SOFTCAT PLC

Hornbill NHS People Hub

Hornbill NHS People Hub puts People Services policy on rails through automated, code free workflows and case management. It reduces inbox driven variation, improves ESR accuracy, supports ER governance, and accelerates onboarding and HR changes. A single digital front-door enhances visibility, compliance and overall People Experience for staff and managers.

Features

• Automated workflows translating NHS People Services policies into consistent processes

Benefits

• Ensures consistent policy application by automating People Services workflows

• 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 psitq@softcat.com. Tell them what format you need. It will help if you say what assistive technology you use.

Framework

G-Cloud 15

Service ID

780421647254647

Contact

Public Sector Tenders
01628 403403
psitq@softcat.com

About your service

• Service categories:

  Applications

  Enterprise resource management

  Human capital management

  • Core Human Resources Applications
• Multi cloud support: No

Service scope

• Software add-on or extension: No
• Cloud deployment model: Public cloud
• Service constraints: The Hornbill platform is kept up to date at all times. Updates are applied transparently and with no disruption to customers. Any maintenance that will impact service to a customer will only be carried out with agreement and a schedule secured from a 30 day advance notice, in order to undertake the work that has been agreed with each customer affected. Maintenance work is normally performed outside of normal working hours to ensure minimal disruption. Where urgent work, such as emergency fixes, security patches or other unforeseen maintenance work must be carried out, customers are kept informed with regular updates.
• System requirements: Supported Web Browser: Microsoft Edge, Chrome, Firefox, or Safari

User support

• Email or online ticketing support: Yes
• Support response times: Service Availability Support: 24x7x365 Application Support: 9am - 5:30pm, Mon - Fri Response Targets: Priority 1 - 15 mins Priority 2 - 30 mins Priority 3 - 4 hours Priority 4 - 8 hours Comprehensive support for all types of issues and defined SLAs are available with the Premier and Concierge Solution Support Service Plans - https://docs.hornbill.com/esp-fundamentals/in-the-cloud/support
• User can manage status and priority of support tickets: Yes
• Online ticketing support accessibility: WCAG 2.2 A
• 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: Essential Success includes critical availability and community support, and is included in your subscription, offering 24x7 assistance via online reporting for critical service availability issues. Up to 3 named contacts can access the Hornbill Community and make use of knowledge resources, open-source integration tools and Hornbill APIs. The Premier Success plan is available for £277.78 per month. This includes everything within Essential Success. This enhanced level of support provides access to Hornbill’s Customer Support Teams for 5 named contacts for formal application support for non-critical issues. It includes multi-instance support, defined Service Levels and 10 credits of Expert Services. A dedicated Success Team provides quarterly service delivery reviews and priority incident reports. Concierge Success is available from £2,777.78 per month. It includes everything in Premier and provides 10 named contacts with access to a Technical Account Manager, dedicated Product Specialist, weekly service delivery reviews and Development escalation priority. Concierge includes 100 credits of Expert Services and preferential rates on further expert services.
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: Hornbill NHS People Hub is intuitive to use and administer. Hornbill provides a structured onboarding approach designed to support NHS organisations in adopting the service safely, efficiently, and with minimal disruption to People Services operations. Onboarding is led by Hornbill Product Specialists who work with HR and People Services teams to establish a clear operating model, configure workflows, and transfer knowledge. This ensures local teams understand not only how to use the service, but how to govern and adapt it over time. Hornbill supports the setup of users, roles, and permissions, the configuration of People Services workflows, and the alignment of the service with local policies and processes. This includes guidance on the use of ESR workforce data to support People Services workflows, improve data accuracy, and reduce downstream rework. Training is delivered through a combination of guided sessions and self-service learning. The Hornbill Academy provides free, 24/7 access to documentation and training materials tailored to HR, ER, and People Services users. Where required, optional remote or onsite support can be provided to support change adoption and early service stabilisation. At the end of onboarding, customers are typically self-sufficient and able to manage the service independently.
• Service documentation: Yes
• Documentation formats: HTML
• End-of-contract data extraction: Upon termination or expiry of the Call-Off Contract, Hornbill will, prior to deletion, provide the customer with a copy of the most recent End User Data in an industry-standard, machine-readable format, as determined by Hornbill.
• End-of-contract process: Hornbill will delete the End User Data between 30 and 60 days following the Termination Date, in accordance with the Hornbill G-Cloud 15 Subscription Agreement. Obligations relating to data protection, confidentiality, audit rights, and other provisions intended to survive termination shall continue in full force and effect.
• Documentation accessibility standard: WCAG 2.2 AA

