Employer Checklist For Occupational Health Procurement

Slug: employer-checklist
Description: A practical checklist for evaluating provider fit.
Category: Resources
Read time: 6 min

Procurement processes can generate a lot of paperwork and conversation without always producing clarity. This checklist cuts through that. Use it during provider evaluation meetings, when reviewing tender responses, or as a structured prompt for reference calls.

It's organised into six areas that together give a complete picture of provider fit. Work through each section for every provider you're seriously considering, and you'll have a consistent basis for comparison when it comes to making your final decision.

1. Accreditation and governance

These are the foundations. A provider who can't satisfy this section clearly shouldn't be on your shortlist.

Holds current SEQOHS accreditation (or equivalent recognised standard)
Can provide evidence of professional indemnity and public liability insurance
All clinical staff are registered with the relevant regulatory body (GMC, NMC, HCPC)
Has a named clinical lead who will be accountable for the quality of your service
Operates a clear complaints and escalation procedure
Conducts regular clinical audits and can share headline findings on request
Has an up-to-date data processing agreement and demonstrated GDPR compliance

2. Service scope and clinical capability

Match what they offer against what you actually need — not what looks impressive on a brochure.

Provides management referrals as a core service (not an add-on)
Offers pre-employment health assessments suitable for your roles
Can deliver statutory health surveillance relevant to your sector (e.g. noise, COSHH, vibration)
Has in-house access to occupational physicians — not just nurses or advisers
Offers mental health and psychological support, or has clear referral pathways for it
Can provide DSE assessments, ergonomic reviews, or physiotherapy if required
Delivers travel health services if your workforce travels internationally
Has experience with complex or contested fitness-for-work cases

3. Delivery model and access

How services are delivered matters as much as what is delivered — especially for dispersed or shift-based workforces.

Can support all your locations — either through on-site provision, regional clinics, or remote delivery
Offers telephone and video consultation as standard, not just face-to-face
Has capacity to meet your expected referral volumes without delay
Provides clear and consistent turnaround times for management referral reports (typically five to ten working days)
Offers urgent or fast-track appointments for time-sensitive cases
Has a defined process for managing referral backlogs or clinician absence
Employees can self-refer to specific services where appropriate

4. Reporting and technology

Poor reporting undermines the value of even the best clinical service. Make sure you'll have the visibility you need to manage absence effectively and demonstrate ROI.

Provides an online referral portal that your HR or line manager population can use without training
Delivers management referral reports in a consistent, usable format
Offers access to aggregated data and management information on a regular basis
Can integrate with your HR or absence management system, or export in a compatible format
Reports are written in plain language — free from unnecessary clinical jargon
You have a named contact for account management and reporting queries
Can produce bespoke reports or data cuts when required

5. Commercial terms and transparency

Occupational health pricing can be opaque. Push for clarity before you commit.

Pricing structure is clearly explained — per-referral, retainer, or hybrid
All likely costs are itemised upfront, with no hidden fees for standard services
Contract length and notice period are reasonable and proportionate
Service level agreements are written into the contract, not just referenced verbally
There is a defined process for raising and resolving service failures
The contract allows for volume adjustments without penalty if your workforce changes significantly
Renewal terms are fair and not subject to automatic uplift without notice

6. Track record and references

What existing clients say will tell you more than any proposal document.

Can provide at least two client references in a comparable sector or of similar workforce size
References are able to speak to specific referral volumes and service quality — not just general satisfaction
Has case studies or outcome data demonstrating impact on absence or return-to-work rates
Has been operating for long enough to have a meaningful track record
No significant regulatory findings, complaints upheld, or adverse audit outcomes in the past three years
Leadership and clinical team are stable — high turnover is a risk indicator

How to use this checklist

During a provider briefing or demo: Work through each section as a prompt. Note where answers are vague, deflected, or require follow-up — gaps in candour are as informative as gaps in capability.

When reviewing a tender response: Use it as a marking guide. Providers who address every section unprompted are demonstrating that they understand what good looks like.

On a reference call: Share the checklist with the reference contact in advance and ask them to respond to the items most relevant to their experience. Structured reference calls produce far more useful information than open-ended conversations.

As an internal sign-off document: Once you've completed the checklist for your preferred provider, it becomes part of your procurement record — evidence that due diligence was carried out systematically.

A note on scoring

Not every item carries equal weight. Before you begin, mark any items that are absolute requirements for your organisation — failures here should disqualify a provider regardless of their overall performance.

For the remaining items, a simple traffic-light system works well in practice: green for clearly satisfied, amber for partially satisfied or requiring clarification, red for not satisfied. A provider with more than two or three reds in any single section warrants careful scrutiny before proceeding.

What to do next

A completed checklist gives you a structured basis for comparison — but it doesn't replace judgement. Use it alongside your weighted scoring model to produce a shortlist, then invest time in references and, where possible, a trial engagement before committing to a long-term contract.

The goal is a provider relationship that works consistently over time, not just one that performs well during the sales process.