Unseen Group

Category: Blog

  • How to develop a Company Culture before hiring for it

    How to develop a Company Culture before hiring for it

    What is Company Culture?

    Company culture is a bit of an abstract concept; many think they understand it, but few can define it or explain how their culture was developed and maintained.

    What is company culture and how important is it to get right?

    Let’s start with a definition of company culture. The Cambridge Dictionary defines corporate culture as: ‘The beliefs and ideas that a company has and the way in which they affect how it does business and how its employees behave.’

    It’s a good definition; it seems logical, straightforward, and concise. The problem is, it all too often seems that not many companies define their culture this way. Moreover, don’t all companies (especially when you ask their leaders) purport to have a ‘good corporate culture’?

    The problem with misunderstanding your culture

    It seems logical that business founders will be responsible for establishing a company culture and defining what that culture should be.

    This culture is typically based on the company founders’ own personal values, vision, and their preferred working environment – and that culture will be imparted to the next member of staff, then the next, then the next… this seems like a logical strategy – but this is where many businesses start to struggle.

    When a company culture is defined this way, the first few members of staff all end up being just like the company founder(s), meaning they may all share the same personal values, vision and work environment preferences. This all sounds great, and the recipe for a productive work environment, but when you start to dig a little deeper, is the best recruitment policy to employ ‘people that the founders would enjoy having a beer with’?

    It’s a fairly common example: ‘we have a great company culture… we all go out for a beer after work on a Friday!’
    But does this really mean the company has a great culture? Who says? Does it also mean that those people who can’t/don’t want to join the Friday beer club, won’t be model employees, who fully buy in to the business’ values and goals?

    Although the beer example might be quite extreme, the point is that the ‘pint after work’ definition of good company culture does nothing for the long-term success of the business.

    As a business increases its revenue, inevitably, more staff are required to meet demands; new staff with new skill sets to be brought in and new processes are to be implemented to streamline operations. This requires recruiting a very different set of individuals, with different personalities and unique personal aspirations.

    Culture and hiring

    The effect of a badly-defined company culture

    A badly-defined company culture leaves the hiring manager asking all the wrong questions in interviews: is this person going to get on well with the rest of the team? Do I have anything in common with them? Are they like me? Will they be a good cultural fit (will they fancy a beer on Friday after work)?

    Now this is where mistakes are made by some:

    It’s not so much unconscious bias on the part of the hiring manager, as it is them genuinely believing this person doesn’t represent a cultural fit with the company. The issue is, the very cultural fit against which the candidate is being measured, has been defined in the wrong way!

    This means that the hiring manager, all through wanting to perpetuate a poorly- defined company culture, is potentially missing out on the best person/people for the vacancies.

‘If we mention all of these great things we do, will this candidate work 10-hour days and weekends when we need them to?’

The ‘Friday beer’ example was only provided to illustrate a point; there are so many other examples of badly defined company culture that are far more common, and often detrimental. And it’s not always driven by the founders’ own personal values, vision and preferred work environment – it’s often erroneously defined by other ways.

For example, wanting to present a culture that the company thinks that staff and prospective hires will want… but the reality is far different from the concept.

Having break-out areas, cool, edgy office furniture, and free snacks – the whole ‘work hard/play hard culture’, often translating to staff having to work 60 hours a week to be rewarded with a free Dominos at the end of the month, doesn’t feel like a great culture.

Of course, we’re not suggesting that every company that has these policies and perceived benefits in place are disingenuous – far from it! But it does happen far too often that staff are misinformed about the role, and that many hiring managers are assessing cultural fit by asking internal questions such as ‘if we mention all of these great things we do, will this candidate work 10-hour days and weekends when we need them to?’

Many growing businesses are struggling to effectively define their culture, but this is a key step that needs to be completed before you can start to hire for cultural fit – so, how can this be done?

Step 1

Establish an organisational values framework

Nowadays, it’s becoming more and more important to develop an organisational values model. Company values are the core set of beliefs that a company has and gives all staff the opportunity to get behind the same goals.

Some examples of company values could include:

    Openness, transparency, accountability and creativity

When developing company values, take plenty of time to get it right; it’s pivotal and will underpin everything from hiring to strategy, process to profits. Brainstorm with your team, involve as many stakeholders as possible. Include staff, shareholder, customers, and suppliers – what are the traits we have as a business that we want to keep, what do we want to eliminate and what do we want to do that we don’t currently? Having a core set of company values sets in place will help to shape the company mission and vision.

Step 2

Implement a mission statement and document your vision

If you don’t have one already, implement a company mission statement, and a written vision that is communicated to all staff. It’s something that everybody can get behind if it’s done properly. Alongside values, it forms the foundation of company culture.