Using the service

• Web browser interface: Yes
• Supported browsers:
  • Microsoft Edge
  • Firefox
  • Chrome
  • Safari
• Application to install: No
• Designed for use on mobile devices: Yes
• Differences between the mobile and desktop service: Standard service management functionality is available on both the mobile and desktop interfaces. However, a browser interface is required to access the administration interface and configure the solution.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Hornbill's service interface operates on any supported browser. Intuitive features, such as intelligent capture, provide a consumer-like experience, so users require little or no training. Most aspects of the service experience can be customised, without the need for technical expertise or coding abilities. Hornbill includes numerous pre-packaged business processes with workflows that are ready to adapt to meet specific business needs.
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: Hornbill fully meets all 30 checks for WCAG 2.2A, and 22 of the 24 checks for WCAG 2.2AA, with 2 checks (Captions Live and Audio Prerecorded) not applicable. We understand that inclusion is a driving force behind innovation and are committed to enabling as many people as possible to use our products. We welcome the opportunity to cater for people with disabilities or impairments that present challenges when using online technologies. We are making good progress with accessibility but recognise there is further to go. Our development teams work with individuals within the user community who need to take advantage of accessibility options provided by the application and the browser. Feedback from users of assistive technology is prioritised and improved incrementally through Hornbill's continuous delivery approach. As we make further progress, we will continue to strive for inclusion and unlocking the potential for every member of our community.
• API: Yes
• What users can and can't do using the API: Hornbill uses a JSON/XML based API. A web services API, it is called by sending and receiving XML to JSON messages over HTTPS following the HTTP protocol and XML/JSON data representation standards. Hornbill API’s make use of the XML Schema Specification to describe all input and output message formats as well as data constraints and complex data structures expected. Hornbill’s API is fully documented, simple to understand, highly secure, and offer extensive compatibility with JSON, web-browsers, and back-end systems - https://docs.hornbill.com/esp-fundamentals/in-the-cloud/open-api Web Hooks, the opposite to an API call, is a call from Hornbill to a web endpoint of your choosing. Most application actions on a Hornbill instance can trigger an action-specific event when an action is performed. Hornbill can be configured to call to a web end point passing the action-specific data to the web service. This powerful mechanism enables near real-time integration with other business systems.
• API documentation: Yes
• API documentation formats: HTML
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: Hornbill’s unique business process engine and workflow orchestration drives manual and automated tasks, and seamless integration with enterprise systems to streamline the process of getting work done. The easy-to-use graphical interface enables 100% codeless customisation, allowing the complex operational processes to be configured without technical or specialist skills. Intelligent Capture enables configuration of a series of logical workflow stages and activities, to shield users from complexity, and ensure that processes are followed reliably every time. Only users with adequate permissions can access the customisation domain and Hornbill guarantees that all customisations will continue to work when the service and software is updated.

Scaling

• Independence of resources: Hornbill is designed to accommodate enterprise-scale needs. The application scales horizontally though the addition of extra hypervisors and rack space. Capacity is reviewed every 3 months and servers are added as demand increases. Hornbill can also quickly create an instance or a complete replica of the Hornbill infrastructure in Amazon Web Services (AWS), which means that capacity and scalability is never an issue.

