Top 4 Tips for a Successful Interview
Bex Lee • November 19, 2022
Most people think they have interview preparation perfected, but you’d be surprised by how many people overlook basic elements, and some simple improvements, which can be key to your success.
We’ve gathered the top 4 tips to make your interview effortless and memorable.
1. Preparation is key
Preparation is key to success, so make sure you have sufficient time to prepare before your interview and dedicate some time without distractions.
Research
The first step should be researching the organisation where you could be working. Visit any relevant websites and social media, look at LinkedIn profiles and do a general search on Google to see if they have any press about latest projects or initiatives. You want to get a feel for the work that they do, their mission and values, structure and their objectives or goals. You can then align some of your answers in the interview to reflect this, mirroring back their own language to create a commonality. Write down any keywords that stand out as markers for the organisation, such as ‘fast-paced’ or ‘outcome focused’.
Revisit
Revisit the job description. Think about why you applied and what attracted you to the job. What are the parts that excite you? Note these down and keep them handy, so you can show enthusiasm about these in the interview. Which parts of the role do you think you would excel at and which parts are your skills lacking in? The job description should also give you an idea of the behaviours the interviewer is looking for. Look out for terms like ‘self-starter’, ‘team-player’ or ‘strong communicator’ so you can show that your behaviours and soft skills are also desirable.
And revisit your CV. This is the main piece of information that the interviewer holds about you. Are there areas that align with the job description that you are likely to be asked to elaborate on? Are there any areas that the interviewer may question or want examples of?
You should also check that your LinkedIn profile correctly reflects your CV and is up to date. Make sure your profile photo is professional and you've included volunteer information, any groups and have some good recommendations from colleagues.
Common Questions
Prepare for the most common interview questions.
- These are generally competency-based questions such as:
- Making effective decisions
- Collaborating
- Leadership
- Strategic thinking
- Organisational skills
- Working under pressure
- Attention to detail
- Handling a difficult decision or situation
- Motivation
- Taking control of a situation
- Problem solving
- Creativity
You may need an example for each area detailing the situation, your response to the situation and the positive outcome.
Your questions
What questions do you have about the role or the organisation? If the conversation is quite casual, you should be able to ask questions as they naturally arise, but it’s also important to ask a question at the end of the interview to show you are still interested. This could be in regard to the contract length or timeline, or “when are you likely to make a decision?” Write down your questions as after processing other conversations, you may need a reminder.
2. Promoting you
Clarify your ‘selling points’. Why would you be good at the job and what sets you apart from other applicants? Identify key responsibilities of the role and prepare several examples of your experience and achievements in these areas. Where possible use statistics to evidence this.
Specific Examples with STAR
You can use the S.T.A.R method to create quick and effective examples: Situation, Task, Action, Result.
- Situation: Set the scene and give the necessary details of your example
- Task: Describe what your responsibility was in that situation
- Action: Explain exactly what steps you took to address it
- Result: Share what outcomes your actions achieved
You must describe a specific event or situation, not a generalized description of what you have done in the past. Be sure to give enough detail for the interviewer to understand
Showcase your work
If the interview is specific to certain types of work such as design, content, or products, you may have been asked to, or may just want to, showcase examples of your work. Make sure examples are relevant to the role and showcase your best skills.
You may want to go in-depth with a case study, outlining objectives and processes or just create a short screenshare presentation that acts as a portfolio. If you do this, ensure you can concisely talk through or narrate your work to give your interviewer a good understanding and positive takeaway points. You want to be memorable. Practice this prior to the interview with a friend to get feedback and identify areas that could be improved.
3. The Set Up
Have a trial run before the actual interview to resolve any issues.
Technical Difficulties
There is nothing worse than being failed by technology in an already stressful situation. Prior to the interview (the previous day and in the hours before) test your technology. Do you know which video platform you will be interviewed on? Have you used it before?
Set it up and test it out. Make sure you are familiar with all the functionality or features in case you are asked to change any settings or screenshare unexpectedly. It is better to do an interview on a laptop, rather than a phone as you have more control. Make sure your camera and microphone are working and set to appropriate levels. Also make sure all software updates are completed because no one wants a computer update starting randomly mid interview.
Location
Where will you do the interview? Do you have a reliable WiFi connection?
