Cappfinity Limited

Assessment, Selection & Development Software

- Online Psychometric Assessments to support organisation's Candidate Selection Processes from Early Careers to Senior Leadership.

- Online Assessments to support organisation's People Development Programmes, from Early Careers to Senior Leadership.

- Online Assessments to support internal Skills identification and Talent Management requirements.

Features

• Online Talent Acquisition Assessments
• Candidate Preparation Zones
• Video Interview Platform
• Virtual Assessment Centre Platform
• Work Simulation Platform
• Leadership, Manager and High-Potential Assessments
• Online Development Assessments
• Online Candidate Matching Tool
• 360 Assessment Platform
• Skills Discovery Platform

Benefits

• Early Careers, Volume and Niche candidate friendly psychometric assessments
• Assessment preparation practice zone to support fairness and equity
• Candidate and Assessor friendly Video Interview platform
• Immersive Event Platform hosting virtual Assessment or Development Centre activities
• Task specific work simulation platform combining psychometric and video items
• Modernised and targeted skills based assessments for critical talent populations
• A range of insightful skills based development assessments
• Bespoke questionnaires that match candidates to specific job opportunities
• Intuitive and self-led 360 coaching report functionality
• Platform enabling skills measurement and development for all employees

• Education pricing available

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 paul.gilbert@cappfinity.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

396698579270298

Contact

Paul Gilbert
07517994523
paul.gilbert@cappfinity.com

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Enterprise performance management

  Human capital management

  • Core Human Resources Applications
  • Talent Management Applications
• Multi cloud support: No

Service scope

• Software add-on or extension: Yes, but can also be used as a standalone service
• What software services is the service an extension to: Candidate application processes and employee development processes and systems e.g. Applicant Tracking System or HR Platform.
• Cloud deployment model: Public cloud
• Service constraints: Our system update processes do not require any planned maintenance downtime. Our assessments are designed to run on any modern standards-compliant browser.
• System requirements:
  • Software as a Service (SaaS) licence
  • Employer access to the internet and web browsers

User support

• Email or online ticketing support: Yes
• Support response times: The severity level defines the response and target resolution time within standard UK business hours: 9.00am - 6.00pm:; ; Severity: High ; Incident Description: SaaS is unavailable for all customer’s internal and / or external users; Response Time: 4 hours ; Target Resolution Time: 4 hours; ; Severity: Medium ; Incident Description: SaaS is available however a key feature is not available; Response Time: 4 hours ; Target Resolution Time: 24 hours; ; Severity: Low ; Incident Description: SaaS availability incident not defined as High or Medium; Response Time: 8 hours ; Target Resolution Time: 48 hours
• 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: 9 to 5 (UK time), Monday to Friday
• Web chat support: No
• Onsite support: Yes, at extra cost
• Support levels: Cappfinity have a standard SLA, viewable upon request. We would allow for flexibility depending on specific customer requirements.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Our SaaS products are all intuitive, however to understand the application of certain platforms we would provide online training and appropriate documentation to enable best practice use. ; ; All candidates or participants accessing assessments are given clear guidance on how to complete their assessment(s). Customers can also direct assessment users to preparation hubs.
• Service documentation: Yes
• Documentation formats: PDF
• End-of-contract data extraction: If a customer will no longer be working with Cappfinity then Cappfinity’s Data Protection Team will contact the client to ask about whether data is required to be returned, or if it can be erased without being returned. If data needs to be returned, then this will typically be shared back to the customer in password-protected Excel spreadsheet(s).; ; Depending on the product/service purchased, end-users can be presented with specific reports that are part of the solution being delivered, which will contain some of the data captured by our systems. Cappfinity complies with data subject access rights requests, including the right to be forgotten. Should data subjects come directly to Cappfinity, we will always reach out to inform the customer (data controller) and get authorisation before completing the request.
• End-of-contract process: • Data Return: When the contract ends, Cappfinity will follow GDPR guidelines and instructions from your DPO to return all your data collected over the course of the contract. This includes assessment results and any other candidate data we hold.; • API Disconnection: We'll follow your specific directions about what to do with our assessment API connection. Ultimately, we will terminate this connection at a time that suits both parties, permanently severing the sharing of data between our systems.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: All of our online solutions are designed to be equally compatible and accessible with mobile and desktop devices.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Our assessments are displayed on the users screens via the use of a web browser.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We have performed testing of Central Engine assessments with two of the most common screen readers – NVDA and JAWS, with usability verified. We adopt best practice accessibility principles as advised by Lexxic and the Digital Accessibility Centre, our accessibility advisory partners.
• API: Yes
• What users can and can't do using the API: We would agree the integration process with each individual client and share a unique employer key to be used when integrating with the clients Applicant Tracking System (ATS) platform, the API would typically provide assessment links and results to the 3rd party ATS and/or HR platform.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • PDF
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Cappfinity can provide our SaaS products either as fully 'Off-the-Shelf' or customised to include client branding and unique content specific to individual organisation and/or user needs. Please note that Cappfinity would be in control of any SaaS customisation.

Scaling

• Independence of resources: We are continuously monitoring resource utilisation and have configurations in place to automatically expand capacity when thresholds are exceeded. Our default level of resource is such that we would never expect to exceed capacity.

