Unseen Group

Author: Jess Wood

  • Case study: Psychometric Spotlight: St James’s Place

    Case study: Psychometric Spotlight: St James’s Place

    Evolve Assess Logo
    St. James's Place Logo

    Psychometric Spotlight: St James’s Place

    Welcome to our Psychometric Spotlight video with Peter Clarke, Head of Learning Performance and Innovation at St James’s Place.
    Here you’ll discover how St James’s Place worked with Unseen and used the Evolve Assess platform with their Leadership Blueprint Framework to create accessible tools that have been used by the whole organisation.

    Project Summary

    The Unseen team built the digital assessment platform underpinning the St. James’s Place (SJP) Leadership Blueprint self-assessment. This transformed SJP’s previously facilitator-led, resource-intensive leadership sessions into a scalable, online tool accessible across the entire FTSE 100 organisation.

    Unseen also developed the Team Climate assessment, collaborating closely with the SJP team to refine ideas, challenge assumptions, propose innovations, and enabling any team to measure unity, rhythm, and spirit without requiring a facilitator. Unseen ensured the tool was inclusive and relevant to all roles and levels, not limited to senior leadership.

    “What the [Unseen] guys did really, really well is that high touch, high design approach something that looked and felt really effective for us.”

    Peter Clarke
    Head of Learning Performance and Innovation at St. James’s Place

    Key Outcomes & Results

    The Evolve Assess platform delivered both high-touch design and robust technical functionality, creating a tool that felt modern, intuitive, and high-quality, an element repeatedly praised by St. James’s Place.

    Successful launch of the St. James’s Place Leadership Blueprint across the business provided employees with clear insight into their current leadership behaviour and areas for stretch or development, with rapid adoption across the whole breadth and depth of the organisation, including very senior leaders.

    This resulted in a markedly improved employee experience: visually polished, intuitive, engaging, and reflective of SJP’s modern learning strategy.

    The Team Climate assessment now enables teams to self-diagnose and drive their own development, unlocking organisational reach that was previously impossible, and the platform now supports next-phase evolution.

    Host assessments your way

    Book a demo today and say goodbye to clunky, off-the-shelf platforms.

  • Case study: Creating a bespoke development centre for Sir Robert McAlpine

    Case study: Creating a bespoke development centre for Sir Robert McAlpine

    Sir Robert McAlpine logo
    Sten10 logo
    Construction & civil engineering

    Creating a bespoke development centre for Sir Robert McAlpine

    Sir Robert McAlpine, one of the UK’s leading construction firms, partnered with Unseen’s assessment specialists, Sten10, to identify and select the first cohort of participants for their Future Leaders Programme, delivered in association with Cranfield University.

    About the Customer

    Organisation

    Sir Robert McAlpine

    Industry

    Construction & civil engineering

    Use Case

    Development centre for identification and selection of participants for their Future Leaders Programme

    Improving outcomes

    Through the design of realistic, relevant, and engaging exercises

    Background

    Sir Robert McAlpine (SRM) needed a fair and objective process to select participants for the first cohort of their Future Leaders Programme.

    The Challenge

    Ensuring fairness:

    The process had to be inclusive, avoiding any bias towards construction-specific experience.

    Aligning with real demands:

    Selected individuals needed the resilience, leadership ability and commitment to make the most of the challenging programme at Cranfield and succeed in future senior roles.

    Engaging busy professionals:

    The assessment process had to be rigorous without being overwhelming. It needed to be engaging enough to motivate high-potential candidates to apply and participate fully.

    The Solution

    Sten10 designed a tailored Development Centre (DC) based on SRM’s leadership competency framework, enhanced with input from Cranfield University. The exercises, built around a fictional failing project, were designed to measure behaviours such as problem-solving, collaboration, and resilience. Participants took part in group tasks, presentations and interviews, with clear assessment criteria and trained observers to ensure consistency and fairness.

    Design

    Designing realistic, relevant, and engaging exercises

    Comms

    Creating communication materials and a smooth application process

    Training

    Training assessors to minimise bias and focus on objective behavioural evidence

    Logistics

    Managing the logistics of running multiple, seamless development centres

    Integration

    Facilitating fair integration sessions for selection of final candidates

    “A great experience, Sten10 understood our need and put forward practical solutions in a quick timeframe.”

