IRIS SOFTWARE LIMITED

IRIS Cascade HRi

Dynamic, flexible and secure, Cascade simplifies HR management, saving time and money, offering deep insights and increasing engagement. Cloud-based infrastructure offers remote working, reduced maintenance and API connectivity. Meeting your unique requirements, our powerful HR management system offers optional modules, providing an intuitive and effective solution.

Features

• Effective, secure and fully integrated cloud HR management solution
• Highly configurable workflow option
• Real-time powerful reporting tools including visual dashboard and analytics
• Absence, attendance and holiday management with approvals and tracking
• Easy to navigate organisational charts containing employee and job data
• Document management with integration to DocuSign for electronic signatures
• Self-service portal for employees and managers
• Management of training, performance and surveys
• Easy to create new fields and screens
• Seamless integration with Cascade Payroll

Benefits

• Efficiently automate and streamline routine tasks and business processes
• Analytics for workforce visibility, deep insights and evidence-based decision making
• Efficiencies from best practice ‘flow of work’ designed processes
• Overview of entire company structure for organisation design & planning
• Single central repository for all employee and HR-related data
• Employees can access and update their information directly
• Managers and approvers can authorise tasks via the application
• Increased employee engagement and a dedicated, productive workforce
• Easy to use screen configuration making the system bespoke
• Integration with numerous additional modules

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

557376076652026

Contact

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

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Payroll 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: IRIS Cascade HRi is designed to integrate with third-party software services through its Open API, which allows for importing and exporting data between IRIS Cascade and other systems. Integration options also include SFTP functionality, WebHooks, and CSV import/export.
• Cloud deployment model: Private cloud
• Service constraints: Client Resourcing: Successful implementation depends on adequate time commitment from the buyer’s internal team for activities such as data collation, testing, and training attendance.; Data Quality: Migration timelines may be affected if existing HR or recruitment data requires significant cleansing or restructuring. Unclean or inconsistent data can compromise system integrity, delay go-live dates, and erode trust in the platform. Customers should allocate dedicated time and resources to data cleansing before migration.
• System requirements:
  • Desktop or laptop
  • Latest version of modern browser
  • Internet connection

User support

• Email or online ticketing support: Yes
• Support response times: P1. Response = 30 mins, Resolve = 4.5 hours.; ; P2. Response = 60 mins, Resolve = 8 hours.; ; P3. Response = 4.5 hours, Resolve = 6.2 days.; ; P4. Response = 8 hours, Resolve = To be advised.; ; 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: Support is standard, no variation in cost. It may come with a Customer Success Manager but does not come with a Technical Account Manager or Cloud Support Engineer.
• Support available to third parties: No
• AI chatbot: Yes

Onboarding and offboarding

• Getting started: We help users start using our service through a comprehensive, end-to-end approach that includes training, ongoing support, and extensive self-service resources. Training is delivered on your live IRIS Cascade system, covering all aspects such as Core HR, Self Service, Screen Designer, Workflow, Advanced Reporting, Recruitment, Payroll, and Auto Enrolment. This ensures users gain the skills to customise and configure the system to meet evolving requirements. In addition to training, users have access to our Help Centre, which contains hundreds of written guides with screenshots and a growing video library. Our AI-based chatbot, IRIS Cascade Assistant, provides instant, plain-language answers to user queries directly within the system, supporting users of all technical abilities. The Professional Services department manages the entire implementation process, including system build, data migration, customisation, training, go live, and post-implementation support. This approach minimises reliance on support and maximises system adoption and value.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • Other
• Other documentation formats: Video guides
• End-of-contract data extraction: Every single data field within IRIS Cascade is exportable, therefore you can export all data from IRIS Cascade whenever required (including at the end of the contract). After the end of the provision of services relating to processing we must, at the choice of the customer, delete or return all the personal data to the customer and delete existing copies. It is up to the customer to ensure they instruct IRIS during any notice period of the end of the contract.
• End-of-contract process: In the context of our function as a data processor, we are required to keep customer data for the retention period agreed in the contract, which represents the customer’s instructions to us. However, after the end of the provision of services relating to processing we must, at the choice of the customer, delete or return all the personal data to the customer and delete existing copies. It is up to the customer to ensure they instruct IRIS during any notice period of the end of the contract.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: The desktop solution is accessible via any modern web browser and provides a full suite of features. The mobile service, called MyCascade, is developed as a Progressive Web App (PWA) and can be accessed on any mobile device by downloading it via a link or QR code, functioning similarly to a native app. MyCascade focuses on core self-service functionality for employees, such as holiday booking, accessing payslips, viewing organisational charts, and completing task approvals. The mobile service is continuously updated to expand its capabilities, Both services are cloud-based and regularly tested in modern browsers for optimal performance.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Clear menus, headers, contextual menus and well organised settings, Colours for text and backgrounds have high contrast (WCAG 2.1 1.4.6 Contrast (Enhanced) – Level AAA).; ; Dark mode is supported and is automatically applied based on your own system settings, or either light or dark mode.; ; The application has excellent colour contrasts.; ; Interactive elements have good-sized target areas.; ; Browser zoom and text resizing with browser settings are well supported.; ; There are no images of text.; ; All content and instructions are in plain text.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: We use Web Content Accessibility Guidelines (WCAG) version 2.2 AA standard as a reference as we aim for minimum technical levels of accessibility. ; ; We have used the Website Accessibility Conformance Evaluation Methodology (WCAG-EM) to evaluate sample pages.; ; We are also working towards the principles of ISO/IEC 30071-1 to help us improve and maintain accessibility.
• API: Yes
• What users can and can't do using the API: IRIS Cascade provides an Open API that can be used to integrate with third-party software. The API is documented using Swagger Open API and is implemented as a RESTful web service over HTTPS, utilizing specific HTTP verbs. Responses are returned in JSON format. The Swagger documentation for the API can be accessed at https://swagger.hrapi.co.uk. To make API calls to IRIS, you must embed an access token into the header of each call. HR API tokens are generated using OAuth 2.0,; ; You will receive a Client Key and a Client Secret from IRIS . You need these credentials to create a token.; ; Each user has their own specific Client Key and Client Secret.
• API documentation: Yes
• API documentation formats:
  • Open API (also known as Swagger)
  • HTML
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Access levels for employees are managed through user profiles, which are fully configurable. Each user profile can be set up with specific permissions for every data field, such as hidden, read only, amendable with approval, or amendable without approval. Unlimited user profiles can be created and assigned to employees, allowing granular control over self service access. ; ; All screens within the HR side of the system can be customised to add additional fields as needed. New screens can also be created to suit organisational needs, and existing screens can be amended to include further fields. ; ; Branding and user themes can be applied, and dashboards can be customised, including the option for enhanced dashboards with pre-built reports for certain users.; ; Automated employee communications, such as emails and letters, are fully customisable, including templates, layouts, logos, and wording.; ; Workflows are also completely customisable, allowing users to determine when communications are sent and what tasks or processes they are associated with.; ; During implementation, all configuration is completed with your team, and training is provided on all aspects of the system, enabling you to continue customising and configuring the service independently after go-live.

