SOFTCAT PLC

MHR Integrated HR, Payroll and Talent

MHR delivers comprehensive software across Human Capital Management (HCM), Payroll, Finance, Talent, Learning, and Analytics, and outsourced payroll services. Our UK cloud-based, single-database solutions, iTrent and People First, support the full spectrum of HR, recruitment, learning and talent management needs. These platforms are enhanced by a comprehensive business analytics suite

Features

• Flexible software and outsourcing service packages.

Benefits

• Reduce costs and inefficiencies through streamlined online workflows

• 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 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

985156665125631

Contact

Public Sector Tenders
01628 403403
psitq@softcat.com

About your service

• Service categories:

  Applications

  Enterprise resource management

  • Payroll management

  Financial

  • Financial and Accounting Applications
  • Accounts Payable Applications
  • Accounts Receivable Applications
  • Treasury and Risk Management Applications
  • Travel and Expense Management Applications
  • Corporate Tax Management Applications

  Human capital management

  • Core Human Resources Applications
  • Talent Management Applications
• Multi cloud support: Yes

Service scope

• Software add-on or extension: No
• Cloud deployment model: Private cloud
• Service constraints: MHR operates 6 maintenance windows per year which take place out of hours (Fri - Mon) and are notified to the customer a year in advance.
• System requirements: ITrent access requires a supported browsers (Edge, Chrome, Firefox, Safari).

User support

• Email or online ticketing support: Yes
• Support response times: We aim to call every case back raised within 2 hours during Monday to Friday.
• 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: All customers receive the same high-quality standard support service. This includes access to our Service Desk, which can be contacted via the Customer Portal or by telephone. The manned Service Desk operates from 09:00 to 17:00, Monday to Friday (excluding English Bank Holidays). Each enquiry receives a unique reference number and is assigned to the appropriate specialist within the support team. All calls are fully tracked to ensure clear ownership and timely resolution.; Customers also have access to our online Customer Portal, where they can log new queries, monitor the progress of existing cases, review closed calls, and access frequently asked questions. The portal provides forward notice of upcoming software releases, along with a rolling two-week patch and fix schedule and a comprehensive list of all existing updates. A powerful search facility enables customers to quickly locate documentation, knowledge articles, patches, and historical calls, with the portal available 24/7.; In addition, each customer is allocated a dedicated Account Manager who provides ongoing support, guidance, and regular review meetings. This ensures customers maximise the value of their system, remain informed of new developments, and receive proactive advice on best practice and future optimisation
• Support available to third parties: Yes

