IRIS SOFTWARE LIMITED

Staffology Payroll by IRIS

A HMRC recognised, API-Based Cloud payroll solution, bringing simplicity to payroll via an intuitive experience and intelligent payroll automation. Staffology is simple to setup, has vast array of features, and comprehensive API for seamless integration with many other systems.

Features

• HMRC Recognised (RTI & CIS)
• Pensions and Auto-Enrolment
• Payroll Automation
• Expenses & Benefits (P11D)
• Accounting & other Integrations
• Comprehensive REST API
• Secure UK held datacentres
• Cloud based allowing you to access anywhere anytime
• Create custom mapped imports to speed up reporting/importing
• Single sign on

Benefits

• Eliminate workarounds with our comprehensive payroll
• Accurate pension contributions and reporting without specific expertise
• Automated processes save time and improve accuracy
• HMRC submissions direct from software
• Payroll managers are in control with powerful functionality
• Customisable report packs
• Cloud-native and works through a web browser
• Simple and easy to use
• Pre-built connecter services for pensions, TA and accountancy
• Instant setup meaning your staff are paid on time

• Education pricing available
• Free trial 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 Bidteam@iris.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

429001099580620

Contact

Bid Team
0344 225 1525
Bidteam@iris.co.uk

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Payroll management
• 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: Standalone system but can be used alongside fully integrated HR system, Staffology HR
• Cloud deployment model: Private cloud
• Service constraints: None
• System requirements: Staffology is cloud native. No requirements aside from internet connection

User support

• Email or online ticketing support: Yes
• Support response times: P1. Response = 30 mins, Resolve = 4 hours; ; • P2. Response = 60 mins, Resolve = 8 hours; ; • P3. Response = 4 hours, Resolve = 10 days; ; • P4. Response = 72 hours, Resolve = 90 days; ; • P5. = No SLA
• 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: Yes
• Web chat support availability: 9 to 5 (UK time), Monday to Friday
• Web chat support accessibility standard: None or don’t know
• How the web chat support is accessible: There are no bespoke standards other than typical Windows settings already in use.
• Web chat accessibility testing: None
• Onsite support: No
• Support levels: P1. Response = 30 mins, Resolve = 4 hours; ; • P2. Response = 60 mins, Resolve = 8 hours; ; • P3. Response = 4 hours, Resolve = 10 days; ; • P4. Response = 72 hours, Resolve = 90 days; ; • P5. = No SLA; ; Our SLA clock is paused when we are waiting for a customer response. e.g., Case status = On Hold. You can see the case status in the community. (Service Cloud / IRIS Community only).; ; Unscheduled maintenance will only be carried out with 48 hours’ notice and receipt of confirmation from the customer. For the purposes of SLAs Unscheduled maintenance will count as Scheduled maintenance, provided it has been agreed by the customer.; ; How do I know what priority to assign to my case?; You should assess your case against the following criteria and select what you believe is the right priority.; ; Prioritisation Definitions; P1. System unusable, critical impact on business operations.; P2. Serious issue preventing key operations; time sensitive issue.; P3. Key operations are impaired; no known workaround.; P4. Operations are impaired but can be worked around.; P5. Enhancement request or Cosmetic issue.
• Support available to third parties: No
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: We provide paid for consultancy online via Teams to guide customers through the setup, data import, and training process. We can also provide Parallel Run and Go Live support. ; ; On our online help pages we have guides and instructions for the use of the system. ; ; We have a support team available throughout the onboarding and post onboarding process.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
• End-of-contract data extraction: Pre built reports for Employee Data. ; ; Custom reports can also be used to export data.
• End-of-contract process: Standard implementation includes sessions for Setup, Data import and Training. Additional costs would be for Parallel Runs, Go Live support or any additional consultancy support. ; ; Offboarding would also be at an additional cost if the customer required assistance with this.
• Documentation accessibility standard: None or don’t know
• How the documentation is accessible: None

