WORKDAY LIMITED

Workday ERP Human Capital Management (HCM)

Workday HCM underpins and transforms your workforce strategy by unifying HR, talent, analytics, and payroll into a single, AI-driven cloud platform. It empowers government departments and their agencies to adapt instantly to change, engage employees with intuitive experiences, and make smarter, data-driven decisions that accelerate organisational success.

Features

• Human Capital Management
• UK Payroll or Global Payroll Connect (to Third-Party Payroll)
• Recruiting
• Onboarding
• Learning
• Performance and Talent Management
• Time and Absence
• Expenses
• Case Management
• Workforce Analytics

Benefits

• Unified Core: Single source of truth for all workforce data.
• Native AI: AI built into the core of the applications
• Agility: Quickly adapts to organisational restructuring and policy changes.
• User Experience: Increases adoption with an intuitive, mobile-first interface.
• Real-Time Analytics: Enables instant decisions without relying on disparate spreadsheets.
• Process Automation: Reduces administrative workload through intelligent workflow automation.
• Audit & Compliance: Continuous, native auditing ensures uncompromised regulatory alignment.
• Talent Management: Matches employee skills to critical organisational needs.
• Unified Security: Dynamic, real-time data access based on role
• Continuous Innovation: Delivers new features automatically without disruptive upgrades.

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at Tendertracker@workday.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

116783565890363

Contact

Andy Venter
020 3318 2336
Tendertracker@workday.com

About the service

• Service categories:
  • Applications
    • Enterprise resource management
      • Human capital management
        • Core Human Resources Applications
        • Talent Management Applications
      • Payroll management
        • Payroll management
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: Customer tenants will be unavailable during planned maintenance and unplanned outages. Planned maintenance is scheduled by tenant type and the current schedule is available to customers through Workday's Community website. Additional constraints may be contained in the Workday's contractual terms.
• System requirements:
  • MICROSOFT EDGE
  • FIREFOX
  • CHROME
  • SAFARI
  • OPERA

User support

• Email or online ticketing support: Yes
• Support response times: Support response time varies based on the associated severity level assigned to the support case:; Severity 1: Response Time = One Hour (24/7) ; Severity 2: Response Time = 6 hours (Mon-Fri) ; Severity 3/4: Response Time = 24 hours (Mon-Fri) ; Severity 5: Response Time = 48 hours (Mon-Fri)
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: None or don’t know
• Phone support: Yes
• Phone support availability: 24 hours, 7 days a week
• Web chat support: No
• Onsite support: No
• Support levels: Workday support is not tiered and operates 24 x 7 x 365. Workday's support personnel are based in the USA, Costa Rica, Ireland, India and New Zealand). Customers submit a case via Workday's online tool. Customers assign a severity for each case and may self escalate at any time.; ; Technical Account Managers are available at extra cost.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Workday has a formal New Customer On-boarding process, which consists of the following on-boarding activities:; - Delivery of the Welcome to Workday email to the Customer's Project Manager ; - Creation of the customer scorecard; - Enabling the Customer's Project Manager and Training Coordinator in the Workday Customer Center; - Creation of the customer’s Private Community Group - Granting Customer's Project Manager with access to the Workday Community; - Coordinating with Workday Education to enable customer access to Workday's Learning Management system; - Demo tenant; - Delivery of Welcome to Workday call with the customer team The Welcome to Workday email requests that the new customer identify a Training Coordinator. ; ; Once the customer has provided this information, the Workday Education team will be notified and they will enable the Training Coordinator in the Learning Center. The Training Coordinator has access to log a Training Support case as well as access to registration, training offerings, training credits, class schedules, administrative changes and login issues.
• Service documentation: Yes
• Documentation formats: HTML
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: Workday's customer-facing documentation, as part of the overall product ecosystem, is developed in alignment with the company's general accessibility goals. Workday's leading practice is to optimize its products for users on assistive technology by referencing several key international standards.
• End-of-contract data extraction: The customer can choose to extract their data on their own via specific reports provided by Workday or the customer can engage Workday Professional Services or a Workday partner to assist in the data extraction process.
• End-of-contract process: Workday Support follows a customer off-boarding process to initiate the deletion of a customer’s tenant. The customer may retrieve their Customer Data from within the service. After obtaining appropriate approvals, the customer instances are disabled and subsequently deleted. Data will be retained according to terms in the contract. Workday permanently deletes the customer tenant. Off-boarding activities are documented and tracked in an online tracking system or support case.

