews with line managers, training to be completed and support systems such as buddying, mentoring and career coaching. The guidance outlines key milestones for day one, week one, month one, month two and month three, and should be reviewed with line managers at each of these points. The framework supports the Trust’s Probationary Period Policy, ensuring that each new employee receives appropriate support and development opportunities to enable them to quickly settle into their new role, and to facilitate them in carrying out their duties and responsibilities to the required standards. We hope you find the resources and support provided helpful.
Nina Singh Director of Workforce
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The Royal Marsden Welcome
We are committed to ensuring that you feel warmly welcomed on your first day with the Trust and throughout your career at The Royal Marsden.
2.1.
The Royal Marsden Welcome
All staff will attend The Royal Marsden Welcome. As part of the welcome, you will meet senior managers from the Trust’s Leadership Team, find out more about our strategic priorities, our values (as detailed in figure 1), our patients and ours service. You will also find out more about how we support you through education and training, staff benefits schemes and research opportunities. Dependant on your start date with the Trust, you may attend The Royal Marsden Welcome on your first day or you will be invited to attend within six weeks of your start date. As part of The Royal Marsden Welcome, you will also be invited to attend three further events: • The Royal Marsden tour - an opportunity for you to explore our sites and see our services in practice • In your shoes – lunch with the Leadership Team - an opportunity to talk about your experience as a new starter with senior managers so that we can learn about what we are doing well, where we can innovate and make improvements. • Because You Matter - a bite-sized workshop focused on your personal development in your new role and resilience. During the current context The Royal Marsden Welcome programme will be delivered virtually through the Learning Hub. Completion of The Royal Marsden Welcome is an essential requirement for all new trust employees within the first six weeks.
2.2. Trust values In 2019 the Trust committed to updating the Trust values in light of our new Five Year Strategic Plan. 350 staff and patients participated in workshops and surveys to inform these new values. They are an essential part of The Royal Marsden’s culture as they represent our approach and commitment to our work; the way we treat our patients and the way we treat each other. The new values are reflected in our recruitment, induction, training and appraisals, but most importantly it is about how we live them daily. The Values and Behavioral Framework can be found on RM Matters, the Trust’s intranet.
Fig. 1. The Royal Marsden values
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2.3. Your Local Induction programme We are committed to ensuring that by the end of your Local Induction, you feel well connected and that you have all the equipment and resources you need to do your job well. Your line manager will arrange your Local Induction which will include meetings with your team members and key stakeholders across other teams, orientation of your local surroundings including all health and safety requirements, local/role specific policies and procedures, required systems training as well as access to required systems and local drives. You will also need to complete all required statutory and mandatory training. By the end of month 1 you will need to record all activities you have completed that are associated with your Local Induction via the Learning Hub.
2.4. Your buddy or mentor As part of your Local Induction programme you will be assigned a ‘buddy’ or ‘mentor’ to support you in the first three months of your role. Your buddy will help you develop your understanding of your department, be on hand to answer general questions, share their experiences and provide informal advice. Your buddy will usually be a peer who has a good understanding of your team and the organisation. Dependent on your role, your line manager may also assign a mentor to support your professional development in your first three months. Mentors are usually more senior colleagues with relevant professional experience and organisational know how.
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Day one: Warmly welcomed
On your first day in your local area, your line manager will meet you for an informal catch up about how your first day has been and to review your day one outcomes.
3.1.
Day one activities
By the end of your first day in your local area you should have the following in place or agreed arrangements for them: Have been introduced to your Line Manager and other colleagues. Understand the expectations of post and limitations of role Have a security badge Have the uniform/protective clothing that you need (if applicable) Have been briefed on confidentiality and areas of special sensitivity. Know how to use the telephone e.g. receiving and transferring calls. Know how to use other communications e.g. bleep system/intranet. Know about local transport arrangements e.g. parking, inter-site bus and Sutton shuttle bus. Have an orientation tour including refreshments areas, toilets and lockers (if applicable)
3.2.
