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  • Personalising onboarding for early careers and experienced hires with MBDA

    Personalising onboarding for early careers and experienced hires with MBDA

    How MBDA created a complete, personalised, online onboarding journey that’s engaging for both experienced and early career hires

    About the Customer

    Organisation

    MBDA

    Focus Area

    Creating a complete, personalised, online onboarding journey that’s engaging for both experienced and early career hires.

    Programme

    Inspire & Nurture, underpinned by MBDA’s Onboarding Portal.

    Outcome

    Strengthened candidate experience during onboarding with high engagement and strong feedback from candidates and hiring managers.

    32

    virtual events with an average Net Promoter Score of 90 (“World Class!”)

    94%

    registration for the Onboarding portal

    97%

    of Early Careers candidates say that the portal is easy to use

    The Challenge

    In a time of skills shortages in core STEM specialisms and fierce competition from other employers, candidate experience during the onboarding stage is a key priority. How can you ensure that candidates feel supported and begin to align themselves to the brand values, providing a tailored experience when operating at scale? That was the challenge MBDA faced.

    They understood the clear correlation between providing a great experience during the onboarding journey and the number of engaged hires who turned up on day one. They also understood that different audiences potentially have very different needs as they move through the process, and wanted to adopt a solution that would retain a strong element of personalisation in the candidate experience, whether candidates were fresh grads or niche hires.

    MBDA also wanted to be able to measure quantitative and qualitative candidate sentiment and capture a dataset that could be used to review and refresh their offering on an ongoing basis.

    Brand perceptions

    As a defence organisation, MBDA can fall prey to stereotypes about their culture and the type of candidates who will succeed in hiring processes. MBDA is making conscious efforts to tackle these misconceptions throughout their attraction and hiring journeys.

    Support & preparation

    It was important that, whatever their background or experience, all candidates were empowered to thrive in selection and leave the process with a consistent, positive view of MBDA’s brand values and a better understanding of what is a complex matrix organisation.

    Engagement

    Security restrictions imposed by the MOD mean all candidates must undergo vetting. This both limits the candidate pool (nationality), but also increases the time to hire significantly. This added time increases the risk of losing candidates in-process through lack of engagement, as recruiters do not have the resource to interact with all candidates as often as they would like.

    Our Solution

    The Meet & Engage technology used by MBDA includes live virtual recruiting events coupled with a fully-branded, social network style nurture journey.

    Meet & Engage, Unseen’s candidate experience and onboarding platform, underpins MBDA’s Onboarding Portal so candidates can access a complete, personalised online experience.

    Inspire & Nurture

    The Meet & Engage technology used by MBDA includes:

    • Live virtual recruiting events couple with a fully-branded, social network style nurture journey
    • Take advantage of features like live streaming, content sharing and polling
    • Fully-concierged service by our team of experts
    • Fully-branded pre– and post–event comms and in-depth data including NPS

    Timeline for Onboarding

    • Automated candidate journey in a personalised social media style interface
    • Content shared by wall posts, videos and articles
    • Email and SMS nudges to see fresh content
    • Candidate experience pulse checks

    MBDA’s Onboarding Portal

    Once an offer has been accepted, candidates are invited via an integration between Meet & Engage and Workday (MBDA’s ATS) to register for their Onboarding Portal, through which automated yet tailored and timely content is served up, via a social-style platform.

    Content was designed to be shared over a series of weeks and months to match the candidate’s stage of their onboarding journey. The content themes include guidance and reminders about the induction process, videos about the business, employee testimonials, as well as scheduled messages to wish people a happy Diwali/Christmas/New Year.

    Through the Onboarding Portal, Channels enable candidates to chat amongst themselves within the professional, branded environment – to arrange house shares per location, for example. The portal was backed up by group and 121 chat events, where candidates could get answers to questions in real time and hear from a diverse range of employees about life at MBDA.

    Onboarding portals for different audiences

    Underpinning the post-offer experience is the onboarding portal which looks and feels like an MBDA social feed, with a focus on everything a candidate may need between offer and start. An integration with Workday (MBDA’s ATS) automates a registration invitation to candidates at point of offer.

    Once in, the portals are bespoke to the candidate’s entry route, with content either tailored to experienced hires or early careers. Further tailoring within that includes, for example, content specifically for graduates returning to employment at MBDA after completing their degree which included a placement with the company.

    Each feed shares videos, wall posts, images, social links and captures feedback. Each post on the feed is nominally posted by someone in the business, and hovering over their picture reveals their bio. Introducing colleagues-to-be in this way, MBDA provides rich insight into aspects of MBDA that candidates may not have appreciated, demystifies the organisation, supports D&I representation and brand values and draws candidates into the MBDA family early.

    The in-built feedback chatbot provides a chance to capture candidate sentiment at each stage and gives candidates a real say in the shape of the future process.

    The Chat Channels in the portal are set up for each MBDA UK site location (Bolton, Bristol, Stevenage) and offer a space for candidates to chat online with future colleagues. Examples include graduates arranging house-shares or asking about parking and facilities. Recruiters and MBDA ambassadors use Channels to post updates, photos and to get light-hearted conversations started, to begin fostering warm, professional relationships early.

    Employee stories and testimonials

    The MBDA team worked closely with the Meet & Engage team to plot out the content over the relevant time-period for each entry route. Experienced hire candidates have content fed over a few months while they go through security checks and notice periods, while Early Careers feeds include content tied to specific dates aligned with the annual recruitment cycles.