Although it’s a decision for company owners and leaders, it’s hugely important that collaboration with staff occurs to build this mission statement so everybody is bought in from the outset. The mission statement should encapsulate the business vision and why the business exists; it’s crucial. Additionally, Mission-driven workers are 54 percent more likely to stay at the company for 5 years.

A crucial step in building your new culture is to assess against your newly developed values. Carry out anonymous staff surveys to see how your current staff feel you’re performing against values. If, for example, once of your values is “we are open”, anonymously survey your staff to see if they believe the business is as open as it can be; ask open-ended questions to find out where the company is performing well, and not so well, and look to provide interventions based on areas of perceived weakness.

Step 3

Assess against your new values and mission

360 feedback assessments are also a crucial way of seeing how aligned an individual (particularly a manager – as they’re often responsible for employee dissatisfaction) is aligned to the organisational values, and its culture.

Structure a 360 assessment around organisational key values and competencies and have their managers, direct reports, peers, other colleagues and even customers rate the individual against these competencies and values. This is a fantastic way of being able to highlight how aligned, or misaligned an individual is to the values and culture of a company, and gives an individual the opportunity to receive constructive and honest feedback from people they work with.

By incorporating these tools into your internal processes, it gives each member of staff the opportunity to feed back and contribute to the cultural shape of the business, whilst at the same time giving ownership of individuals’ personal and professional journey. For the business, it hugely helps to shape the internal culture, ensuring that all members of staff know exactly what the culture is, how it’s been developed and how it should be upheld.

Step 4

Foster the culture

Once the above steps have been carried out, the management can start to foster the organisational culture. This will not happen overnight but done properly it can work wonders for businesses. It is the responsibility of, initially, the leadership team and subsequently the entire staff base to maintain a positive company culture, based on the values and mission. And it’s incredibly important for the culture to be inclusive for all.

If one of the values that is developed is ‘team spirit’ – don’t just put a pool table in the office: look to reward the entire team when things go well – organise team days that are inclusive to all. In addition to the pub Fridays, offer a suitable alternative to those staff that are unable to join – use some imagination and creativity!

For businesses that have ‘integrity’ as a core value, make sure you’re as ethical, fair, and honest with your staff as you are with your customers: update them on company financials, future plans and your expectations of them.

The list is endless, but you can probably see how having a robust core set of values in place, should impact all your stakeholders in the same way – it builds consistency and supports in building an incredible organisational culture.

Conclusion

Company culture is absolutely paramount and is pivotal to the success of a company. Making sure that your business has a culture to be proud of will help you get the most from your current staff base and ensure that you recruit those that align with your organisation – and who feel your organisation aligns with them!

Speak to an expert

Share your goals and challenges with our qualified team to discover how Unseen can help you to hire your way.

  • Rethinking early careers: What employers need to redesign in 2026 

    Rethinking early careers: What employers need to redesign in 2026 

    Rethinking early careers: What employers need to redesign in 2026 

    This article is a summary of a webinar discussion that took place on March 17 2026.

    Titled Rethinking Early Careers: What needs to change in 2026, the webinar featured:

    Ali Hackett, Director of Customer Experience at Unseen

    Anne Marie Campion, Emerging Talent Specialist at Institute of Student Employers

    Claire Monks, Graduate Programme Manager at NHS Wales

    Dr Frances Trought, Founder of Everything D&I

    The early careers market has always evolved, but this year feels materially different. 

    In our specialist early careers webinar, senior voices from across early careers, education and workforce strategy agreed that employers are now operating in a structurally different environment from just a year or two ago. 2026 is a year shaped by economic pressure, policy change, rising candidate anxiety, unprecedented application volumes and the accelerating impact of AI. 

    The result is a growing gap between how many organisations still recruit early talent and what candidates and businesses now need from those processes. 

    A more volatile market is changing how employers plan 

    One of the clearest themes from the discussion was that traditional annual planning cycles are becoming harder to sustain. 

    Rapid shifts in hiring demand, budget scrutiny, apprentice reform and wider economic uncertainty are making long-term talent planning less predictable than before. Our expert panel reflected that strategies which might once have remained stable for a year can now feel outdated within months. 

    That pressure is forcing employers to move beyond inherited recruitment cycles and towards more deliberate workforce planning: understanding which roles are likely to change, which skills will remain critical and where future pipelines genuinely need investment. 

    AI is no longer a side issue in early careers 

    The conversation confirmed that the debate has moved on from whether candidates should use AI, into accepting the reality that its use is prevalent.  