Day one review meeting template
Notes and questions
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4.
Your first week: Well Connected
4.1.
Meeting team members and key stakeholders
As part of your Local Induction, arrangements will be made for you to meet members of your team, department and key colleagues from other areas of the Trust as well as meetings with any relevant external stakeholders.
4.2. Systems and resources During your first week you will be introduced to the role specific systems that you will work with, e.g. Electronic Patient Records (EPR), finance systems, etc. Training will be provided during your first week or as per the Local Induction timetable that has been arranged for you. Your manager will also ensure that you receive guidance on using the Learning Hub, our on-line learning management system where you will complete your required e-learning and book onto face-to-face training. A guide on how to access the Learning Hub is provided in Appendix 4. You will also be shown how to use WIRED, our online system, where you can view your compliance with training and appraisal. Fig. 2. The Learning Hub
We will work to ensure that you have all the resources in place to do your job as quickly as possible.
4.3. Week one activities By end of week one you should: Have an understanding of Health, Safety and Risk Management, including: Know the location of fire alarm call points, fire safety equipment, fire exits, assembly points and local evacuation procedures? Know how to report any incidents, accidents or near misses in line with the Trust incident reporting procedure on the DATIX electronic reporting system. Know your local safety hazards and have you been briefed on control methods? Know local procedures for the segregation and disposal of waste? Be familiar with First Aid arrangements for your department? Be familiar with security arrangements for your department e.g. lone worker procedures? Be aware of the Trust's Risk Management Policy? Have received the required training to operate specialised equipment: especially for medical devices which need specialist training? Be aware that you must receive appropriate training before using any specialised equipment or medical devices? Be familiar with chemical/biological hazards: main hazards, COSHH Assessments & safety procedures? Be aware of confidentiality and areas of specialist sensitivity? Be aware the requirements related to Display Screen Equipment (DSE) and self-assessment of your DSE workstation. Note: there is an assessment form within the DSE Policy on the intranet
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Have an understanding of Raising Concerns, including: Know how to how to raise concerns regarding clinical practice and behaviours by colleagues. Know who your local Freedom to Speak Up Champion. Be aware of your Conditions of employment, including: Know your hours of work and pay e.g. dates, payment method and expenses claim. Know the arrangements for notifying your manager of sickness absence as well as certification and sick pay. Know about your annual leave (where applicable) - entitlement, booking, timings, special leave arrangements. Know about our provision of occupational health and staff support/pastoral care. Know how to access the Trust’s local policies and procedures. Be aware of the Trust’s policy on the use of social media. Understand the Information Governance Policy. Be aware of the Trust’s policies on the acceptable use of the intranet and email. Be aware if the Trust’s policy on Business Conduct and the NHS Standards of Business Conduct? Your attention is drawn to areas where conflicts or potential conflicts of interest may arise include, but are not limited to, gifts, hospitality, sponsorship, loans and financial inducements, business interests, share dealing and outside consultancy arrangements and employment. Understand the expectation set out in Trust Values and behaviour framework. Start to complete your Local Induction Checklist Log on to the Learning Hub, select Local Induction Checklist and start to record activities you have completed during Week One, it is recommended that you update the checklist weekly.
4.4. Week one review meeting At the end of your first week in line with the Probationary Period Policy, your line manager will meet with you for your Initial Probation Meeting- an informal meeting to discuss how your first week with the organisation has been. It provides an opportunity to reflect on and review the work completed, the quality of the outputs, the manner in which the work was carried out and to ask any outstanding questions and discuss your week one outcomes and anything that may be outstanding.
Within the first four weeks of the employee’s start date, the line manager will hold an Initial Probation Meeting to set objectives and discuss their expectations with the new employee and also set dates for a series of review meetings throughout the probationary period.