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Workday is designed to be accessible on both platforms, but there are differences in the experience and focus. The mobile app is optimised for quick, frequent, tasks on the go, while the desktop version provides the full, comprehensive user experience for more detailed or complex work
• Service interface: Yes
• Description of service interface: Workday offers several methods for data access, extraction, and integration:; • Web Services: Workday-built reports can be enabled as web services, allowing programmatic data retrieval.; • Standard APIs: Workday provides SOAP and REST-based APIs using industry standards (WSDL, WS-*), enabling data integration in and out of the service.; • Enterprise Interface Builder (EIB): Used for developing simple to moderately complex integrations.; • Workday Studio: An Integrated Development Environment (IDE) for creating custom, sophisticated integrations using Workday's Enterprise Service Bus (ESB) platform.; • Connectors: Various Workday, Third-Party, and Generic Configurable Connectors facilitate connecting external third-party systems to Workday.
• Accessibility standards: None or don’t know
• Description of accessibility: Key Accessibility Features in the User Interface:; Workday provides several features to ensure the user interface is accessible:; * Screen Reader Support: The UI is compatible with common screen readers like JAWS, NVDA, and VoiceOver for text-to-speech output.; * Keyboard-Only Navigation: Users can navigate and operate the Workday application entirely without a mouse. You can use the Accessibility Interaction Overview task in your tenant to familiarize yourself with keyboard navigation patterns.; * Color and Contrast: The interface is designed with high color contrast to improve legibility.
• Accessibility testing: At Workday, accessibility is an ongoing journey, where we test, evaluate, and document conformance levels. We work towards a continuous improvement of accessibility across our product offerings and anticipate enhanced web content accessibility guidelines (WCAG) conformance in future releases. We anticipate publishing documentation as we complete assessments on an ongoing basis. Workday updates this documentation to reflect updates in the services that materially affect the WCAG criteria.
• User support accessibility: None or don’t know
• API: Yes
• What users can and can't do using the API: Users and systems can take full advantage of Workday's API functionality, which is described in detail on Workday's API documentation available to Customers.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
• API sandbox or test environment: Yes
• Customisation available: No

Scaling

• Independence of resources: In order to manage tenant performance and availability, Workday performs system capacity planning / analysis as well as monitors / supports the Workday network and systems on a 24 x 7 basis. Workday commits to a Service Response and Availability SLA.

Analytics

• Service usage metrics: Yes
• Metrics types: Workday provides Usage Metrics dashboards and a monthly Service Availability Report. The Usage Metrics dashboards provides data on how your organization is using your Production tenant. The Service Availability report include metrics on tenant availability (uptime) and response time (performance).
• Reporting types:
  • Real-time dashboards
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Supplier type

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: Baseline Personnel Security Standard (BPSS)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
  • Other locations
• User control over data storage and processing locations: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest: Physical access control, complying with SSAE-18 / ISAE 3402
• Data sanitisation process: Yes
• Data sanitisation type: Data Erasure
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001

Data importing and exporting

• Data export approach: The customer can directly export data from the Workday Service through a variety of integration capabilities and reports.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • PDF
  • XLS
  • XML
  • JSON
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • PDF
  • XLS
  • XML
  • JSON

Data-in-transit protection

• Data protection between buyer and supplier networks: TLS (version 1.2 or above)
• Data protection within supplier network: TLS (version 1.2 or above)