    Candidates are already using it, employers are using it, and trying to remove it from recruitment entirely is increasingly unrealistic. 

    The more important challenge now is how organisations respond fairly and intelligently. 

    This includes: 

    • Deciding where AI use is acceptable in applications 
    • Understanding how it affects assessment validity 
    • Addressing unequal access to paid AI tools 
    • Distinguishing between assisted responses and genuine judgement 

    Several speakers noted that many established selection methods are becoming less effective in this context. Generic written answers, CV screening and predictable competency questions are now easily generated or strengthened through AI. 

    The implication is not to remove rigour, but to redesign it, placing greater weight on judgement, authenticity and live interaction. 

    Related solution

    Rethink assessment for a changing candidate landscape

    As traditional screening methods become less effective, assessment needs to reflect how people think, solve problems and respond in real situations. Our Digital Assessment Centre platform, TopScore, helps employers assess potential more fairly and consistently.

    Explore Digital Assessment Centre solutions

    Assessment needs to reflect real working life 

    A strong consensus emerged that assessment processes need to become more representative of how people will actually work. 

    If AI will be part of day-to-day working environments, then excluding it entirely from recruitment creates an artificial test. 

    Instead, employers should increasingly assess: 

    • How candidates think 
    • How they solve problems 
    • How they apply judgement 
    • How they use tools responsibly 

    That points towards more situational tasks, more project-based exercises and more live interaction, particularly later in the process. 

    At the same time, panellists acknowledged the practical tension this creates: face-to-face assessment and richer interaction often require more resource at a point when many teams are being asked to deliver more with less. 

    The confidence gap is now a major recruitment issue 

    One of the most important insights from the webinar was that candidate behaviour is being shaped not only by competition, but by confidence. 

    Across sectors, employers are seeing: 

    • Higher anxiety 
    • Lower certainty 
    • Greater fear of rejection 
    • Increased disengagement between offer and start date 

    For many young people, repeated rejection is no longer just part of the process but an experience that it is affecting confidence in education choices, career direction and whether they belong in professional environments at all. 

    That means candidate experience is no longer a secondary consideration. It has become central to conversion and retention. 

    Several speakers argued that employers need to think much more carefully about: 

    • How rejection is handled 
    • Where clarity is missing 
    • How transparent entry requirements really are 
    • Whether candidates understand what is expected of them 

    Even simple improvements in communication can materially change outcomes. 

    Related solution

    Build confidence before day one

    When candidates feel informed, connected and reassured, they are more likely to stay engaged throughout the journey. Unseen’s Candidate Experience & Onboarding platform, Meet & Engage, helps employers create stronger touchpoints before offer, after offer, and through onboarding.

    Explore Meet & Engage

    Human connection matters more than ever before day one 

    A particularly strong theme was that organisations often underestimate how fragile the period between offer acceptance and start date has become. 

    This is where doubt grows, competing offers strengthen, and silent drop-off happens. 

    What prevents that is rarely process alone. It also about relationships and authenticity.  

    The most effective examples shared all involved stronger human contact: 

    • Manager introductions 
    • Buddy relationships 
    • Early cohort engagement 
    • Invitations to informal events 
    • Clearer onboarding support 
    • Practical visibility of what the first weeks will look like 

    As one panellist put it, organisations that retain talent best are often those that continue recruiting candidates emotionally right up until day one. 

    Skills-based thinking must go further 

    Another major point was that many organisations still talk about skills-based hiring more than they fully practise it. 

    Rigid academic filters, narrow qualification assumptions and institutional bias can still close off talent unnecessarily. 

    The panel challenged employers to think more carefully about aptitude, transferable capability and demonstrated potential – particularly where future roles are changing quickly anyway. 

    This matters not only for fairness, but for long-term talent resilience. 

    If organisations continue selecting only through familiar indicators, they risk reproducing the same talent profiles while missing the wider capabilities increasingly needed in a changing market. 

    Education and employers need closer alignment 

    A repeated concern was the widening disconnect between what education systems are producing and what employers expect. 

    Universities, schools and colleges are under pressure themselves, often being asked to support more students with fewer resources. 

    At the same time, employers continue to expect stronger work-readiness, AI fluency, data literacy and commercial understanding. 

    The discussion suggested that solving this cannot sit with one side alone. More partnership is needed: 

    • Earlier exposure to employers 
    • More meaningful insight experiences 
    • Micro-internships and challenge-based learning 
    • Stronger collaboration around future skill needs 

    The strongest examples are those that help young people understand work before formal application begins. 