Analytics

• Service usage metrics: Yes
• Metrics types: Hornbill provides live service availability metrics online via - https://status.hornbill.com/ In addition, customers can access the Hornbill admin interface to track service usage information, such as Number of Subscribed Users, Basic Users, Mailboxes. Storage Usage is also available, including Total Usage, Disk Usage, Database Usage, and Last Audit Date/Time. Application Subscription Information is available reporting Applications Installed, Version Numbers, Installation Date, Number of Subscribed Users and Number of Subscriptions Available.
• Reporting types:
  • Real-time dashboards
  • Reports on request
• Resource tagging: No
• FOCUS resource tagging: No

Resellers

• Supplier type: Reseller (no extras)
• Organisation whose services are being resold: Hornbill

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
• User control over data storage and processing locations: Yes
• 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 CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
  • Scale, obfuscating techniques, or data storage sharding
• 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:
  • Explicit overwriting of storage before reallocation / Secure Erase
  • Physical Destruction / Hardware containing data is completely destroyed

Data importing and exporting

• Data export approach: Hornbill will provide an export within 14 days of receipt of the Customer's request and can provide further copies, once every 90 days, at no additional cost. The data is archived, compressed, encrypted, and placed on Hornbill servers in industry SQL format. The Customer is notified by email and has 15 days to download the data. If more frequent downloads are required, Hornbill can provide an ETL Service. Alternatively, the customer can export their own data in the formats listed below.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • XML
  • EXCEL
• Data import formats:
  • CSV
  • Other
• Other data import formats:
  • XML
  • EXCEL

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: Hornbill is committed to delivering the best level of service possible. We are open and transparent about our service level performance, and honest when things go wrong. Our standard terms of service contractually commit to service availability of no less than 99.95%. Availability Service Credits are calculated on a monthly basis as a percentage of the Subscription Fee where the SaaS Service Availability falls below a certain threshold as shown below: - Between 99.94% and 98.95% - 2.5% Service Credit - Between 98.94% and 97.95% - 5% Service Credit - Between 97.94% and 96.95% - 10% Service Credit - Less than 96.95% - 20% Service Credit
• Approach to resilience: Customer instances run on industrial strength fully redundant hypervisor-based infrastructure. Emergency restore and recovery within 2 hours. Backups taken daily, weekly, and monthly for each instance. Backups are cycled, so there is always one daily, weekly, and monthly full backup available. Backups are taken without any service downtime. Instances are continuously replicated to backup servers in another data centre for full offsite data redundancy, and locally within the same data centre to facilitate fast recovery.
• Outage reporting: A public dashboard is available at https://status.hornbill.com/ showing current status information and details of the past twelve months service availability, so customers can see how Hornbill performs against its' operational targets. Uptime shown for the current month represents the availability for the current month to date and is updated daily.