Conduct the interview somewhere private and quiet where you won’t be disturbed. Notify family or housemates ahead of time or book a meeting room if you are in a shared space/office. Test sitting in-front of the camera and take a good look at your background, as well as without you in frame in case you need to get up at any point. You need a minimal and non-distracting background, with good lighting so you can be clearly seen.
Check your camera angles, as some laptop cameras can be set lower. Try to position the camera for a clear and proportioned head and shoulders shot where you can make easy and comfortable eye contact with the camera. Distancing is also key; you don’t want to look too far away or equally right on top of the screen. Make sure your chair or seat is also comfortable.
If your interview is taking place in person be sure to identify the location and plan your route the day before, leaving yourself enough time in case of travel disruption.
4. First impressions count
According to research, it takes 7 seconds to make a judgement about someone when first meeting them. Whether we mean to or not, we can make unconscious judgements based on appearance and body language, so it’s important to look presentable.
Wellbeing
This is an area that is often overlooked but can really make an impact on how you present yourself and how you feel in an interview. The night before the interview, try you get a good night’s sleep. This will help you feel well rested, refreshed and more alert in the morning .Make sure you’ve eaten prior to the interview, nothing too heavy, and that you are well hydrated. Have a drink on hand in the interview as you’ll be talking for a while.
Dress The Part
Dress appropriately for the role or organisation. It’s better to be dressed more formally, than looking too casual. Even if your interview is via video link, dress as if you are meeting in person, full body in smart attire as you may need to move away from the screen. Beyond clothing, ensure that you are also clean, tidy, and looking polished. Looking your best translates into feeling your best and will give you confidence.
Body Language
Body language is important. You want to a strike a balance between enthusiasm and professionalism. Ensure you have open body language such as good posture, arms relaxed by your side and a straight back and use a good amount of eye contact (to the camera). Be aware of your gestures, it’s good to have some movement to main interest and feel comfortable, but you don’t want to be so animated that it becomes distracting. Monitor your tone of voice to keep things friendly and enthusiastic, and remember to smile.
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Central government’s approach to digital transformation is undergoing a deliberate shift. Recent strategies and reform programmes make clear that digital delivery is no longer primarily about modernising interfaces or deploying new platforms, it is about demonstrating measurable outcomes, improving value for money, and joining up services around citizens’ lives . This shift is now embedded in how digital work is: Funded Assured Measured Held accountable For departments, Systems Integrators (SIs), and SME ecosystem partners alike, outcome‑focused delivery is increasingly a structural requirement , not an optional delivery philosophy. This blog reflects how that strategic intent is shaping public sector digital programmes and where specialist partners can help SIs align delivery activity to government’s broader reform agenda. Why Outcome‑Focused Delivery Matters to Central Government Now Government has been explicit about the challenges it is trying to address through digital reform: Fragmented services spanning multiple organisations Legacy technology estates that absorb funding without improving outcomes Weak visibility of end‑to‑end service performance and cost Difficulty demonstrating value for money in digital spend In response, central government has set out a clear ambition: digital transformation should deliver outcomes that are visible to citizens, measurable by departments, and defensible through assurance and spend control . This intent is reflected in: The focus on “transformed public services that achieve the right outcomes” across cross‑government DDaT missions Increasing emphasis on service performance data, outcome metrics and continuous improvement Reform of funding and assurance models to support iterative delivery over long‑lived services Outcome‑focused delivery is therefore not a theoretical model, it is the mechanism through which government expects digital investment to justify itself. Starting with the User as a Strategic, Not Tactical, Requirement User‑centred design is now embedded in central government policy not because it is desirable, but because it is necessary to deliver outcomes that stand up to scrutiny . From a strategic perspective, starting with user needs enables departments and SIs to: Define outcomes that are grounded in real demand and behaviour Reduce rework caused by misaligned policy and delivery assumptions Evidence that services are improving accessibility, efficiency and take‑up Specialist partners are often engaged at this stage to provide targeted research and design capability , helping SI‑led teams build a defensible evidence base early in the lifecycle, particularly during discovery, alpha and early delivery