    The strategic shift for employers 

    Taken together, the discussion pointed to a clear conclusion: 

    The organisations likely to succeed in early careers now will be those that stop treating recruitment as a fixed annual process and start treating it as a connected talent system – one that combines planning, assessment, communication, development and belonging. 

    The external pressures are unlikely to ease soon. 

    But many of the strongest responses are within employers’ control: 

    • Simplify where complexity adds little value 
    • Redesign outdated assessment steps 
    • Build trust earlier 
    • Communicate more clearly 
    • Create stronger bridges between attraction and retention 

    In a market where candidates have more uncertainty and employers have less margin for error, the organisations that feel most human are often the ones that perform best.  

    Watch on demand

    Hear the full discussion

    This article captures some of the key themes from the conversation, but the full webinar explores the practical challenges, audience questions and panel perspectives in much greater depth.

    Watch the webinar on demand
  • Designing Your Selection Process: The Basics and Beyond

    Designing Your Selection Process: The Basics and Beyond

    The importance of a well designed selection process

    A well-designed selection process improves hiring outcomes, strengthens your employer brand, and gives candidates a fair and consistent experience.

    Many organisations still rely on processes that have simply grown over time rather than being deliberately designed. This means that interviews are unstructured, assessments feel disconnected, and decisions depend too heavily on individual judgement.

    If you want better results, the process needs to be built with more intent. So, how can you go about designing a selection process that truly works for you?

    Step 1

    Start with a clear definition of success

    Before even thinking about assessment methods, you need to decide on what ‘good’ looks like in the role you’re trying to fill.

    That means identifying the capabilities, behaviours, and potential indicators that are genuinely linked to performance. Without that foundation, it’s difficult to assess candidates in a meaningful or consistent way.

    Once defined, these criteria should inform every stage of the process. Whether you’re using interviews, job simulations or task-based assessments, each element should be tied back to those same measures of success.

    Structured assessment design plays an important role here. It allows you to move away from instinct-led decisions and towards a more consistent and evidence-based approach.

    Step 2

    Design the process as a connected journey

    Selection processes are often built in stages that don’t fully connect. Candidates repeat similar information in different formats, while hiring teams gather overlapping or incomplete insights.

    A stronger approach is to treat the process as a single, joined-up journey. Each stage should build on the previous one:
    • Early stages can focus on core capabilities and potential
    • Later stages can explore depth, judgement and real-world application
    • Final decisions should draw on a complete and consistent set of evidence

    This reduces duplication, improves efficiency, and gives hiring teams greater confidence in their decisions.

    Assessment centres continue to play an important role here, particularly for roles where collaboration, communication and decision-making need to be observed in practice. Designed well, they allow organisations to see how candidates perform in realistic scenarios.

    Step 3

    Keep candidate experience practical and relevant

    Candidate experience is shaped by clarity, relevance and respect for time. Processes that feel overly long, repetitive or unclear tend to lead to disengagement. In contrast, well-designed processes feel focused and purposeful.

    A few principles make a noticeable difference:
    • Clear instructions and expectations at every stage
    • Assessment tasks that reflect real aspects of the role
    • Consistency in how candidates are evaluated
    • Communication that feels timely and considered

    Employee-generated content can support this by giving candidates a more realistic understanding of the role and organisation. Seeing and hearing from employees helps set expectations and can make assessments feel more grounded in real work, replacing static or overly polished materials with something more representative of day-to-day experience.

    Step 4

    Build fairness into the design

    Fairness needs to be considered upfront rather than reviewed after the fact.

    Unstructured interviews, inconsistent scoring and unclear criteria all introduce bias. Over time, this affects both hiring quality and trust in the process.

    A more structured approach helps to address this:
    • Standardised assessment methods across candidates
    • Clear scoring criteria linked to role requirements
    • Interview frameworks that reduce subjectivity
    • Documentation and data that support decision-making

    Combining structured psychometric assessment with well-designed assessment centres allows organisations to build a more complete and balanced picture of each candidate, while maintaining consistency across the process.

    Step 5

    Bring it together

    Designing a strong selection process comes down to clarity, structure and consistency.

    That means being clear on what success looks like, building a process where each stage adds meaningful insight, and using the right tools to support fair and evidence-based decisions.

    Used together, these approaches help create a selection process that is more predictive, more engaging, and more reliable.

    Conclusion

    If your current process feels inconsistent or overly dependent on individual judgement, it’s worth reviewing how it has been designed.

    Small changes in structure and assessment approach can have a significant impact on both hiring outcomes and candidate experience.

    Speak to an expert

    Share your goals and challenges with our qualified team to discover how Unseen can help you to hire your way.

  • 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

  • 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.