4.5. Week one review meeting template Notes and questions
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Your first month: Safe to practice
Our aim is that, by the end of your first month, you are well embedded in your team, you understand what is expected of you, you are equipped and well-resourced and that you have received all the training required to practice safely and effectively in your role.
5.1.
Your statutory and mandatory training
During your first four weeks you should complete all your statutory and mandatory training. You should agree protected time to do this with your line manager. Your statutory and mandatory training is outlined in the Learning Hub under Required Learning. Please liaise with your manager if you are unsure about the training you need to complete. Both new staff member and their manager are responsible for ensuring members of staff are up-to-date.
Statutory and mandatory training E-learning
Face to face
□ Information Governance (all staff) □ Infection Control level 1 (non-clinical) □ Equality, Diversity and Inclusion (all staff) □ Fire Safety (non- clinical staff) □ Moving and Handing - Backcare Awareness (non-clinical staff only) □ Risk Awareness (all staff) □ Safeguarding Children Level 1 (nonclinical staff) □ Safeguarding Vulnerable Adults Level 1 (non- clinical staff)
□ Basic Life Support (BLS)- Adult and Paediatric (clinical staff only) □ Infection Control level 2 (clinical staff) □ Fire Safety (clinical staff) □ Moving and Handling – Patient Handing (clinical staff only) □ Conflict Resolution (patient facing staff) □ Safeguarding Children Level 2 and 3 (clinical staff and some manger in patient facing areas) □ Safeguarding Vulnerable Adults Level 2 and 3 clinical staff and some manger in patient facing areas) □ Medicines Management (clinical staff only) □ Consent (clinical staff only) □ Blood Transfusion (clinical staff only) □ Risk Management (managers/supervisors) □ VTE and pressure ulcers (clinical staff only) □ Equality and Diversity Managing Fairly (managers/supervisors)
5.2. Your continuous professional and personal development The Royal Marsden is committed to supporting the continuing education and development of its entire workforce. We are very proud of our reputation for investing in staff because we believe education and training are the antecedents of outstanding care. All staff who have been in post for six months are eligible to apply for financial support as well as leave to study in line with principles outlined in the Trust’s Study leave and financial support for continuing education and development. We provide financial support to cover the costs of study and paid leave for: • • • •
Short courses University courses/modules Leadership Academy programmes Apprenticeships (six-month eligibility criteria don’t apply)
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Incident reporting
Your line manager will inform you of local reporting systems. You will be shown how to access the DATIX system to report incidents and you will also be given details of the Trust’s Freedom Speak Up Guardians- Appendix 1.
5.4. Month one activities By end of month one you should have: Familiarised yourself with Staff Involvement & Communication, including: Know about the trade unions and representatives as appropriate. Be aware of our key communication channels within the Trust e.g.: staff magazine and intranet Have completed your departmental/role specific induction training, including: For medical staff on honorary contracts these might include procedures relating to: · Resuscitation · Medicines Management · Consent · Blood Have an understanding of the local/role specific policies and procedures that affect your role. Have an understanding of Patient Safety, including: Understand not to share or to use health information that identifies patients for any reason other than the purpose of treatment and care and that any concerns about potential breeches of information security, confidentiality or freedom of information requests should be escalated accordingly. Understand your responsibilities to follow essential hand hygiene guidance and ensure awareness of local infection control procedures. Know for any inoculation incidents to call x3003 (Sutton), x2139 (Chelsea) and x3558 (Sutton), x2658 (Chelsea) out of normal office hours. Understand your responsibilities to follow safeguarding procedures, escalate any concerns regarding safeguarding adults or children in accordance with Trust policy and know that safeguarding is the responsibility of all staff. Understand that the Mental Capacity Act 2005 and Deprivation of Liberty Safeguards 2007 that states no one can, on behalf of a patient that lacks mental capacity, give consent to care and treatment unless they have relevant legal authority. Refer to Trust policy and if concerned discuss with the safeguarding lead on the following number: 07834171801. If you are a team leader or manager, you should: Have completed managers induction or book to attend this training Have attended “Equality and Diversity: Managing fairly” workshop or booked to attend this training. Have read the Trust's employee relations policies including those related to Managing Sickness Absence and Performance Appraisal and Development Review. Submit your Local Induction Checklist Log on to the Learning Hub and ensure that your Local Induction Checklist is fully completed by the end of your first month in the Trust.