phases. Public sector examples such as the formalisation of UCD operations within MHCLG illustrate how government is professionalising this capability to better inform policy and delivery decisions. Defining Outcomes That Can Be Governed, Funded and Assured Central government is placing increasing weight on outcomes that can be: Measured consistently Tracked over time Used to inform funding and assurance decisions This creates new pressures on delivery teams. Outcomes must be ambitious enough to support transformation, but sufficiently precise to withstand: Spend control scrutiny Business case appraisal Portfolio‑level decision‑making In SI‑led programmes, SME partners are often brought in to support this translation, helping shape outcome definitions, identify meaningful indicators, and ensure that user‑centred measures sit alongside operational and financial metrics. This alignment is critical as government moves toward funding and evaluating digital work based on performance and outcomes rather than fixed outputs . SME Engagement as Part of Government’s Innovation and Growth Agenda Early and effective SME engagement is no longer just a delivery preference, it aligns directly to government’s objectives to: Procure for innovation and growth Diversify the supplier ecosystem Reduce reliance on monolithic delivery models Outcome‑focused delivery creates space for this by allowing: Smaller, specialist interventions Faster experimentation and learning Capability to be introduced where it delivers the most impact Programmes in sectors such as education and housing demonstrate how departments, SIs and SMEs can work together to develop solutions that are more responsive to user needs while remaining integrated within larger delivery frameworks. For SIs, this model enables innovation without diluting accountability. For SME partners, it provides a clear route to add focused value within a governed delivery structure . Data as an Enabler of Accountability and Continuous Improvement Central government’s digital strategy places strong emphasis on data as a driver of decision‑making , not just reporting. Outcome‑focused delivery relies on data to: Demonstrate service performance Identify demand and failure points Inform prioritisation and investment decisions Specialist partners often support SI‑led teams by contributing analytical capability, service insight and data‑informed design approaches, helping ensure that evidence is usable, proportionate and aligned to outcome measures required by departments. This is increasingly important as government expects near real‑time visibility of service performance to support continuous improvement and assurance. Iteration Within a More Demanding Governance Environment While government is encouraging iterative delivery, it is doing so alongside stronger expectations of transparency and accountability . Outcome‑focused delivery therefore requires: Iteration that is evidence‑led Clear links between change and impact Assurance that live services remain stable and secure In this context: SIs coordinate delivery across policy, technology and operations SME partners contribute specialist capability within defined scopes Learning and adaptation are balanced with service continuity Programmes such as HMCTS service redesigns show how this balance can be achieved when design, delivery and assurance are aligned around outcomes. What This Means for SI–SME Partnerships Outcome‑focused delivery reflects a broader shift in how government expects digital transformation to work: Long‑lived services rather than short‑term projects Funding linked to performance and outcomes Stronger integration between policy intent and delivery execution For SIs, this increases the need for partners who: Understand the strategic direction set by central government Can operate effectively within assurance and governance constraints Add specialist capability without blurring accountability For SME partners, success lies in helping SIs translate strategy into delivery reality — strengthening evidence, user insight and iteration where it matters most. Conclusions Outcome‑focused delivery is central to how government is reshaping digital transformation, not just in how services are built, but in how they are funded, governed and judged. Increasingly, progress depends on effective collaboration between departments, Systems Integrators and specialist SME partners , each aligned to a shared strategic intent. By supporting SI‑led delivery with focused expertise in user‑centred design, data‑driven insight and iterative ways of working, SME partners can play a critical role in helping public sector programmes deliver measurable outcomes that align with government’s digital reform ambitions . Find out more about Hanover services and how we support your Public Sector outcomes
Strengthening Outcomes Through Earlier Insight
What the Shift Really Means for Public Sector Suppliers
What a Healthy Digital Ecosystem Looks Like and Why It Matters
How the UK Public Sector is Strategically Integrating AI and Automation Across Digital Services
Hanover’s View on Why SC and BPSS Vetting Pressures Are Increasing in 2026
Find out how anover can support your DDaT capability through the DOS7 Framework
Discover how SME ecosystems can deliver real value in UK government DDaT programmes, driving innovation, better delivery, and stronger social impact.