Onboarding and offboarding

• Getting started: MHR’s Professional Services team, work in partnership with our customers to deliver a comprehensive implementation and training plan. MHR implementation is based on a ‘best practice’ approach with the MHR consultants working closely with the customers own project team to ensure maximum knowledge transfer during implementation. Our implementations focus on our customers being self-sufficient when the implementation is completed.
• Service documentation: Yes
• Documentation formats:
  • HTML
  • PDF
  • Other
• Other documentation formats: DOC
• End-of-contract data extraction: As part MHR's exit plan data is securely returned to the customer in an agreed industry standard format. Following any return of data, and a clear instruction to do so, post-termination customer environments are destroyed. Certificates are provided for data deletion. This is dealt with in the Contract Terms and MHR will return the data as an Oracle Export and then delete the data or delete the data without its return based on the written instruction of the Data Controller to be received within 5 days of the end of the contract.
• End-of-contract process: At the end of the contract there are no additional fees.
• 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: Responsive design detects screen size. This automatically adapts its user interface to best suit the device being used to access. The majority of tasks can be completed using mobile devices. Limitations to mobile devices reside more around setup and system configuration.
• Service interface: Yes
• User support accessibility: WCAG 2.2 AA
• Description of service interface: Our solution is truly web based and designed to be accessed over the internet via a web browser for all aspects of the solution. We have designed a system that can be used by a range of users from every day to infrequent, accessed entirely via a browser. Users that are familiar with using the internet will have no problems using our solution. Our solution has been designed with a clear and consistent interface with a menu navigation system allowing access quickly and easily to all areas
• Accessibility standards: WCAG 2.2 AA
• Accessibility testing: MHR’s iTrent platform is fully compliant with WCAG2.2 Level AA, ensuring that the entire HR system is perceivable, operable, understandable, and robust -including those using assistive technologies. This compliance spans employee self-service, onboarding, web recruitment modules, and all future updates will continue to meet these standards.; There is also an option to turn on ‘Accessible View’ in core iTrent and manager self-service (via My preferences> Default user preferences).; This is configured as part of the implementation.; ; Accessibility is another core feature of PeopleFirst, with full support for WCAG2.2, including compatibility with screen readers, keyboard alternatives, appropriate contrast levels, integrations with accessibility tools such as 'Opendyslexic'. ; To achieve our ongoing accessibility goals, we have partnered with Level Access, a leading accessibility specialist. This ensures we uphold the highest standards for accessibility. Level Access conducts independent manual accessibility audits on our careers portal and main PeopleFirst application, adhering to WCAG2.2. These audits identify any areas that require remediation. They work closely with our internal teams to guide best approaches for implementing necessary improvements. We run automated Lighthouse accessibility scans every two weeks at the WCAG2.2 AA level across PeopleFirst. This allows our development teams to promptly discover and address any raised issues.
• API: Yes
• What users can and can't do using the API: ITrent is enhanced with a suite of bi-directional web services allowing import/export to and from external systems. Documentation can be provided.
• API documentation: Yes
• API documentation formats:
  • HTML
  • PDF
  • Other
• API sandbox or test environment: Yes
• Customisation available: Yes
• Description of customisation: ITrent is a highly configurable and tailorable. New forms, fields and user defined dropdown lists may be added by the user. All this information can be accessed for reporting. All the drop-down lists can be populated with customer specific data and each customer's business processes may be mapped using the user configurable embedded graphical workflow functionality. Appropriate user defined fields are accessible by a powerful search facility. Users can add fields to existing screens/forms. Authorised users can create new screens/forms and fields by selecting parameters from a drop-down list. Following user training, users can create any number of user defined fields/screens without the need of assistance from the supplier. System customisation can be performed by any user, subject to security profiles. ; ; People First can create custom cards to adopt the solution to specific requirements. These forms/fields can quickly and easily be created without the need for technical assistance. They can be placed in multiple areas such as the employment screen, or personal screen on an employee’s profile, or can be moved to the ‘other’ tab to be separated from the rest of this information. All the data held in these custom cards can be easily exported.

Scaling

• Independence of resources: The iTrent service is not multi-tenanted. MHR uses virtualisation technologies to provide each customer a dedicated environment with dedicated resource. Headroom is factored in to ensure a comfortable quota of resource CPU, memory etc is allocated. This is not a one off at system inception rather an ongoing process. N-tier and Elastic Computing architecture designed for scaling is utilised within our private cloud.; People First is a cloud based microservice application. Leveraging the infrastructure available in Microsoft Azure People First is able to provision extra hardware (scale out) for individual services efficiently when there are spikes in demand.

Analytics

• Service usage metrics: Yes
• Metrics types: We can provide availability reports on request, for statistics such as up time in a month
• Reporting types:
  • Real-time dashboards
  • Reports on request
• Resource tagging: Yes
• FOCUS resource tagging: Yes

Resellers

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

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: No
• Datacentre security standards: Complies with a recognised standard (for example CSA CCM version 4.0)
• Penetration testing frequency: At least once a year
• Penetration testing approach: ‘IT Health Check’ performed by a CHECK service provider
• Protecting data at rest:
  • Physical access control, complying with SSAE-18 / ISAE 3402
  • Encryption of all physical media
• Data sanitisation process: Yes
• Equipment disposal approach: Complying with a recognised standard, for example CSA CCM v4.0, CAS (Sanitisation) or ISO/IEC 27001
• Data sanitisation type:
  • Deleted data can’t be directly accessed / Cryptographic Erasure
  • Explicit overwriting of storage before reallocation / Secure Erase