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Month one review meeting
By the end of your month one in line with the Probationary Period Policy your line manager will meet with you to discuss how your first month with the organisation has been and to complete setting of your objectives. It provides an opportunity for you to ask any outstanding questions and discuss your first month outcomes. As part of your discussions with your line manager about your objectives, you will also discuss your learning and development needs and how these can be supported. Further support may include: − − − −
Shadowing another member of the team On-the-job supervision Self-study Internal courses (available on The Learning Hub)
5.6. Month one review meeting template The following template can be found in the Trust’s Probationary Period Policy. Objectives
Deadline for achievement
1. 2. 3. 4. Trust Values
How these will be demonstrated
Pioneering Change Pursuing Excellence Working Collaboratively Showing Kindness Training and Development Needs Development Need
Notes and questions
How to be achieved
By when
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Your second month: Equipped and resourced
By the end of month two, in line with the Probationary Period Policy, your line manager will meet with you to discuss your progress against your agreed objectives and any learning needs discussed at the end of month one. In your review you will also discuss any further support required and agree new objectives as appropriate. Our aim is that that you will have all the equipment and resources that you require to achieve your objectives and that you feel supported and have clear expectations. Your regular review meetings with your line manager are one of the ways in which we facilitate this.
6.1.
Month two review meeting template
The following template can be found in the Trust’s Probationary Period Policy. Objectives
Review and Comments
1. 2. 3. 4. Trust Values
Evidence
Pioneering Change Pursuing Excellence Working Collaboratively Showing Kindness Training and Development Needs Development Need
Notes and questions
How to be achieved
By when
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Your third month: Inspired and motivated
By the end of month three, your line manager will meet with you to review your progress against the objectives and learning needs discussed in month one and two. In this meeting you will agree any additional objectives, actions and development needs.
7.1.
Month three review meeting template
This template can be used when completing Probationary Period Review Form. Objectives
Review and Comments
1. 2. 3. 4. Trust Values
Evidence
Pioneering Change Pursuing Excellence Working Collaboratively Showing Kindness Training and Development Needs Development Need
Notes and questions
How to be achieved
By when
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Next steps
8.1.
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Your onboarding experience is important to the Trust. At the end of your first three months you will receive a New Joiners Survey. Please complete this as your feedback is essential to ensuring that we continuously improve the experience of new staff.
8.2. One-to-one meeting You should continue to have one-to-one meetings with your line manager on at least a eight weekly basis. At these meetings objectives and learning needs should continue to be agreed and reviewed.
8.3. Appraisal review All staff will have a formal annual performance appraisal and development review. The appraisal should be completed in line with the Trust’s appraisal season, which is between 1st April and 30th June. Your performance appraisal and development review is a two-way process. It provides an opportunity for all staff to: − Receive feedback on their performance against performance expectations − Reflect on their work performance and give feedback on their experience of working in the Trust and work area − Confirm the requirements of their job and agree work objectives for the coming year − Discuss and agree development needs and how these might be met For further questions or feedback, please contact the Learning and Development Team at the following email address: Learning.Development@rmh.nhs.uk.