The future of the UK Healthcare depends not just on medical excellence, but on digital capability. As the health service embraces a more integrated, data-driven, and technology-enabled model of care, the ability to procure and deploy Digital, Data and Technology (DDaT) skills has become fundamental to achieving this vision. From digital patient records and AI diagnostics to cyber-secure systems and smart analytics, these capabilities are no longer peripheral—they are core to modern, sustainable healthcare. But building this capability at scale requires more than intent. It requires a strategic framework to identify, commission, and grow the right digital skills, especially through public sector procurement. That’s where the Digital Capability Framework for Healthcare 2 (DCFH2) plays a vital role. Why DDaT Skills Are Essential for NHS Transformation The NHS is undergoing a digital transformation aimed at improving care quality, increasing operational efficiency, and reducing health inequalities. Initiatives like "What Good Looks Like", NHS Long Term Workforce Plan, and Frontline Digitisation all rely on embedding DDaT capabilities across the system. Whether deploying EPRs (electronic patient records), modernising infrastructure, or enabling data-sharing across ICSs (Integrated Care Systems), the NHS needs access to: Digital strategists and transformation leads Data scientists, analysts, and governance experts Cloud engineers, cybersecurity professionals, and developers Service designers, agile delivery managers, and digital programme specialists The Role of DCFH2 in Supporting DDaT Procurement The DCFH2 was designed to ensure the UK health Sector have a shared language and structure for identifying digital requirements. Importantly, DCFH2 also supports commissioning and procurement functions in the public sector to: Define What Good Looks Like in DDaT Skills DCFH2 outlines key digital capability domains and levels—from foundational to specialist and strategic. This enables procurement teams to specify clearer requirements in tender documents and contracts, avoiding vague or outdated job descriptions. Inform Supplier Selection and Evaluation Using DCFH2, buyers can assess supplier capabilities against a recognised national framework, ensuring that procured resources meet the digital maturity needs of the NHS. Enable Consistency Across ICSs and Programmes By aligning contracts with DCFH2, ICSs, trusts, and digital leads ensure consistency in workforce expectations—critical for interoperability and scalability. Support Value-Based Procurement DCFH2 encourages a shift from transactional procurement to value-based commissioning of digital skills, aligning spending with long-term transformation outcomes. The importance of DDaT Ecosystem Partners The NHS doesn’t just need new systems—it needs the skills to use them effectively. Procuring DDaT skills isn’t a side task; it’s a strategic priority. Forward-thinking DCFH2 suppliers have the opportunity to utilise eco-system partners to effectively deliver DDaT skills into outcomes. Working with specialist SMEs can strengthen their contract bids and accelerate outcome delivery. As a trusted resource and technology solutions partner focused on public sector digital transformation, Hanover brings deep expertise in sourcing high-calibre DDaT professionals who understand the complexities of healthcare environments. Our ability to quickly mobilise talent across roles such as data analysts, digital programme managers, UCD specialists, and agile delivery leads makes us a valuable ecosystem partner for suppliers aiming to meet the competency standards and responsiveness required under DCFH2-aligned contracts. By leveraging our network and sector-specific insight, suppliers can enhance their capability, reduce risk, and ensure consistent delivery of outcomes in line with digital transformation goals. Find out more about Hanover’s DDaT and Technology services
Engaging with Hanover for the first time as a contractor can be an exciting yet daunting experience. Understanding the vetting and onboarding process is crucial to ensure a smooth transition and compliance with Hanover's and our Partner’s standards. This guide will walk you through the essential steps and requirements, helping you navigate the process with ease. Why Vetting is Important Vetting is a critical component of Hanover's onboarding process. It establishes a consistent and robust framework for personnel vetting and security, ensuring that all personnel working for or on behalf of Hanover meet the security requirements of Partner’s and roles. Additionally, it ensures compliance with relevant laws, regulations, standards, and contractual obligations. Required Documents for Vetting As a contractor, you will need to provide several documents to complete the vetting process. These include: Right to Work Document: Passport, Biometric Residence Permit (BRP), Birth or Adoption Certificate, Other Immigration Documents or Online Verification. Proof of Address: Documents accepted. DBS Check: Completed within the last 12 weeks; if not, a new one will need to be applied for. Copy of your current and up-to-date CV. Reference details: Covering the required time frame, provided by HR or the agency you worked through. National Insurance proof: Photo of your NI card, P45 or P60, pay slip, salary statement, or works pension statement. Client forms: These vary depending on the client and will be sent to you via Docusign. For contractors engaging via their PSC: Additional documents are required, such as the Certificate of Incorporation, Business Insurance Certificates, and Proof of Business Bank details. Umbrella contractors: Need to provide the name of the umbrella company they will be engaging through from the Hanover Umbrella PSL . The Vetting Process Timeline The vetting process is designed to be efficient and thorough. Here is a typical timeline: Notification: The Vetting Team will be notified when you have accepted your engagement. Document Request: The Vetting Team will then request the relevant documents and forms to be completed by you. If the required documents are not received by the following business day, the Vetting Team will reach out to you either by email or telephone. Document Submission: Once you have submitted your documents via email, the Vetting Team will begin to process your background checks, including applying for references. Reference Follow-up: References are followed up daily through phone calls and emails, but in some instances, the Vetting Team may need your help to obtain these. Completion: The Vetting Team will try to complete and clear your background checks within 5 working days, but this can be quicker. Engaging with Hanover as a contractor involves a thorough vetting and onboarding process designed to ensure security and compliance. By understanding the requirements and following the outlined steps, you can navigate the process smoothly and efficiently. If you have any questions or need further assistance, the Vetting team and Hanover’s Compliance Manager are always there to help.
