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Pulse Medic Servers: Jobs

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London and surrounding counties


Agender for change Band 6 or 7 Depending on experience.


Lead trainer, Stake Holders


Lead Administrator. PMS Stake holders


To deliver, evaluate and improve training programs for all clients. This will involve working across and in partnership with the Pulse Medic Director, Stakeholders, Team Leaders and Administrative Team. The post holder will support the Lead trainers across all aspects of the organisations objectives when delivering programs.

The post holder will liaise with the Leads to ensure that training takes place in line with the Action Plans and Lesson Plans.
The post holder will be expected to work autonomously at times.


Establish and maintain robust communication lines and network with all members of staff across the organization at all levels.

Learning, Education
Deliver training directly to all Pulse Medic clients.
Assist with formulating and designing lesson plans and objectives.
Create a climate that promotes learning.
Where appropriate, build and maintain constructive relationships with clients ; thus leading to interactive training sessions and building strong clientele relations.
Direct and control training resources to achieve the most effective strategy to implement training program and monitor the quality of the training provided.

Manage the finances allocated to cover training expenses incurred ; i.e. travel allowance, etc.

Organise and maintain the effective and efficient use of information technology systems and software.
Ensure that training records are collected and to organised and promote materials for courses / events as required and to agree timescales.
Ensure appropriate completion and submission of a training report on a regular basis to the Lead administrator.
To ensure a safe environment for all clients and attendees of the training sessions.
To adhere to Pulse Medic Services policies, procedures, protocols and guidelines at all times.
To maintain paper and electronic records as required in line with the organisation and external data quality policies.

Human Resource
To undertake an individual appraisal and evaluation with the Lead Trainer.
To maintain mandatory and appropriate training as required and agreed with the Lead Trainer.

To adhere to the principles of safeguarding Children and Adults in line with organisation policy and reporting procedures

Non-Executive Directors have an important contribution to make to the proper and effective running of the Pulse Medic Project  They bring an independent judgment to bear on issues of strategy, performance and resources, including key appointments and standards of conduct.\