Analytics

• Service usage metrics: Yes
• Metrics types: Typical service metrics include:; ; Assessment completion numbers; Assessment completion numbers per time period; Assessment scores; Assessment pass/consider/failure data; Candidate perceptions data; Demographic data (if collected)
• Reporting types:
  • API access
  • Real-time dashboards
  • Regular reports
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Conforms to BS7858:2019
• Government security clearance: Security Clearance (SC)

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • European Economic Area (EEA)
• 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: ‘IT Health Check’ performed by a CREST-approved service provider
• Protecting data at rest:
  • Physical access control, complying with CSA CCM v4.0
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Users (customers) if using Cappfinity's technology platform to serve assessments, can export data seamlessly from their backend dashboard into CSV files. If an integration is in place joining Cappfinity's assessment technology with a customer ATS platform, the data would automatically populate the ATS depending on the data flows agreed at the outset of the project. Candidates typically automatically receive feedback reports upon completion of any Cappfinity assessment, at an agreed interval post completion of their assessment.
• Data export formats:
  • CSV
  • ODF
  • Other
• Other data export formats:
  • Excel
  • Word
• Data import formats:
  • CSV
  • ODF
  • Other
• Other data import formats:
  • Excel
  • Word

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Cappfinity will use all reasonable effort to ensure that Software as a Service offerings are available on a 24x7x365 basis with an annual uptime percentage of 99.5% during the service year. A service year is defined as the preceding 365 days from the date on an SLA event. In the unlikely event that users are effected by a period of downtime, users (customers) will be compensated commensurate to any inconvenience or damage incurred.
• Approach to resilience: All platforms are hosted in secure Microsoft Azure Datacenters in the northern Europe region (Dublin) in a multi-availability zone, with at least three geographically separated Datacenters.
• Outage reporting: If there is an outage, we would contact any affected clients immediately via email and telephone call to notify them.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password
• Access restrictions in management interfaces and support channels: Privileged users accessing production systems must only be able to do so if all of the following criteria are met:; • Must be successfully authenticated as a Cappfinity Azure Active Directory user; • Must have been authorised to access any system using role-based access controls; • Must use multi-factor authentication; • Must be using a Cappfinity-owned device; • The Cappfinity device must be connected to a trusted network.
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)
  • Username or password

Audit information for users

• Access to user activity audit information: Users contact the support team to get audit information
• How long user audit data is stored for: At least 12 months
• Access to supplier activity audit information: Users contact the support team to get 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
• Security governance certified: Yes
• Security governance standards: ISO/IEC 27001
• Information security policies and processes: We operate an ISO27001:2022 certified ISMS. All Cappfinity employees complete mandatory and regular User Awareness training courses on subjects such as Smishing, Insider Threat, Internet Security etc. - where minimum pass scores are required to prove high levels of knowledge and competence in regards to Information Security.
• Software Security Code of Practice: Yes

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: Cappfinity's SaaS offering is consistently being developed to ensure we can provide the best possible products for our end users, we document technology changes and can provide evidence and rationale as to any updates upon request.; ; All technology changes are assessed rigorously for any potential security impacts. Fundamentally, all Cappfinity staff undergo regular training and testing in relation to Information Security and our platform adheres to the strictest possible security standards and is audited regularly.
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: All systems are continuously monitored for vulnerabilities which are assessed according to their CVSS scores. Scores of 9.0 or above are resolved or mitigated within 48 hours. Scores of 6.9-8.9 within 7 days. Scores of 6.8 or below within 14 days.; ; Information is derived from the Microsoft Defender platform and other sources.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: All systems are enrolled in Azure Security Center which automatically executes vulnerability assessments against compute, storage, network and infrastructure components. All database/storage activity is audited and monitored using Azure Security Center and alerts are triggered for anomalous behaviours or patterns. All services are automatically enrolled to be monitored by Azure Log Analytics and Azure Monitor. Azure Automation automatically enrols virtual machines for update management, configured to schedule the deployment of new updates on a weekly basis across the test environment and the following week for the production environment. Incidents are prioritised according to severity.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: Incidents relating to the provision of Cappfinity SaaS should first be explored by the customer with their relevant technology providers (e.g. application tracking systems), as the first line of support. Should; the incident not be resolved or be identified at the start as related to Cappfinity technology then it should be raised to clientsupport@cappfinity.com; ; Cappfinity will then respond to each incident within the time in line with our SLA and depending on the level of severity will write a detailed incident report outlining the root cause of the issue, the resolution and steps taken to ensure no repeat incident occurs.
• Post-quantum cryptography secure: Yes

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: Yes
• Free trial available: No

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

• Less than £250,000: 2%
• Between £250,000 and £500,000: 4%
• Between £500,001 and £1,000,000: 6%
• Between £1,000,001 and £2,500,000: 8%
• Between £2,500,001 and £5,000,000: 10%
• Over £5,000,001: 12%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: 3Core2 Certification
• ISO/IEC 27001 accreditation date: Wednesday 8 May 2024
• What the ISO/IEC 27001 doesn’t cover: No exclusions.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: 3Core2 Certification
• ISO 9001 accreditation date: Wednesday 8 May 2024
• What the ISO 9001 doesn’t cover: No exclusions.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: No
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 9c464418-1aa1-4e7d-91c6-e36b154c77ba
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: Ea87296d-f51c-4620-a92e-b3d9961f38ee
• Other security certifications: No

Social value

• Section B - Commitment for Future: Delivery:

  • 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
    • New apprenticeships on the contract workforce in the relevant area that meet the criteria set out in MAC 1b
    • 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
    • Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
    • 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

  • 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 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
    • Delivery of apprenticeships, supported internships and T Level industry placement opportunities (Level 2, 3 and 4+) in relation to the contract

  • 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 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
    • Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including 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

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

    • Understanding of the issues affecting the development of new skills by target cohort
    • 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
    • Other measures to offer development opportunities for the target cohort(s) in the contract workforce
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
    • Understanding of issues relating to entering the contract workforce
    • Creation of outreach activities to create a pipeline of employees for the future contract delivery
    • Content of the outreach activity is designed to suit the target cohort
    • Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort

  • 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
    • Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
    • 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 paul.gilbert@cappfinity.com. Tell them what format you need. It will help if you say what assistive technology you use.