Availability and resilience

• Guaranteed availability: Workday’s Service Availability commitment for a given calendar month is 99.9%. The measurement point for Service Availability is the availability of the Production Tenants at the Production data centre's internet connection points. Please refer to Workday SLA here: ; https://www.workday.com/content/dam/web/en-us/documents/legal/workday-productsupport-SLA.pdf
• Approach to resilience: If Workday’s production data center becomes unavailable for any reason, Workday maintains a geographically distant Disaster Recovery (DR) data center with the same design, equipment, and capacity levels as production. All changes made to the production environment are also made in the DR environment to ensure consistency.
• Outage reporting: Workday Support and the Network Operations team monitor the Workday system and will notify customers through Workday Community and/or issue a Customer Alert if an unplanned outage occurs that requires customer communication.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password
  • Other
• Other user authentication: Customer end users must have valid credentials to access the Workday application. Designated Security Administrators can configure the application to send a username and a randomly generated password in a separate email to an end user, or the Customer’s Security Administrator can manually enter a password for a user and configure the Workday application to require the end user to change the password upon initial login. Customers can set their own password rules for length, complexity, lockout, and expiration. Single Sign-on (SSO) is supported, allowing use of external identity management solutions. The application also supports multi-factor authentication.
• Access restrictions in management interfaces and support channels: Access to Workday systems is provided to authorized personnel based on job role. Access to the production environment requires two-factor authentication. Password configurations; enforce a minimum length of eight characters and alphanumeric complexity, or passwords are; dynamically generated.
• Access restriction testing frequency: At least every 6 months
• Management access authentication: Multi-Factor Authentication (MFA)

Audit information for users

• Access to user activity audit information: Users have access to real-time audit information
• How long user audit data is stored for: User-defined
• Access to supplier activity audit information: Users have access to real-time audit information
• How long supplier audit data is stored for: At least 12 months
• How long system logs are stored for: At least 12 months

Security governance

• Named board-level person responsible for service security: Yes
• Software Security Code of Practice: Yes
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: Workday maintains a comprehensive, written information security program with technical and organizational safeguards to prevent unauthorized access, use, or disclosure of Customer Data. Our policies and standards are reviewed annually and are based on accepted controls, frameworks, and industry practices. The program covers risk assessment, security policy, asset management, access controls, encryption, incident management, compliance. These policies are approved by senior management, communicated to all employees, and made available on the company intranet. Employees and contractors receive information security and privacy training upon hire and annually.

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: Maintains policies and procedures for managing changes to production systems, applications, and databases processing Covered Data. Such policies and procedures include: ; a) A process for documenting, testing and approving the patching and maintenance of the Covered Service; ; b) A security patching process that requires patching systems in a timely manner based on a risk analysis; and ; c) A process for Workday to utilize a third party to conduct web application level security assessments.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: Workday assesses potential threats through vulnerability scans of systems and networks, depending on the product. Formal assessments include third-party network vulnerability assessments and penetration testing. ; Threat information is gathered from internal 24x7 security monitoring tools and external sources, such as security vendor alerts, industry organizations, and law enforcement agencies.; Patches are prioritized by risk: critical and high-rated issues are remediated within a timeframe appropriate for the vulnerability’s risk.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Network and systems monitoring, including error logs on servers, disks and security events for any potential; problems. Such monitoring includes:; a) Reviewing changes affecting systems handling authentication, authorization, and auditing;; b) Reviewing privileged access to Workday production systems processing Covered Data; and; c) Engaging third parties to perform network vulnerability assessments and penetration testing on a regular basis.; ; A security incident response plan that includes procedures to be followed in the event of; any security breach of any application or system directly associated with the accessing, processing, storage or transmission; of Covered Data.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Post-quantum cryptography secure: No
• Incident management approach: A Security Incidents Policy and Incident Response Plan are implemented, covering roles and responsibilities, risk analysis, communication, and recordkeeping. The incident process is reviewed and updated annually. Any information related to the incident is documented and retained, including paper and electronic communications. Incident tickets are prioritized based on policy and business impact, and tracked through to resolution using an internal tracking system. Parties that are affected by an incident are notified in accordance with any applicable laws, policies and contractual requirements.