    The Impact

    Quality

    The Development Centre enabled SRM to identify individuals with genuine leadership potential, not just those who were confident or well-known internally. Cranfield University reported the SRM participants were particularly well-suited and well-prepared for the programme. All participants remained engaged and committed throughout the programme; underlining the effectiveness of the selection process.

    Efficiency

    The process was designed and delivered with precision. A clear assessment matrix, structured integration sessions, and observer training ensured reliable, evidence-based decision-making. Sten10’s attention to logistics meant the development centres ran smoothly and without disruption. SRM benefitted from a streamlined selection process that saved time while maintaining high standards.

    Engagement

    Candidates were motivated by the opportunity and felt supported throughout, thanks to clear application materials and a welcoming information pack. Even those not selected for the programme received personalised feedback, reinforcing SRM’s commitment to development.

    “I believe the process that Sten10 ran was successful in preparing the applicants, but also in selecting the right applicants.”

    Let’s build potential, together

    Share your goals and challenges with our qualified team of assessment experts today.

  • Case Study: Psychometric Spotlight: The Real World Group

    Case Study: Psychometric Spotlight: The Real World Group

    Evolve Logo
    Sten10 Logo
    Real World Group Logo

    Psychometric Spotlight: Real World Group

    Welcome to our Psychometric Spotlight video with Juliette Alban-Metcalfe, the Chief Executive of Real World Group. Here you’ll discover how Real Wold Group created their self-assessment, the Real World Leader, using Unseen’s psychometric testing platform, Evolve Assess.

    Project Summary

    Unseen partnered with Real World Group (RWG) to develop and validate the Real World Leader assessment, a senior-level leadership psychometric. RWG also brought in Unseen’s specialist experts in ipsative psychometric design, Sten10, to help convert years of engaging-leadership research into a robust self-assessment tool suitable for selection and coaching.

    Unseen supported question design, tool structure, measurement approach, and psychometric robustness, assisting through an iterative, multi-year research and validation process involving large-scale data collection, analysis, and re-analysis, all ensuring the assessment:

    • accurately measured leadership behaviour rather than personality
    • worked effectively for senior and executive-level selection and development
    • met evidence-based and scientific standards for leadership assessment

    “They [Unseen] are very much experts in helping to create ipsative psychometric tools.”

    Key Outcomes & Results

    The Evolve Assess platform allowed for a successful launch of The Real World Leader, now used by organisations across industries for executive selection and leadership coaching. The tool is recognised as distinctive in the market for its focus on behavioural leadership indicators, not personality traits. There was a strong practitioner reception — especially among coaches — who value the tool’s ability to create richer development conversations than personality-based psychometrics.

    Unseen also improved Real World Group’s ability to:
    • Select the right leaders at senior/executive levels.
    • Develop leaders using a scientifically grounded, behaviour-based framework.
    • Increase diversity and inclusion by levelling the playing field, avoiding outdated criteria, and assessing behaviours proven to support inclusive leadership.

    Demand has since grown for additional versions (middle-manager, junior-manager, and non-executive versions), showing clear market validation and client confidence in the tool.

    Host assessments your way

    Book a demo today and say goodbye to clunky, off-the-shelf platforms.

  • Webinar: Rethinking Early Careers: What needs to change in 2026

    Webinar: Rethinking Early Careers: What needs to change in 2026

    Rethinking Early Careers:
    What Needs to Change in 2026

    Join Ali Hackett, Unseen’s Customer Experience Director, along with Anne Marie Campion, Emerging Talent Specialist at the Institute of Student Employers, and Dr. Frances Trought, DEI expert, in this forward-looking session.

    Together, they’ll be sharing what they’re seeing across the Early Careers market, and what needs to change.

    Watch on demand

    Enter your details to access the recording.

    The topics we’ll be covering:

    What feels different about this year’s early careers cycle

    Dive deeper into how the early careers landscape is being affected by work readiness challenges, skills gaps and early attrition.

    How attraction, engagement, assessment, and selection should evolve

    Learn how employers can balance efficiency with candidate experience as expectations shift and AI evolves.

    Where organisations risk losing talent

    Find out how you can strengthen engagement and work readiness between offer and start date, as we share advice on designing a more connected and resilient early careers strategy.