There is no legal distinction between Executive and Non-Executive Directors.  Non-Executive Directors have the same legal duties, responsibilities and potential liabilities as the Executive Directors.
Non-Executive Directors must be Members of the Pulse Medic Board.
All Directors must see the Project issues in a broad perspective. Additionally, Non-Executive Directors are appointed because they have a breadth of experience, are of an appropriate calibre and have particular personal qualities. They will have some specialist knowledge and proven business acumen that will help provide the Board of Directors with valuable insights.
We particularly welcome applications from candidates with senior level experience in a field which will complement our existing Board of Director team. We have two vacancies; one candidate will have a strategic financial management background, and for the other we are seeking applications from individuals with a range of backgrounds including for example, experience in: public sector including social care; information management and technology; patient and public engagement background; the sustainability agenda; commercial, business and / or the voluntary sector.
Of the utmost importance is their independence.  This means they bring objectivity to the deliberations of the Board of Directors and play a valuable role in monitoring executive management.
Roles and responsibilities
There is a fundamental requirement of adherence to the principles of the Project and to act at all times as a responsible Director within the terms of good corporate governance.
The Non-Executive Directors will, additionally to their Board of Directors’ role, provide general counsel based on their knowledge and expertise such that the Chairman and Chief Executive may seek their guidance on particular issues.  Some of the work of the Non-Executive Directors will be carried out in sub-committees or task and finish groups.
The key responsibilities of the Non-Executive Directors include the following –
  • Strategic direction
To provide informed independent opinion and contribute to the debate in formulating a robust Strategic Plan for the Project. To be aware of the various factors influencing adherence to the registration from our  Monitors.
  • Monitoring
Non-Executive Directors will take responsibility for monitoring the performance of executive management. Part of the responsibility is to ensure that data is collected efficiently and presented in an intelligible way.
  • Audit
It is the duty of the whole Board of Directors to ensure that the company accounts properly to its Members by presenting a true and fair reflection of its actions and financial performance and that the necessary internal control systems are put into place and monitored regularly and rigorously.
The Non-Executive Directors have an important part to play in auditing non-financial performance by ensuring an efficient process is in place to deliver and analyse accurate and timely data. Non-Executive Directors chair and serve on the Audit Committee.
  • Governance
The Board of Directors, including Non-Executive Directors, will exercise the functions of integrated governance.
  • Quality
Non-Executive Directors lead the quality agenda alongside Executive Directors, ensuring that the organisation delivers exemplary quality of care to all its patients/service users. This agenda encompasses patient safety, the quality of patient experience and patient outcomes.
  • Communication
An important function for Non-Executive Directors is helping to connect the Board of Directors with networks of potentially useful people and organisations.  In some cases, the Non-Executive Director may be called upon to represent the Project externally.
There may play a role in answering complaint from lead trainers.
  • Remuneration of Executive Directors
A Remuneration Committee of Non-Executive Directors sets the remuneration, allowances and other terms and conditions of office of the Executive Directors.
Induction Programme for Non-Executive Directors
Non-Executive Directors will take part in an induction programme on joining the Board of Directors.  This will include attendance at the corporate induction programme and a personalised local induction devised by the project manager.
All Non-Executive Directors are required to adhere to the Project policies and procedures and will be bound by the Pulse Medic Code of Conduct. Specific issues relating to confidentiality will be adhered to as defined in the Constitution.
Appointing Non-Executive Directors
Pulse Medic will advertise the posts to be filled publicly and follow the principles of any appointment to public office with regard to fairness and objectivity.
Non-Executive Directors are subject to annual appraisal.  The Project Manager will produce an annual report to the Governors on the performance of the Non-Executive Directors and the project.
Duration of Service and Removal of Non-Executive Directors
Pulse Medic sets out the framework in which the organisation works.  Non-Executive Directors may serve up to a maximum of 4 years subject to satisfactory performance as judged by the Lead trainers.
A term of office is a maximum of 1 years and may be renewed subject to the 4 year rule. The Lead trainers  may determine to hold open public competition at the end of each or any 4 year term served by an individual Non-Executive Director.
Termination of a Non-Executive Directorship from Pulse Medic , other than on the expiry of a term of office, is a matter for the lead trainers as set out in the business strategy. T
Non-Executive Remuneration is currently £500 per annum.  It is set by the he management team at 10 percent of previous  year operational profit
August 2014

15 hours a Week

Post Details.

Project : Pulse Medic.

Main Location: London South Bank University.

Reports to: Business Manager, Directors, lead trainers

Accountable to: Directors, Lead Training officer.

Essential : Be Professional, trust worthy,

Rate: £9.15 (london living wage)

Job Purpose:

To provide accurate, comprehensive, confidential and executive administrative support to the Managing Director, Medical Education Directors, Child Protection Officer

To effectively manage the workloads and support the Integrated Management team in their roles on a day to day basis.

To maintain effective communication through extensive internal and external liaison across the Organisation and associated NHS and Non-NHS organisations.

To liaise with leads within the Organisation and colleagues in the London to ensure co-ordination of work to achieve objectives.

To disseminate and distribute information on behalf of the Directors and act upon incoming information/problems in their absence.

Communication and Relationships.

Develop relationships with key stakeholders including local and national NHS organisations, senior clinicians and NHS professionals pertinent to the Director’s work.

Liaise closely and work collaboratively with staff from all other teams within the Organisation to ensure queries are dealt with professionally and promptly.

Deal sensitively in responding to requests for advice/ information from customers ensuring that confidentiality is maintained at all times in line with the Organisation’s policies and procedures.

Respond to telephone enquiries from staff and other organisations, efficiently and conscientiously on a daily basis.