Secure development

• Approach to secure software development best practice: Independent review of processes (for example CESG CPA Build Standard, ISO/IEC 27034, ISO/IEC 27001 or CSA CCM v4.0)

Public sector networks

• Connection to public sector networks: No

Pricing

• Discount for educational organisations: No
• Free trial available: No

Discount percentage by annual call-off contract value (excluding VAT)

• Less than £250,000: 0%
• Between £250,000 and £500,000: 0%
• Between £500,001 and £1,000,000: 0%
• Between £1,000,001 and £2,500,000: 0%
• Between £2,500,001 and £5,000,000: 0%
• Over £5,000,001: 0%

Standards and certifications

• ISO/IEC 27001 certification: Yes
• ISO/IEC 27001 accredited by: EYCP
• ISO/IEC 27001 accreditation date: Thursday 19 June 2025
• What the ISO/IEC 27001 doesn’t cover: Workday Vndly and Paradox are covered by ISO/ IEC 27001 , accredited by A-Lign as of 17/04/2025. Workday Contract Intelligence and Contract Lifecycle Management (CI&CLM) is covered by ISO/ IEC 27001 , accredited by Schellman as of 24/10/2025. Sana Learn is overed by by ISO/ IEC 27001 , accredited by Insight Assurance as of 01/04/2025. Workday HiredScore is not covered by ISO/ IEC 27001.
• ISO 28000:2022 certification: No
• ISO 9001 certification: No
• Quality management systems (QMS): No
• CSA STAR certification: Yes
• CSA STAR accreditation date: Monday 26 February 2024
• CSA STAR certification level: Level 1: CSA STAR Self-Assessment
• What the CSA STAR doesn’t cover: Workday HiredScore, Workday Contract Intelligence and Contract Lifecycle Management (CI&CLM), Sana Learn, Paradox are not covered by Workday's CSA STAR certification.
• PCI certification: No
• Cyber essentials: Yes
• Cyber Essentials Certificate Number: 7935196d-1bf8-4684-9356-e5c3d4ed32e0
• Cyber essentials plus: Yes
• Cyber Essentials Plus Certificate Number: 5f3a038c-07bd-43cf-8a17-9aa0cc9d3637
• Other security certifications: Yes
• Any other security certifications:
  • SOC 1/2/3
  • ISO 27017
  • EU Code of Conduct (EU CoC)
  • Esquema Nacional de Seguridad (ENS)

Social value

• Mission: Kick start economic growth:

  To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.

  Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority

  • New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
  • Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
  • Plans to engage the contract workforce in deciding the most important workplace issues to address
  • Ensuring new workers are informed of their right to join a trade union
  • Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
  • Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
  • Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
  • Activities to cascade good practice on fair working conditions throughout the supply chain
  • Offer a pay and leave entitlement to all eligible staff who become kinship carers, ideally equivalent to statutory adoption pay and leave
  • Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
  • Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
  • Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
  • Plans for an appropriate income replacement policy for staff who are required to spend time away from work to care for a sick dependent or close relative
  • Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
  • Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
  • Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
  • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
  • Volunteering opportunities for staff
  • Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
  • Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
  • Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
  • How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
  • How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
  • How the supplier will work with NGOs, trade unions or other businesses to address modern slavery risk
  • Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract

  Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.

  • Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
  • Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
  • Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering

  Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises

  • Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
  • Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
  • Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
  • Advertising of supply chain opportunities openly and to ensure they are accessible to a diverse range of businesses, including advertising all subcontracting opportunities on Contracts Finder
  • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
  • Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
  • Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
  • Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
  • Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
  • Plans for positive actions with community groups.
  • Measures for making facilities used in the delivery of the contract available for community groups, education or training
  • Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
  • Plans to respond flexibly and adapt approaches to community engagement and initiatives
  • Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
  • Collaborating with anchor institutions and community groups to make facilities available for education, training or community events
• Mission: Make Britain a clean energy superpower:

  To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero

  Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.

  • Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
  • Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
  • Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
  • Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
  • Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it
• Mission: Break down barriers to opportunity:

  By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain

  Policy Outcome 6: Employment and training: For those who face barriers to employment

  • Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
  • Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
  • Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
  • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
  • Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
  • Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
  • Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
  • Introducing transparency to pay and reward processes
  • Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
  • Working conditions which promote an inclusive working environment and promote retention and progression
  • Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
  • Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
  • Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition

  Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.

  • Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
  • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
  • Creation of outreach activities to create a pipeline of employees for the future contract delivery
• Mission: Build an NHS fit for the future:

  That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.

  Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.

  • Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
  • Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
  • Actions to invest in the physical and mental health and wellbeing of the contract workforce

Service documents

• Pricing document

  PDF

• Service definition document

  PDF

• Terms and conditions

  PDF

Request an accessible format

If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format, email the supplier at Tendertracker@workday.com. Tell them what format you need. It will help if you say what assistive technology you use.