    Materials you will receive

    • A concise post-session summary with key takeaways
    • On-demand access to the webinar recording

    Meet the speakers


    Ali Hackett
    Customer Experience Director,
    Unseen

    Anne Marie Campion
    Emerging Talent Specialist,
    Institute of Student Employers

    Dr Frances Trought
    Founder,
    Everything D&I

    Claire Monks
    Graduate Programme Manager
    NHS Wales

    Watch now on demand

    Access the recording

  • How Royal Mail Transformed Onboarding to Improve Engagement and Cut Attrition

    How Royal Mail Transformed Onboarding to Improve Engagement and Cut Attrition

    How Royal Mail Transformed Onboarding to Improve Engagement and Cut Attrition

    The role of a postie is physically demanding, requiring individuals to walk up to ten miles a day, five days a week, in varying weather conditions while carrying heavy loads. Early starts, shift work, and the occasional encounter with unfriendly dogs further contribute to the challenges of the job.

    Despite this, posties are seen as vital members of the community — familiar faces deeply rooted in the neighbourhoods they serve.

    Royal Mail Group, one of the UK’s largest employers, faced a pressing operational challenge: high drop-out and early attrition rates among newly hired postal workers. While applicant numbers were strong, many new hires didn’t fully grasp the realities of the role, leading to drop-outs between offer acceptance and Day 1.

    The Challenges

    • High renege rates (candidates accepting offers but not showing up)
    • Significant early attrition within the first 30 days
    • Inconsistent pre-start communication and engagement
    • Lack of a structured, scalable onboarding process
    • A requirement to recruit 250–300 new posties every week

    The Aims

    • Delivering a positive, engaging candidate experience
    • Reinforcing the realities of the role early
    • Reducing renege and attrition rates

    Meet & Engage’s Tailored Onboarding Experience

    To address these challenges, Royal Mail partnered with Meet & Engage, using their Timeline onboarding platform – a personalised, social-style digital portal designed to drive candidate engagement.

    Personalised Candidate Journeys
    Candidates who accepted offers were invited to register via a link in their offer email, unlocking a tailored onboarding journey from acceptance through to Day 1.

    Engaging Content in a Social Format
    Instead of static documents, candidates received social-style posts, videos, articles, and interactive content designed to reflect the real realities of the role.

    Automated Alerts and Nudges
    Email and SMS prompts reminded candidates to engage, with intelligent triggers nudging those who missed content back into the experience.

    Calibrated Content Flow
    Content was intentionally limited to around 15 posts across a short window, preventing overload while ensuring clarity.

    Mobile-First Design
    With many candidates accessing the platform via mobile, the experience was optimised for anytime, anywhere engagement.

    The Results: Strong Engagement and Reduced Attrition

    • Renege rates dropped from 35% to 12%
    • Early attrition halved from 32% to 16%
    • 96% candidate satisfaction among registered users
    17,800 Candidates invited to onboard
    49% Registration rate

    96% Felt more prepared for the role
    62% Accessed via mobile

    A Scalable, Engaging Onboarding Model

    Royal Mail’s collaboration with Meet & Engage demonstrates how digital, personalised onboarding can transform candidate experience at scale.

    By combining engaging content, thoughtful timing, and mobile-first access, the initiative helped new postal workers feel prepared, valued, and far more likely to stay.

    From first impression to first day, let’s build better hiring journeys together

    Book your personalised demo of the Meet&Engage platform today.

    Get in touch

  • Meet your CX team: Adam

    Meet your CX team: Adam

    Adam

    Meet Adam

    Customer Success Lead

    Having worked within customer-focused roles for over eight years, alongside experience as a recruiter and assessor prior to joining Unseen, I understand the pain points our clients face and do everything I can to help assessments run as smoothly as possible.

    Putting customers first

    To me, great customer service means being a trusted advisor; providing fast and detailed responses to queries, while continually improving processes based on my experiences working with hundreds of clients.

    Making technology feel simple

    One of the most rewarding parts of my role is seeing clients transform from feeling apprehensive about using new technology to becoming confident, self-sufficient experts and genuine advocates of the platform.

    Taking pride in my team

    I’m incredibly proud of our team’s outstanding customer retention rate and how we’ve strengthened collaboration across the wider Unseen group. By introducing clients to a broader range of platforms and services, we’re able to solve more recruitment and assessment challenges while building stronger, more strategic partnerships.

    “Great customer success isn’t just about answering questions. It’s about building trust, creating confidence and helping every client achieve more than they thought possible.”

    Demo our solutions

    Chat to our team to learn more about the solutions they can help you with.

  • Meet your CX team: Laura

    Meet your CX team: Laura

    Laura

    Meet Laura

    Customer Success Manager

    I’ve worked within customer-focused roles for a number of years, with a strong focus on client relationship management within SaaS businesses.