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: A valid username and password is required to access management interfaces and support channels. Hornbill operates a Named Support Contact policy and requests for support are accepted from nominated contacts only. A 'Named Account Authority' is responsible for operational changes, such as authorising adjustments to the numbers of subscribers and keeping Named Support Contact information up to date.
• 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: 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: Between 6 months and 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: Hornbill is committed to preserving the confidentiality, integrity, and availability of its physical and information assets. Hornbill’s Information Security Management System (ISMS) is ISO/IEC 27001:2022 certified. Physical Security includes external and internal HD CCTV cameras tied back to DVR systems, with backup to SAN storage. Proximity access control uses access card and biometric authentication. Mantrap uses ultrasonic technology for single person verification and intruder, and door tampering alarms are in place with a secure managed loading dock. Physical access to Hornbill’s network operations centre is controlled by electronic door access and strict policies. All visitors to Hornbill are known entities, and must sign in to the building, and are always escorted when entering secured perimeters. Hornbill instances are security hardened at three levels. Only a subset of the Hornbill Cloud team has locked down “physical” access to Hornbill instances to enable maintenance and investigation of any issues that arise. All changes to Hornbill instances are logged through a formal Change Request process and require authorisation before any change may be applied. Access to all systems is audited and reviewed on a regular basis to ensure that the strict controls in place are adhered to.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Supplier-defined controls
• Configuration and change management approach: Change requests must provide sufficient information to support assessment. Cloud Service Manager (CSM) reviews changes in accordance with Hornbill’s risk management framework. Standard/minor changes are approved by the CSM. Emergency changes require CAB Executive approval. Significant/major changes are carried out in test environments, must include test plans, business and technical acceptance criteria, and back-out plans enabling rollback of configuration items to a working baseline. Email approvals from the CAB/Chief Technical Officer are attached to change requests for audit purposes. Significant/major changes Releases to production must be authorised by the CSM to ensure minimal impact on service availability and business continuity.
• Vulnerability management type: Supplier-defined controls
• Vulnerability management approach: Hornbill evaluates strategic and operational risks on an ongoing basis. Risk assessments are carried out whenever there is a change to assets, scope of the Information Security System, code, or to the risk environment. The potential impact of each threat-vulnerability is assessed using the risk likelihood scale and risk levels are automatically calculated and recorded against the asset in the risk assessment register. Vulnerabilities are identified from multiple sources (vendor information, CVE/NIST lists and in-house testing) on weekly basis. CVE critical assessments are carried out on daily basis and are either resolved\patched or mitigated by process within 12 hours.
• Protective monitoring type: Supplier-defined controls
• Protective monitoring approach: All instances, services and hardware are monitored from several locations around the world. Over 1000 data points are checked every in real-time covering: performance, load, availability, capacity, sanity checks, security and backups. Any warnings are logged and escalated to Hornbill's Cloud Team, and response times are in accordance with the priority classification assigned to each incident: - Priority 1 (15 mins), Priority 2 (30 mins), Priority 3 (4 business hours), Priority 4 (1 business day). Customers are notified and any potential impact on service availability is published on the Cloud Services Platform Portal - https://status.hornbill.com/
• Incident management type: Supplier-defined controls
• Incident management approach: Incidents are raised by customers with enhanced Solution Support Service Plans on Hornbill's website. The webform performs a high-level health-check on the customer’s instance once the customer details have been provided. The Support team confirms the request priority with the customer and provides a meaningful response to satisfy SLA response targets and subsequently works towards SLA resolution targets. Incident reports are available to customers through the self-service portal. If either the health-check or internal processes identify a critical issue affecting system availability, a major incident process is activated involving senior management personnel who project manage the issue to completion.
• 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: 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: NQA
• ISO/IEC 27001 accreditation date: Monday 8 April 2024
• What the ISO/IEC 27001 doesn’t cover: N/A
• ISO 28000:2022 certification: No
• ISO 9001 certification: Yes
• Who accredited the ISO 9001 certification: NQA
• ISO 9001 accreditation date: Monday 8 April 2024
• What the ISO 9001 doesn’t cover: N/A
• Quality management systems (QMS): Yes
• CSA STAR certification: No
• PCI certification: Yes
• Who accredited the PCI DSS certification: SecurityMetrics
• PCI DSS accreditation date: Friday 10 January 2025
• What the PCI DSS doesn’t cover: N/A
• Cyber essentials: Yes
• Please provide your Cyber Essentials Certificate Number: E9fd5f85-7cd1-4ff2-aba9-6f9f5f225b1b
• Cyber essentials plus: Yes
• Please provide your Cyber Essentials Plus Certificate Number: 181966c9-f0aa-42ed-9271-d1b111bdf43b
• Other security certifications: Yes
• Any other security certifications: Security Standards dependant on the vendor solution

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 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
    • 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
    • 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
    • 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)
    • Ensuring accessibility to contracting and subcontracting opportunities for disabled business owners and employees
    • 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

  • 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)
    • 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
    • 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

  • 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 psitq@softcat.com. Tell them what format you need. It will help if you say what assistive technology you use.