Data importing and exporting

• Data export approach: Data can be extracted using inbuilt search facility or standard reports. The report writer outputs in PDF&CSV and in some cases TXT whilst the search facility outputs to HTML&CSV and directly to Microsoft Word&Excel. Seamless mail merge facilities certify against RTF based mail merge allowing integration to any desktop office application e.g. Microsoft Office. MHR offers Secure Direct Database Access service. Providing customers with read-only access to the live database over an IPSec VPN connection, allowing the database to be accessed by any Business Intelligence tool.
• Data export formats:
  • CSV
  • Other
• Other data export formats:
  • PDF
  • HTML
  • XML
  • JSON
  • TXT
• Data import formats:
  • CSV
  • Other
• Other data import formats: JSON

Data-in-transit protection

• Data protection between buyer and supplier networks:
  • TLS (version 1.2 or above)
  • IPsec or TLS VPN gateway
  • Other
• Other protection between networks: Additionally, MHR provide an SFTP service for transferring of data between customers and MHR. Data on the SFTP server is encrypted at rest and in transit. TLS for email encryption between domains is an available additional service, which is being adopted widely across our customer base. Alternatively, MHR offer a secure mail service whereby notifications are sent to users; users are then required to login to the secure mail service portal to access emails.
• Data protection within supplier network:
  • TLS (version 1.2 or above)
  • Other
• Other protection within supplier network: ITrent: Within MHR’s internal customer network Data is secured between layers by Point to point IP restricted connection using a specific port, requiring a unique username and password.; ; People First: Azure Cloud offers a wide range of built-in security mechanisms, many of which are integrated into MHR’s People First deployment to deliver a secure environment for customers. Virtual network rules are used to allow or deny access for transactions to the People First Azure SQL database for each customer environment. Transactions to and from the Azure SQL database are secured via TLS encryption.

Availability and resilience

• Guaranteed availability: 99.8% 24/7/365 Please see the SLA in the terms and conditions for more details.
• Approach to resilience: Include how your datacentre setup is resilient. If you don’t want to make this information public, you can say that it’s available on request. Read about the government’s 2nd cloud security principle: ‘Asset protection and resilience’ (link opens in a new tab).; ; MHR have in place a Business continuity plan designed to ensure that MHR continues all functions in the event of a disaster. This plan is reviewed twice yearly and is dynamically updated as the organisation changes. MHR has been certified to ISO27001 since 2005 and are currently following the ISO22301 guidelines to en-sure we maintain structured approach to this part of our entire business (not just hosting). Service continuity solutions and procedures are in place to ensure that the risk of having to invoke DR is significantly reduced.
• Outage reporting: ITrent: MHR use a host of tools to ensure all aspects of the service are being monitored, and where needed, alerts are configured. Notifications are configured in the event of an alert, emails, text messaging and on-screen notifications are sent. On-screen real time dashboards are available on display in the office as well as being available remotely. Any outages or issues are promptly notified to affected customers by telephone, email and through the service portal. MHR operates 6 maintenance windows per year which take place out of hours (Fri - Mon) and are notified to the customer a year in advance. For up-grades and patches to customer environments, necessary work is communicated to customers with plenty of notice. Customers can then schedule a suitable time for work to be completed by MHR's hosted IT team. ; PeopleFirst: We have a status page that clearly shows the availability of People First and any planned down time. Users can subscribe to this service and will receive automatic emails for any status change.