    Supporting our clients

    I genuinely care about delivering a positive experience for clients and making sure they feel supported and listened to.

    Highlights of the role

    One of the biggest highlights of my role at Evolve Assess has been being involved in large-scale assessment and 360 projects, where no two client requirements are ever the same.

    “I want to continue helping clients get the most value from our platform and services, delivering a consistent, high-quality experience that builds long-term trust and partnership with our clients.”

    Demo our solutions

    Chat to our team to learn more about the solutions they can help you with.

  • 7 Principles of an Effective 360 Feedback Process 

    7 Principles of an Effective 360 Feedback Process 

    This article is adapted from a practical 360 feedback guide developed by Evolve Assess and Sten10, specialist psychometric and development practices within the Unseen Group.

    Download the full guide →

    360 feedback can be incredibly valuable – but only if it’s done well.

    A poorly planned 360 wastes time, frustrates people, and fails to deliver actionable insights. Luckily, when approached thoughtfully, a 360 process gives employees and leaders a clear understanding of how they’re seen, highlights blind spots, and drives real growth.

    Many organisations invest time and resources into 360s, but too often the results fall flat. A 360 isn’t just a survey or a report; it’s a structured process that builds a holistic view of performance and behaviour.

    Below, we outline seven practical principles to help you design and deliver a 360 feedback process that actually works.

    Principle 1

    Start with a clear ‘Why’

    Every effective 360 feedback programme starts with a clear purpose. Ask yourself: why are we collecting this feedback?
    A strong, development-focussed ‘why’ builds trust and engagement, helping participants see the process as a tool for growth, not a performance review.

    Focus on development, not evaluation:
    When feedback isn’t tied to promotions or appraisals, participants are more honest, and raters provide actionable insights.

    Be transparent:
    Explain how the process works, who sees the results, and how the insights will be used. Even a single sentence clarifying confidentiality can dramatically increase trust.

    Anchor your 360 in a clear, development-led purpose. It’s the foundation for feedback people value and act on.

Principle 2

Measure what actually matters

A 360 is only useful if it assesses the behaviours and skills that truly impact performance and organisational goals. Avoid vague or overloaded questionnaires. Too many questions dilute insight and frustrate raters.

Link to your purpose:
Every question should tie back to your development-led ‘why’. If it doesn’t, cut it. Focus on the 6-8 competencies that matter most and include 1-2 open-ended questions for context.

Prioritise relevance over volume:
A concise, targeted survey keeps raters engaged and ensures feedback is actionable. A 360 is only useful if it assesses the behaviours and skills that truly impact performance and organisational goals. Avoid vague or overloaded questionnaires. Too many questions dilute insight and frustrate raters.

Ask yourself, “Will this question help the participant grow in ways that benefit them and the organisation?” Only include items that pass this test to ensure feedback is both actionable and valuable.

Principle 3

Focus on observable behaviours

Feedback is only useful when it’s specific and actionable. Avoid asking raters for subjective judgments like “Is this person a good leader?” Instead, focus on observable behaviours that can be clearly seen and measured.

Why it matters:
Behaviour-based items reduce bias, make feedback easier to interpret, and give participants concrete actions they can take to improve.

Practical approach:
Replace vague statements with clear, action-focused questions. For example, “How often does this person involve the team in decisions?” or “Does this person provide timely and constructive feedback?”

Doing this creates clarity for both raters and recipients, giving you the rich insight you need.

Principle 4

Keep the questionnaire focussed and human

Less is more when it comes to 360 surveys. Overly long questionnaires lead to rater fatigue, superficial answers, and lower data quality.

Stick to the essentials:
Focus on 6-8 core competencies and 25-40 rating items, plus 1-2 open-ended questions for context. This keeps feedback easy and concise.

Make it easy to complete:
Use simple, neutral language and avoid jargon or double-barrelled questions. Clear rating scales with defined anchors help raters provide consistent input.

Remember, everyone involved is a human being – respect their time, speak to them on a level and the results will thank you for it.

Want the complete 360 feedback framework?
Get sample questions, rollout timelines, and debrief strategies.

Download the full guide →
360 Feedback Guide Cover
Principle 5

Choose technology that builds trust

The right platform can make or break a 360 feedback process. Confusing technology is likely to result in even more confusing data.