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
  • Opera
  • Other
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The platform is mobile responsive , making the platform usable on any device.
• Service interface: Yes
• User support accessibility: None or don’t know
• Description of service interface: Staffology Payroll provides a clear, web-based interface designed to simplify payroll management for UK employers. The service is organized into sections covering employers, employees, payruns, reports, leave, and administration. It offers onboarding guides for new users, automation tools to streamline payruns, and compliance features for statutory pay, pensions, and HMRC reporting. The dashboard acts as a central hub, while search and navigation tools make it easy to access detailed instructions and FAQs. Integrated reporting ensures accuracy and transparency, and connected services allow seamless data exchange. Overall, the interface is intuitive and supportive for efficient payroll processing.
• Accessibility standards: None or don’t know
• Description of accessibility: Staffology Payroll is accessible as a fully web-based service, meaning users can log in from any device with an internet connection without needing installation. Its help centre is organized into clear sections—Employer, Employee, Payrun, Reports, Leave, and Administration—making navigation straightforward. A dashboard provides personalized shortcuts, while search tools and topic guides ensure quick access to information. Beginners benefit from step-by-step onboarding guides, and automation features simplify repetitive tasks. Integration with HMRC and data import/export options enhance compliance and connectivity. Overall, accessibility is achieved through intuitive design, flexible online access, and supportive resources tailored to different user needs.
• Accessibility testing: None
• API: Yes
• What users can and can't do using the API: A Comprehensive REST API for UK Payroll. The API is at the heart of our payroll software. The app itself uses the API, so there’s nothing you can do in the app that you can’t do programmatically via the API.
• API documentation: Yes
• API documentation formats: Open API (also known as Swagger)
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Staffology Payroll offers a highly customisable, web-based payroll service designed to meet the diverse needs of UK employers. Users can tailor the system at multiple levels, starting with employer setup, where they can define pension schemes, employer groups, and default settings that apply across the organisation. Employee records are flexible, allowing for the addition of new staff, editing of details, and application of special rules such as statutory sick pay, maternity leave, or occupational pay structures. Payruns can be customised with temporary changes, overtime codes, or rollback options, ensuring payroll reflects unique compensation arrangements. Reporting is equally adaptable, with statutory, pension, and employee reports available, alongside the ability to build tailored report packs for recurring compliance or management purposes. Leave and absence management can be configured to match working patterns, holiday entitlements, and statutory leave requirements. Administrative tools allow for importing and exporting data, managing user permissions, and connecting directly with HMRC for RTI submissions. Overall, Staffology Payroll empowers organisations to customise payroll processes, reporting, and compliance features to align with their specific business structures, making it a flexible and supportive solution for both small businesses and larger enterprises.; ; This balance of automation and configurability ensures efficiency without sacrificing control.

Scaling

• Independence of resources: Staffology ensures users aren’t impacted by demand from others through its cloud-based architecture on Microsoft Azure. The platform uses elastic scaling to automatically allocate resources during peak loads, preventing performance degradation. Workloads are isolated so one client’s payroll activity cannot affect another’s. Load balancing distributes requests across servers, while continuous monitoring detects spikes and triggers proactive adjustments. Redundant systems and failover mechanisms guarantee high availability and responsiveness. Together, these measures ensure consistent performance, reliability, and compliance, so every user experiences fast, uninterrupted payroll services regardless of overall system demand or traffic surges from other customers.

Analytics

• Service usage metrics: Yes
• Metrics types: Staffology Payroll provides clear service usage metrics through dashboards, reports, and audits. The dashboard highlights active employees, pending pay runs, and compliance alerts. Payrun reports track gross pay, deductions, employer contributions, and net pay totals. Employee reports monitor workforce changes, leavers, and exclusions. Statutory reports cover HMRC submissions, pensions, and statutory payments like sick or maternity pay. Audit reports log system usage and changes for transparency. Report packs consolidate payroll activity, while payslip metrics show employee access. Together, these tools measure payroll efficiency, compliance, and workforce management, ensuring employers maintain accurate records and meet statutory obligations effectively.
• Reporting types: Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Not a reseller

Staff security

• Staff security clearance: Other security clearance
• Government security clearance: None

Asset protection

• Knowledge of data storage and processing locations: Yes
• Data storage and processing locations:
  • United Kingdom
  • Other locations
• User control over data storage and processing locations: No
• Datacentre security standards: Supplier-defined controls
• Penetration testing frequency: At least once a year
• Penetration testing approach: Another external penetration testing organisation
• Protecting data at rest: 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:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Data Erasure

Data importing and exporting

• Data export approach: Pre built reports for Employee Data. ; ; Custom reports can also be used to export data.
• Data export formats: CSV
• Data import formats: CSV