Central government’s approach to digital transformation is undergoing a deliberate shift. Recent strategies and reform programmes make clear that digital delivery is no longer primarily about modernising interfaces or deploying new platforms, it is about demonstrating measurable outcomes, improving value for money, and joining up services around citizens’ lives . This shift is now embedded in how digital work is: Funded Assured Measured Held accountable For departments, Systems Integrators (SIs), and SME ecosystem partners alike, outcome‑focused delivery is increasingly a structural requirement , not an optional delivery philosophy. This blog reflects how that strategic intent is shaping public sector digital programmes and where specialist partners can help SIs align delivery activity to government’s broader reform agenda. Why Outcome‑Focused Delivery Matters to Central Government Now Government has been explicit about the challenges it is trying to address through digital reform: Fragmented services spanning multiple organisations Legacy technology estates that absorb funding without improving outcomes Weak visibility of end‑to‑end service performance and cost Difficulty demonstrating value for money in digital spend In response, central government has set out a clear ambition: digital transformation should deliver outcomes that are visible to citizens, measurable by departments, and defensible through assurance and spend control . This intent is reflected in: The focus on “transformed public services that achieve the right outcomes” across cross‑government DDaT missions Increasing emphasis on service performance data, outcome metrics and continuous improvement Reform of funding and assurance models to support iterative delivery over long‑lived services Outcome‑focused delivery is therefore not a theoretical model, it is the mechanism through which government expects digital investment to justify itself. Starting with the User as a Strategic, Not Tactical, Requirement User‑centred design is now embedded in central government policy not because it is desirable, but because it is necessary to deliver outcomes that stand up to scrutiny . From a strategic perspective, starting with user needs enables departments and SIs to: Define outcomes that are grounded in real demand and behaviour Reduce rework caused by misaligned policy and delivery assumptions Evidence that services are improving accessibility, efficiency and take‑up Specialist partners are often engaged at this stage to provide targeted research and design capability , helping SI‑led teams build a defensible evidence base early in the lifecycle, particularly during discovery, alpha and early delivery phases. Public sector examples such as the formalisation of UCD operations within MHCLG illustrate how government is professionalising this capability to better inform policy and delivery decisions. Defining Outcomes That Can Be Governed, Funded and Assured Central government is placing increasing weight on outcomes that can be: Measured consistently Tracked over time Used to inform funding and assurance decisions This creates new pressures on delivery teams. Outcomes must be ambitious enough to support transformation, but sufficiently precise to withstand: Spend control scrutiny Business case appraisal Portfolio‑level decision‑making In SI‑led programmes, SME partners are often brought in to support this translation, helping shape outcome definitions, identify meaningful indicators, and ensure that user‑centred measures sit alongside operational and financial metrics. This alignment is critical as government moves toward funding and evaluating digital work based on performance and outcomes rather than fixed outputs . SME Engagement as Part of Government’s Innovation and Growth Agenda Early and effective SME engagement is no longer just a delivery preference, it aligns directly to government’s objectives to: Procure for innovation and growth Diversify the supplier ecosystem Reduce reliance on monolithic delivery models Outcome‑focused delivery creates space for this by allowing: Smaller, specialist interventions Faster experimentation and learning Capability to be introduced where it delivers the most impact Programmes in sectors such as education and housing demonstrate how departments, SIs and SMEs can work together to develop solutions that are more responsive to user needs while remaining integrated within larger delivery frameworks. For SIs, this model enables innovation without diluting accountability. For SME partners, it provides a clear route to add focused value within a governed delivery structure . Data as an Enabler of Accountability and Continuous Improvement Central government’s digital strategy places strong emphasis on data as a driver of decision‑making , not just reporting. Outcome‑focused delivery relies on data to: Demonstrate service performance Identify demand and failure points Inform prioritisation and investment decisions Specialist partners often support SI‑led teams by contributing analytical capability, service