Senior Management Team (SMT).
Integrated Management Team (IMT).
Associate postgraduate deans (APD).
Pulse Medic Group (PM)
The Health Foundation
The British Heart Foundation
London Deanery and staff

Staff within other healthcare organisations NHS.
The British Heart Foundation.
NHS Trust personnel.
Medical Private personnel.

Key Responsibilities:

Work according to the agreed standards and display the behaviours set out in the Pulse Medic of the Vision Statement and business strategy

To manage daily correspondence for Medical Education Directors using email, inbox management and letter, prioritising as appropriate and ensuring follow up.

Independently answer routine correspondence, letters and audio typing. To deal with telephone and email queries and redirect specialist queries in the absence of these Directors.

To deal with all incoming telephone enquiries for Directors and at times other Pulse Medic members. Ensure that all calls are screened and routinely diverted to appropriate members of staff and that in the absence of the Directors they are appropriately managed.

To ensure the efficient management of the Director’s diary in arranging internal and external meetings and appointments. Liaison with external conference/meeting organisers and organising travel and accommodation when appropriate.

To ensure that communications from the Director/PM is effectively disseminated across the wider Deanery/ PM team.

To keep accurate and complete records of activities and communications consistent with internal and external policies and procedures and to help others access this information when appropriate.

To provide administrative support to internal/external trainings meetings when requested. This will require the post holder to collect agenda items, prepare and circulate papers ensuring that membership lists are kept up to date and produce accurate minutes and action logs in line with agreed quality standards, co-ordinating and following up of any actions arising from these meetings.

Co-ordinate and service Management Team meetings (e.g PM and/or BHF, NHS)

  • Collate agenda items from across the Organisation and PM Frame Work ensuring they are formatted and presented in the correct templates.
  • Manage the action log ensuring actions are noted and followed up, with relevant updates provided at later meetings.
  • Ensure relevant information is provided for the staff Team Brief taking into account the often sensitive nature of discussions at the meetings.
  • Ensure papers are disseminated to attendees in line with agreed timeframes.

To attend meetings as requested which may include attendance at and recording of meetings of a highly confidential nature.

Organise and manage travel and accommodation arrangements to assist in the effective use of trainers time. Ensure, Design, implement and maintain effective office systems including efficient brought forward systems for the project.

Research, collate and edit material for the Directors from a wide range of sources and present such material in a comprehensive fashion for insertion into reports and documentation for management and other meetings.

Financial and Physical Resources

Order travel and accommodation for the Trainers as required. Arrange and book venues for meetings and events in line with the PM/Organisation conference booking procedures.

Organisational Chart and Responsibilities for Human Resources:

Will be required to demonstrate duties to new starters and temporary staff.

Freedom to Act:

Works within the policies and procedures of the Organisation, suggesting and recommending improvements where appropriate.

Use own initiative to deal with problems liaising with manager for advice and guidance.

Will be expected to make judgements and take action on any changes/adjustments required to the duties listed.

Physical Effort

Regular travel across the London and the South East.

Will occasionally need to move and file numerous documents and will be required to set up equipment for meetings and training sessions.

Mental Effort:

Ability to switch tasks as a result of managing a number of stands or work as a result of interruptions and/or arising situations requiring urgent attention.

Occasional periods of prolonged concentration may be required when analysing information, writing reports and managing own workload with many competing priorities.

Emotional Effort :

Occasional exposure to staff and training issues being managed by the directors.

Working Conditions

Exposure to hazardous working conditions is rare. However may occur and will be managed by the lead trainer or PMS liaison officer.

Person Specification






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Pulse Medic is rated 4.76 stars by based on 254 merchant reviews

4.76 / 5 Rating
254 Reviews
ILS went really well thank you. Just to give some feedback, Martin the course trainer was brilliant. I have been on ILS courses before and have found the trainers to be a little full on and not really understand care giving and emergencies outside of acute NHS Hospital trusts. Martin understood the skills (and resources available) of nursing staff working in primary care in independent sectors and the situations that they may face.
Interactive relax informer time
Martin was so nice and lovely he was the best