Data-in-transit protection

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

Availability and resilience

• Guaranteed availability: Azure employs redundancy across various aspects of its infrastructure. This includes:; Availability zones: These are physically separate data centers within a region, with independent power, cooling, and networking. If one zone has an issue, your application or data can be automatically switched to another zone with minimal disruption.; Virtual Machine Availability Sets: Grouping your VMs within an availability set ensures they reside in separate fault domains within a zone. If a hardware failure affects one domain, your VMs in other domains remain operational.; Backup and disaster recovery services: Azure offers tools for backing up data and replicating it to geographically separate locations. This ensures data recovery even in case of a widespread outage.; Scalability: Azure allows you to easily scale resources up or down based on your application's needs. This helps maintain availability during traffic spikes by automatically provisioning additional resources to handle the load.
• Approach to resilience: Since the service is hosted in Azure this means any problems with the service can quickly and easliy be moved to another location geographically similar. Azure also has built in disaster recovery tools.
• Outage reporting: Customers would be notified directly for any significant outages.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
• Access restrictions in management interfaces and support channels: There are multiple options for login/security: ; Email and password; ; Single Sign On ; ; Multi factor authentication using Google Okta
• Access restriction testing frequency: At least every 6 months
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password

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: User-defined
• How long system logs are stored for: User-defined

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: Also ISO 9001; IRIS has a full suite of Info/Data Security Policies and Procedures in place.
• Software Security Code of Practice: No

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: Change management controls have been implemented to ensure satisfactory control of all changes. Major architectural changes are reviewed by an architecture review board (ARB) for security, service level, and complexity issues. All versions due for release to any client must have prior undergone Staffology Payroll’s Quality Assurance and Release Management process to ensure that changes to issued software are controlled, have been thoroughly tested, and are of high quality.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: IRIS Group IT and the Staffology Payroll Team ensure that internal systems are regularly patched with the operating system and software updates.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Staffology employs robust protective monitoring processes to safeguard customer data and maintain system integrity. Its infrastructure is continuously monitored 24/7 to detect anomalies, performance issues, or potential threats. Intrusion detection and prevention systems block suspicious activity, while detailed audit logs record user actions and system changes for accountability. Automated alerts trigger immediate investigation and response to abnormal events. Regular vulnerability assessments and penetration testing identify and remediate weaknesses before exploitation. These measures, aligned with industry standards and compliance requirements, ensure proactive threat detection, rapid incident response, and ongoing protection of payroll data across the platform’s secure cloud environment.
• Incident management type: Supplier-defined controls
• Incident management approach: Personal data incidents are investigated by the Staffology Payroll Support & Development Information Asset Managers and in accordance with the IRIS group Incident Reporting and investigation procedure. The investigation will involve and be validated by the Group Data Protection Officer who will inform and advise the Staffology Payroll Information Asset Owner regarding communication to the affected Client or Clients directly without any undue delay and also will inform the Information Commissioner’s Office as appropriate.
• Post-quantum cryptography secure: No

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: Yes
• Description of free trial: https://www.iris.co.uk/products/staffology-payroll
• Link to free trial: https://www.iris.co.uk/products/staffology-payroll

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%

Non-mandatory Standards and certifications

• ISO/IEC 27001 certification: Yes
• Who accredited the ISO/IEC 27001: Bsi
• ISO/IEC 27001 accreditation date: Sunday 13 October 2024
• What the ISO/IEC 27001 doesn’t cover: Some regions where ISO is not the prevalent standard, for example North America, are not covered by our ISO Certifications and in those regions we have other assurance frameworks like SOC1 and SOC2.; ; Our Every HR is not actively ISO 27001 compliant but is working towards.
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: Bsi
• ISO 9001 accreditation date: Tuesday 21 January 2025
• What the ISO 9001 doesn’t cover: Some regions where ISO is not the prevalent standard, for example ; ; North America, are not covered by our ISO Certifications and in those regions we have other assurance frameworks like SOC1 and SOC2.
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: Foregenix Ltd
• PCI DSS accreditation date: Friday 4 April 2025
• What the PCI DSS doesn’t cover: Only our PayPlus environment is covered by our PCI certification. No sensitive payment card information is processed or stored in any IRIS environment and all processing activities are outsourced.
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: 2896d6f0-b1c8-4f71-8256-596356f682e0
• Cyber essentials plus: No
• Cyber Essentials Alternative: You do not have a current and valid Cyber Essentials Plus certificate, or will not have in place within 12 months of the date of award but have an IASME certified equivalent.
• 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
    • 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
    • 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
    • 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
    • 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.
    • Plans to respond flexibly and adapt approaches to community engagement and initiatives

  • 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 Bidteam@iris.co.uk. Tell them what format you need. It will help if you say what assistive technology you use.