Scaling

• Independence of resources: All servers are operating at low levels of CPU and memory utilisation, and are monitored regularly.

Analytics

• Service usage metrics: Yes
• Metrics types: General service availability, audit logs and end user adoption.
• 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
• 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:
  • Data Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: The system provides an export to Excel option on each screen. Users can build custom reports using the query builder tool and export to Excel or CSV formats for offline review or further processing. For more advanced needs, scheduled CSV exports can be set up, and integration options such as API, SFTP, and WebHooks are available for automated data exports. The export process can be tailored to include specific data such as starters, leavers, current employees, or a selection of employees, and can be scheduled according to customer requirements.
• Data export formats: CSV
• Data import formats: CSV

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)
  • IPsec or TLS VPN gateway

Availability and resilience

• Guaranteed availability: The private Cloud hardware is designed to operate 24 x 7 x 365. All hardware and services are monitored 24 x 7 by our hosting providers.
• Approach to resilience: In order to protect against hardware failure Cascade Cloud is a high availability/resilient architecture utilising clustering and virtualisation. Should there be an issue on a Cascade Virtual Host, all virtual machines will failover automatically onto another host in the cluster, with each host sized appropriately to manage the operation of all servers. This failover is seamless and is practically invisible to the running applications. No downtime would be required for the performance of a hardware based disaster recovery scenario involving a single host.
• Outage reporting: Via phone, email and website notices.

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: Only the necessary departments at IRIS can access the cloud services data. We have a role-based access policy in place for these departments. We work with the principle of least privilege.
• Access restriction testing frequency: At least once a year
• Management access authentication:
  • Multi-Factor Authentication (MFA)
  • Identity federation with existing provider (for example Google Apps)
  • Dedicated link (for example VPN)

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 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: Security and management of data are in line with established IRIS Group policies and procedures. We have Group IT governance and a DPO. All staff are data security trained. We commission independent Software Penetration. Testing annually. Group policies in force:; ISMS Acceptable use policy; ISMS Access control; ISMS Anti-virus; ISMS Communication and mobile devices; ISMS Computer systems and equipment use; ISMS Cybercrime and security incidents; ISMS Email policy; ISMS Information management; ISMS Internet use; ISMS Laptop and tablet security policy; ISMS Legal compliance; ISMS Password and authentication policy; ISMS Physical access policy; ISMS Remote access policy
• Software Security Code of Practice: No

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Any changes to configuration or maintenance are only carried out by IRIS staff with the appropriate permissions according to their role and following strict adherence to the Change Advisory Board procedures.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Vulnerability scans and patching are performed on a regular basis and findings mitigated immediately. Findings from scans are tracked and rescans are performed until no findings are identified.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: Network intruder detection systems (NIDS) and network intruder prevention systems (NIPS) are installed and configured to monitor all external perimeter network connections.
• Incident management type: Supplier-defined controls
• Incident management approach: The IRIS Group Incident Reporting Procedure outlines the process for reporting Information Security, Physical and Information Systems incidents.
• 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: 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%

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.