Identity and authentication

• User authentication needed: Yes
• User authentication:
  • Multi-Factor Authentication (MFA)
  • Public key authentication (including by TLS client certificate)
  • Identity federation with existing provider (for example Google Apps)
  • Username or password
  • Other
• Other user authentication: ITrent users can authenticate using MFA through native application accounts. Can also authenticate users against any SAML2 identity provider(IDP). This allows for single sign on and MFA to be enabled through the identity provider. Each of the above can be used on their own or together in conjunction.; People First offers the capability to implement an Identify Provider(IDP) of their choice for authenticating to the application, via use of the OAuth2.0 and OpenID Connect standards. Allowing single sign on and MFA to be enabled through the identity provider. Users can register and authenticate through People First where MFA is required.
• Access restrictions in management interfaces and support channels: For the application layer, we pass responsibility to the customer to control access using application security profiles. Data and functionality access is assigned according to user definable security profiles. Once the user has logged on with their password, they will be granted access according to security profile. ; When accessing support, user accounts are created on MHR’s Service cloud portal. These are linked to an email address. Support calls are verified on details, such as address/email address/phone number etc.
• 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
  • Other
• Description of management access authentication: ITrent users can authenticate using MFA through native application accounts. iTrent can also authenticate users against any SAML2 identity provider (IDP). This allows for single sign on and for MFA to be enabled through the identity provider. Each of the above offerings can be used on their own or together in conjunction. ; People First offers customers the capability to implement an Identify Provider (IDP) of their choice for authenticating to the application, via use of the OAuth 2.0 and OpenID Connect standards. This allows for single sign on and for MFA to be enabled through the identity provider.

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: Between 6 months and 12 months
• 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
  • Other
• Other security governance standards: Cyber Essentials Plus, SOC2
• Information security policies and processes: We have 21 policies covering security. Our security policies and processes are all aligned to ISO27001 standards. MHR take data security very seriously, by implementing and constantly improving our Information Security Management System and supply chain; to ensure your information is protected, giving peace of mind to your business. This is a rigorous, structured, and independently verified system of data processing; overseen by our in-house team of specialist security, compliance, data protection and software experts, who all to ensure compliance, as well as the protection of your company and employee data.
• Software Security Code of Practice: Yes

Operational security

• Configuration and change management standard: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Configuration and change management approach: MHR use change control process which is built in line with ISO9001:2015 and ISO27001:2022.; MHR has asset management and configuration management database in place forming part of our Information Security Management System (ISMS).
• Vulnerability management type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Vulnerability management approach: MHR has vulnerability management in place and perform an annual CREST penetration testing using an external CREST approved provider. We run both external perimeter scans and internal server and client vulnerability scans. Weekly reporting combines scanning results and threat intelligence feeds from NCSC, CERT and security industry bodies and is reviewed with the IT operations for effectiveness of patch management and vulnerability remediation.
• Protective monitoring type: Complies with a recognised standard, for example CSA CCM v4.0 or SSAE-18 / ISAE 3402
• Protective monitoring approach: Security systems are monitored for exploits and vulnerabilities by our in-house cyber security team and our MSSP security partner 24x7x365 using a specialist Security Operations Centre (SOC). All perimeter devices are monitored real time using the SOC to a service level where all critical events are responded to within 30mins.
• Incident management type: Complies with a recognised standard, for example, CSA CCM v4.0 or ISO/IEC 27035:2011 or SSAE-18 / ISAE 3402
• Incident management approach: MHR has our own in-house security team with forensic tools; in addition, we are supported by a 24x7x365 SOC team and can call on incident response specialists from our security supply chain or through the cyber insurance we hold. We aim to notify any impacted customers as soon as possible in the event of MHR becoming aware of any incident involving their systems/data. We contact the customer through CRM/Service Desk authorised contacts and start joint investigation process using Teams/WebEx/secure mail. All incidents undergo full investigation including root-cause analysis. MHR incident management procedures require all staff to log incidents.
• 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: No
• Free trial available: Yes
• Description of free trial: MHR has a full system demo environment available on user request usually for a week at a time.

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.