insight and data‑informed design approaches, helping ensure that evidence is usable, proportionate and aligned to outcome measures required by departments. This is increasingly important as government expects near real‑time visibility of service performance to support continuous improvement and assurance. Iteration Within a More Demanding Governance Environment While government is encouraging iterative delivery, it is doing so alongside stronger expectations of transparency and accountability . Outcome‑focused delivery therefore requires: Iteration that is evidence‑led Clear links between change and impact Assurance that live services remain stable and secure In this context: SIs coordinate delivery across policy, technology and operations SME partners contribute specialist capability within defined scopes Learning and adaptation are balanced with service continuity Programmes such as HMCTS service redesigns show how this balance can be achieved when design, delivery and assurance are aligned around outcomes. What This Means for SI–SME Partnerships Outcome‑focused delivery reflects a broader shift in how government expects digital transformation to work: Long‑lived services rather than short‑term projects Funding linked to performance and outcomes Stronger integration between policy intent and delivery execution For SIs, this increases the need for partners who: Understand the strategic direction set by central government Can operate effectively within assurance and governance constraints Add specialist capability without blurring accountability For SME partners, success lies in helping SIs translate strategy into delivery reality — strengthening evidence, user insight and iteration where it matters most. Conclusions Outcome‑focused delivery is central to how government is reshaping digital transformation, not just in how services are built, but in how they are funded, governed and judged. Increasingly, progress depends on effective collaboration between departments, Systems Integrators and specialist SME partners , each aligned to a shared strategic intent. By supporting SI‑led delivery with focused expertise in user‑centred design, data‑driven insight and iterative ways of working, SME partners can play a critical role in helping public sector programmes deliver measurable outcomes that align with government’s digital reform ambitions . Find out more about Hanover services and how we support your Public Sector outcomes
Strengthening Outcomes Through Earlier Insight
What the Shift Really Means for Public Sector Suppliers
What a Healthy Digital Ecosystem Looks Like and Why It Matters
How the UK Public Sector is Strategically Integrating AI and Automation Across Digital Services
Hanover’s View on Why SC and BPSS Vetting Pressures Are Increasing in 2026
Find out how anover can support your DDaT capability through the DOS7 Framework
Discover how SME ecosystems can deliver real value in UK government DDaT programmes, driving innovation, better delivery, and stronger social impact.
The future of the UK Healthcare depends not just on medical excellence, but on digital capability. As the health service embraces a more integrated, data-driven, and technology-enabled model of care, the ability to procure and deploy Digital, Data and Technology (DDaT) skills has become fundamental to achieving this vision. From digital patient records and AI diagnostics to cyber-secure systems and smart analytics, these capabilities are no longer peripheral—they are core to modern, sustainable healthcare. But building this capability at scale requires more than intent. It requires a strategic framework to identify, commission, and grow the right digital skills, especially through public sector procurement. That’s where the Digital Capability Framework for Healthcare 2 (DCFH2) plays a vital role. Why DDaT Skills Are Essential for NHS Transformation The NHS is undergoing a digital transformation aimed at improving care quality, increasing operational efficiency, and reducing health inequalities. Initiatives like "What Good Looks Like", NHS Long Term Workforce Plan, and Frontline Digitisation all rely on embedding DDaT capabilities across the system. Whether deploying EPRs (electronic patient records), modernising infrastructure, or enabling data-sharing across ICSs (Integrated Care Systems), the NHS needs access to: Digital strategists and transformation leads Data scientists, analysts, and governance experts Cloud engineers, cybersecurity professionals, and developers Service designers, agile delivery managers, and digital programme specialists The Role of DCFH2 in Supporting DDaT Procurement The DCFH2 was designed to ensure the UK health Sector have a shared language and structure for identifying digital requirements. Importantly, DCFH2 also supports commissioning and procurement functions in the public sector to: Define What Good Looks Like in DDaT Skills DCFH2 outlines key digital capability domains and levels—from foundational to specialist and strategic. This enables procurement teams to specify clearer