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Appendix 1: Managing risk Your responsibilities Under the Health and Safety at Work Act, we are all responsible for our acts or omissions. We all have a responsibility to look after the health and safety of ourselves and others that includes visitors, patients and our colleagues. This includes conducting risk assessments and reporting incidents and near misses. Risk assessments Risk assessment establishes actual levels of risk leading to action to prevent or control risk. Six steps to risk assessment 1. Establish the context 2. Identify the risks 3. Risk analysis 4. Evaluate the risk 5. Control the residual risk 6. Monitoring and review Risk assessments should be carried out whenever there is a new process or a change to an existing process that may present a risk. Please contact the Risk Management Team who will be able to provide support when carrying out risk assessments. Incident reporting DATIX is our electronic system for reporting incidents and near misses. You can access Datix through the intranet home page and you do not need a separate login. Using DATIX for incident reporting allows the trust to: − − − −
Grade incidences and take appropriate actions Electronic reporting internally and to external bodies such as the HSE, NHS Improvement, CQC, NRLS Inform patients under Duty of Candour Give feedback to staff following a report they have filled.
Major incidents and business continuity A major incident is any occurrence that presents serious threat to the health of the community or causes such numbers or types of casualties as to require special arrangements to be implemented. This can include: − − − − −
Mass casualties Extreme weather Specific event such as a large sporting event Fire Infrastructure failure such as a large IT failure
Business continuity planning is essential for continuing the working of the Trust during a major incident. Please ensure you speak to your manager, have access to and read all relevant plans for your area.
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Appendix 2: Freedom to Speak up The Freedom to Speak Up initiative aims to support The Royal Marsden in becoming an even more open and transparent place to work, where our staff are actively encouraged and enabled to speak up and raise concerns safely. The Trust has set up a network of Speak Up Champions who work with the Trust Freedom to Speak Up Guardian and their role is to support staff to speak up about any concerns they might have about patient services or workforce matters. You can contact the Champion assigned to your division or to any of the other Champions on: FTSUguardian@rmh.nhs.uk FTSUcancerservices@rmh.nhs.uk FTSUclinicalservices@rmh.nhs.uk FTSUprivatecare@rmh.nhs.uk FTSUclinicalresearch@rmh.nhs.uk FTSUcorporateservices@rmh.nhs.uk
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Appendix 3: Managing your personal safety and security Local security management specialists The Royal Marsden has a Security and Portering Service who are responsible for security at our two sites and local security management specialists whose role it is to manage and improve security across the trust. You can contact Portering and Security Manager or Deputy Portering and Security Manager on 0208 661 3398 / 3397 The emergency number to dial for fire, cardiac arrest, radiation or any other incident is 2222. Access control All staff are required to have a Trust ID badge. This allows you to access your work and common areas as well as allowing others to identify you as a member of staff. Please always: − − − − −
Wear your ID badge when on sites Request any changes to your restricted areas through your line manager Inform Security Personnel if your ID badge fails to work correctly Notify Security Personnel of any lost ID badges Check the identification of any persons wanting to enter restricted areas
Protecting your belongings Trust areas are open to patients and visitors as well as members of staff and although security insistences are low, there are some sensible precautions we can all take. These include: − Leaving all your personal belongings at home whenever possible − Keeping your purse, wallet or other valuables with you at all times or locked away − Park in well-lit and busy areas − If you work late walk with a group or ask a security to escort you to your car − If you notice any suspicious persons or vehicles, notify security personnel. Trust your instincts and never hesitate to report anything that makes you feel uneasy Information for lone workers Familiarizes yourself with the Trust’s Lone Worker policies and procedures. Determine your safest route, highlight known areas for concern. Share information. Keep personal belongings with you at all times or secure in a lockable area. Make sure you have received up-to-date training in the prevention and management of violence (e.g. conflict resolution and lone worker personal safety). Remember the importance of thorough planning – be aware of the risks and do everything you can in advance to ensure your safety. Make full and proper use of any equipment or system of work provided for them. Ensure you can access the appropriate safety equipment, (e.g. attack alarms). Always leave an itinerary with your manager or you colleagues and keep in regular contact with your base.