Prioritise usability:
Choose a system that is intuitive, mobile-friendly, and easy for raters to navigate. Clear instructions reduce errors and increase engagement.

Protect confidentiality:
Trust is essential. Ensure anonymity is maintained, feedback is grouped appropriately, and sensitive data is secure. Participants must feel confident their input and results are handled responsibly.

Clear reporting:
Feedback reports should be simple to read, highlight key strengths and development areas, and present comparisons fairly. Psychologically sound design helps participants process information without feeling overwhelmed.

Tip: Technology should support the 360 process, not become an obstacle. A trustworthy platform, such as Evolve Assess, sets the stage for honest, actionable feedback.

Principle 6

Roll out with clear communication

Even the best-designed 360 will fail without a clear, structured rollout. How the process is introduced and managed sets the tone for engagement and trust.
Secure senior sponsorship:
A message from leadership reinforces purpose and credibility, showing participants that the 360 is taken seriously.

Guide raters:
Provide simple instructions on how to give feedback, focusing on observable behaviours and specific examples. Clear expectations prevent confusion and encourage meaningful input.

Set timelines:
Define deadlines for rater selection, survey completion, and report delivery. Automated reminders help maintain momentum and maximise participation.

Treat the rollout like a mini-project. Clear communication, guidance, and deadlines ensure the process runs smoothly and feedback is taken seriously.

Principle 7

Turn feedback into real conversation

The impact of a 360 depends on how feedback is delivered and acted upon. Simply sending a report isn’t enough, participants need guidance to interpret and apply what they’ve learned.

Facilitated debriefs:
A structured discussion with a manager, coach, or HR professional helps participants process feedback, explore patterns, and identify development priorities.

Follow-up and coaching:
Short coaching sessions or manager check-ins at 30, 60, or 90 days keep momentum going and increase the likelihood of lasting behaviour change.

Treat feedback as the start of a conversation, not the end. Turning insights into action ensures the 360 drives real growth, builds trust, and delivers tangible results for both individuals and the organisation.

Conclusion

A 360 feedback programme is more than a survey. Done well, it builds self-awareness, trust, and meaningful development. Bringing in expertise, whether internal or through partners like Evolve Assess and Sten10, ensures your 360 is trusted, actionable, and genuinely impactful.

Speak to our 360 feedback experts:

Ben Williams,
Founder, Sten10
Assessment design, business psychology, AI in assessment
Richard Anderson,
Founder, Evolve Assess
360 feedback implementation and assessment technology

Download the 360 Feedback Guide

Get the full step-by-step guide, including sample questions, rollout timelines, and best-practice debriefing techniques.

  • Webinar: Reducing Reneges in Early Talent: A Psychology Workshop

    Webinar: Reducing Reneges in Early Talent: A Psychology Workshop

    Now available on-demand

    Reducing Reneges in Early Talent: A Psychology Workshop

    Join Nicola Sullivan from Meet & Engage and Ben Williams from Sten10 as they deep dive into the reasons candidates drop out between job offer and start date, combining their expertise with psychology-rooted advice to equip you with the tools and know-how to prevent this from occurring.

    Watch now

    What you will learn

    The ‘why’ behind the wobbles

    We dive into why candidate commitment can waiver between offer and start date, all backed up with behavioural science and practical examples.

    Building candidate confidence

    You’ll take part in reflection exercises to plan what you can do specifically to reinforce candidate confidence and lower renege rates.

    Adapting to an ever-changing landscape

    The market is noisier than ever, and with AI helping candidates apply to hundreds of jobs at a single click, interest can sometimes feel shallower than a puddle. We help you reflect on what might be affecting commitment across specific sectors and industries, and how you can turn the tide for your organisation.

    Meet the speakers

    Watch the webinar today

    Enter your details to access the on-demand session.

    Watch now

  • Meet your CX team: Chiara

    Meet your CX team: Chiara

    Chiara

    Meet Chiara

    Implementation Consultant

    I have over five years of experience in consulting and customer experience within talent management, with a particular focus on assessment, selection, development, and online solutions.

    Expertise

    When it comes to my role, I always try to bring a high level of energy, enthusiasm, and positivity. From a knowledge perspective, I offer expertise in candidate/participant experience and business psychology.

    “To me, delivering a great customer experience means taking pride in the solutions we provide, knowing that we are improving an organisation’s hiring processes, development processes or helping shape their future talent strategies.”

    Demo our solutions

    Chat to our team to learn more about the solutions they can help you with.