requirements in tender documents and contracts, avoiding vague or outdated job descriptions. Inform Supplier Selection and Evaluation Using DCFH2, buyers can assess supplier capabilities against a recognised national framework, ensuring that procured resources meet the digital maturity needs of the NHS. Enable Consistency Across ICSs and Programmes By aligning contracts with DCFH2, ICSs, trusts, and digital leads ensure consistency in workforce expectations—critical for interoperability and scalability. Support Value-Based Procurement DCFH2 encourages a shift from transactional procurement to value-based commissioning of digital skills, aligning spending with long-term transformation outcomes. The importance of DDaT Ecosystem Partners The NHS doesn’t just need new systems—it needs the skills to use them effectively. Procuring DDaT skills isn’t a side task; it’s a strategic priority. Forward-thinking DCFH2 suppliers have the opportunity to utilise eco-system partners to effectively deliver DDaT skills into outcomes. Working with specialist SMEs can strengthen their contract bids and accelerate outcome delivery. As a trusted resource and technology solutions partner focused on public sector digital transformation, Hanover brings deep expertise in sourcing high-calibre DDaT professionals who understand the complexities of healthcare environments. Our ability to quickly mobilise talent across roles such as data analysts, digital programme managers, UCD specialists, and agile delivery leads makes us a valuable ecosystem partner for suppliers aiming to meet the competency standards and responsiveness required under DCFH2-aligned contracts. By leveraging our network and sector-specific insight, suppliers can enhance their capability, reduce risk, and ensure consistent delivery of outcomes in line with digital transformation goals. Find out more about Hanover’s DDaT and Technology services
Engaging with Hanover for the first time as a contractor can be an exciting yet daunting experience. Understanding the vetting and onboarding process is crucial to ensure a smooth transition and compliance with Hanover's and our Partner’s standards. This guide will walk you through the essential steps and requirements, helping you navigate the process with ease. Why Vetting is Important Vetting is a critical component of Hanover's onboarding process. It establishes a consistent and robust framework for personnel vetting and security, ensuring that all personnel working for or on behalf of Hanover meet the security requirements of Partner’s and roles. Additionally, it ensures compliance with relevant laws, regulations, standards, and contractual obligations. Required Documents for Vetting As a contractor, you will need to provide several documents to complete the vetting process. These include: Right to Work Document: Passport, Biometric Residence Permit (BRP), Birth or Adoption Certificate, Other Immigration Documents or Online Verification. Proof of Address: Documents accepted. DBS Check: Completed within the last 12 weeks; if not, a new one will need to be applied for. Copy of your current and up-to-date CV. Reference details: Covering the required time frame, provided by HR or the agency you worked through. National Insurance proof: Photo of your NI card, P45 or P60, pay slip, salary statement, or works pension statement. Client forms: These vary depending on the client and will be sent to you via Docusign. For contractors engaging via their PSC: Additional documents are required, such as the Certificate of Incorporation, Business Insurance Certificates, and Proof of Business Bank details. Umbrella contractors: Need to provide the name of the umbrella company they will be engaging through from the Hanover Umbrella PSL . The Vetting Process Timeline The vetting process is designed to be efficient and thorough. Here is a typical timeline: Notification: The Vetting Team will be notified when you have accepted your engagement. Document Request: The Vetting Team will then request the relevant documents and forms to be completed by you. If the required documents are not received by the following business day, the Vetting Team will reach out to you either by email or telephone. Document Submission: Once you have submitted your documents via email, the Vetting Team will begin to process your background checks, including applying for references. Reference Follow-up: References are followed up daily through phone calls and emails, but in some instances, the Vetting Team may need your help to obtain these. Completion: The Vetting Team will try to complete and clear your background checks within 5 working days, but this can be quicker. Engaging with Hanover as a contractor involves a thorough vetting and onboarding process designed to ensure security and compliance. By understanding the requirements and following the outlined steps, you can navigate the process smoothly and efficiently. If you have any questions or need further assistance, the Vetting team and Hanover’s Compliance Manager are always there to help.