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Appendix 4: Managing your health and wellbeing
Your emotional, mental and physical wellbeing is important to us. We offer a range of benefits to support you in your wellbeing both at work and at home. We recognize that the first few months in a new job can sometimes be overwhelming, so we have outlined our top tips to help you.
Take a break
Do something you’re good at
A change of scene or place is good for your mental health. It could be a few minutes pause or half hour lunch break from work.
What do you love doing? What activities can you lose yourself in? What did you love doing in the past? Enjoying yourself can help beat stress. Doing an activity you enjoy probably means you’re good at it and achieving something boosts your self-esteem.
Ask for help
Drink sensibly
Keep talking
Keep Active
None of us are super human. Sometimes we all get tired or overwhelmed by how we feel or when things don’t go to plan. Your friends, family or colleagues may be able to offer practical help or a listening ear. Alternatively, contact Staff Support.
We often drink alcohol to change our mood. Some people drink to deal with fear or loneliness but the effect is only temporary. Drinking isn’t a good way to manage difficult feelings.
Talking about your feeling can help you stay in good mental health and deal with times when you feel troubled.
Regular exercise can boost your self-esteem and help you concentrate, sleep and look and feel better. Exercise keeps your brain and other vital organs healthy and is also a significant benefit towards improving your mental health.
Keep in touch
Eat well
Invest in relationships
Accept who you are
There’s nothing better than catching up with someone face to face but that’s not always possible. You can give them a call, drop them a note or chat to them online instead. Keep the lines of communication open, it’s good for you!
Your brain needs a mix of nutrients to stay healthy and function well, just like other organs in your body. A diet that’s good for your physical health is also good for your mental health.
Friends, family and colleagues are really important. Maintaining the relationships with people close to you is good for your mental health.
We are all different. It’s much healthier to accept that you’re unique than wish you were more like someone else. Feeling good about yourself boosts your confidence to learn new skills, visit new places and make new friends. Good self-esteem helps you cope when life takes a difficult turn.
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Appendix 5: How to access the Learning Hub 1) You can access the Learning Hub via your desktop, by clicking on this iconOr via the RM Matters home page- http://royalmarsden/matters/ 2) Enter your Trust username e.g. smithj and then your password.
3) Click the ‘My Learning’ tab on the home page to access your required learning or Explore available training opportunities.
By clicking on the drop-down menu under “My Learning” you can access your Record of Learning, Your Local Induction Checklist (must be completed by the end of your first month with the Trust) and any Study Leave applications you may have submitted.
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4) When you log onto the Learning Hub for the first time you must select your line manager. Click on “Chose new manager”, type the name of your manager in the box, click “Search” and “Select as manager”. If you have a new line manager, e.g. you have changed job, you will need to select your correct manager following the same steps.
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Appendix 6: Development Opportunities We are committed to supporting the continuing education, training and development of all staff members. The Royal Marsden School The Royal Marsden School is a leading provider of specialist cancer education in the UK. The School delivers a flexible programme of degree and master’s qualifications, as well as short courses and study days – all taught by experts in their field. For more information visit the Royal Marsden School website: https://www.royalmarsdenschool.ac.uk/courses/modules. Financial Support for Professional Development The Trust provides financial support to cover the costs of study and paid leave for the following professional development courses: − − − −
Short courses University courses/modules Leadership Academy programmes Apprenticeships
To apply for funding you need to submit an electronic Study Leave Application Form available via the Learning Hub. Career Advisory Service As part of our commitment to staff development, the Career Development Mentoring Scheme and Career Coaching Scheme are open to all staff members through our Career Advisory Service. We also provide Interview Skills Training for staff attending internal interviews. For further details and to download the application forms, please visit the Learning Hub. Post Graduate Medical Education The Postgraduate Medical Education team is here to support medical and dental trainees, locally employed doctors and supervisors during their time with The Royal Marsden NHS Foundation Trust. We offer a variety of courses for the Medical and Dental staff group only.
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