    The content is pre-defined, but released slowly to the candidate over their onboarding journey, with nudges by email/SMS when new content is released. This maximises candidate engagement and ensures that actionable content is highlighted in the feed for their attention the next time a candidate logs in.

    1-2-1 Live Chat

    A key challenge was the disparity of candidates’ onboarding timescales. Offers were being made from mid-September all the way through to early Spring for Early Careers and year-round for Experienced Hires; and a person’s onboarding period could range anywhere from a few weeks to a few months.

    For Experienced Hires, MBDA frontloaded the content so that candidates would see all of the important content initially, and then drip fed the less critical content over the course of their onboarding period.

    Throughout the process, recruiters hosted group and 1-2-1 live virtual chats for candidates, to help them feel comfortable about what was ahead as they went through the selection process and waited, sometimes many months, to join the business. All elements of the solution capture light-touch candidate feedback after each encounter.

    Results

    Impact of MBDA’s onboarding experience
    32

    virtual events, with an average Net Promoter Score of 90

    94%

    registration for Onboarding portal

    97%

    of Early Careers candidates say that the portal is easy to use

    100%

    of candidates say that their recruitment experience has been good

    100%

    of early career candidates felt more confident about joining

    Hiring managers reported that new starters are better prepared for work

    The results of implementing solutions to strengthen MBDA’s candidate experience exceeded all expectations and have had a hugely positive impact on candidates. Overall, introducing the Meet & Engage platform has helped MBDA to keep candidates engaged in a number of ways that were previously unavailable.

    Participant Feedback

    “As it is such a long time between being offered the role & starting, the timeline has been brilliant for making me feel that I’ve not been forgotten about!”

    “This was a fantastic way to introduce me to MBDA – people, values, benefits. It was so helpful to learn about the company, and it made me feel included while I worked my notice in my current role. I am so looking forward to my first day.”

    “I found it all very welcoming and comforting, and, although I don’t feel 100% prepared (just my general anxieties!), I am excited about starting.”

    “Best ‘onboarding’ experience I’ve ever had, thank you.”

    Conclusion

    The MBDA team have already conducted in-depth analysis of the data emerging from the different onboarding journeys and tweaked the journey for returners, to include more fresh content in response to lower time-spent-engaging data.

    They will undertake a review of the content by type (video, wall posts, images, etc.) and by candidate engagement levels with individual pieces of content, as well as refreshing the Timeline with newly branded-elements and new polling tools.

    Candidate sentiment continues to be captured as they move through the portal and candidates are signposted towards the feedback chatbot, Debbie, to submit any feedback they’d like to provide. This feedback is regularly reported and provides opportunity for continuous improvements to the candidate experience at MBDA.

    Demo Meet & Engage’s full range of features

    Demo Meet & Engage’s full range of features and see how they could elevate your candidate experience.

    Meet & Engage is Unseen’s candidate experience and onboarding platform.

  • Increasing candidate engagement with the Ministry of Justice

    Increasing candidate engagement with the Ministry of Justice

    How the Ministry of Justice used chatbots to increase candidate engagement and arm candidates with the information they need to succeed

    About the Customer

    Organisation

    Ministry of Justice

    Partner

    SSCL and the Ministry of Justice

    Use Case

    Using chatbots to increase candidate engagement and arm candidates with the information they need to succeed.

    Outcome

    94% satisfaction rating and 234 days of human work time saved by the bot.

    The Challenge

    SSCL needed to find a way for their client, the Ministry of Justice, to engage with potential and in-process candidates in a valuable way that answered questions, provided valuable advice, sifted candidates for different jobs, while also improving time efficiency for recruiters.

    Our Solution

    Meet & Engage, Unseen’s candidate experience and onboarding platform, powers a chatbot that supports candidates and recruiters.

    A chatbot that answers FAQs, helps candidates self-sift for 7 different roles, and seamlessly hands over to live chat with a recruiter during office hours.

    Results

    Impact of the chatbot
    94%

    satisfaction rating

    234

    days of human work time saved by the bot

    7

    different roles candidates can self-sift for

    Demo Meet & Engage’s full range of features

    Demo Meet & Engage’s full range of features and see how they could elevate your candidate experience.

    Meet & Engage is Unseen’s candidate experience and onboarding platform.

  • Connecting Rolls-Royce with a diverse cohort of Early Talent candidates

    Connecting Rolls-Royce with a diverse cohort of Early Talent candidates

    How Rolls-Royce connected with a diverse cohort of early careers candidates through live events and nurture journeys

    About the Customer

    Organisation

    Rolls-Royce

    Focus Area

    Connecting with a diverse cohort of early careers candidates through live events and nurture journeys.

    Programme

    The Power Series; a program of 6 virtual events aimed at engaging candidates who may have considered a career with Rolls-Royce unattainable.

    Outcome

    More than doubled offers made to non-white candidates, with a substantial rise in both applications and offers to women and non-white candidates.

    6

    virtual events in The Power Series

    1,475

    attendees across all events

    1,605

    students engaged

    The Challenge

    Enable Rolls-Royce to engage with more diverse candidates and change perception of the accessibility of a career with them.

    The overriding purpose behind The Power Series was to engage with a more diverse audience, one that we were told felt a career with Rolls-Royce was out of reach, or not a realistic option. At the same time, Rolls-Royce still needed to appeal to graduates and students who were actively seeking career opportunities with the company. Landing this balance was central to our approach.

    Renowned as ‘pioneers of power’, Rolls-Royce has become synonymous with the word ‘power’, but we aimed to turn the meaning on its head with The Power Series.

    Objectives

    Key objectives of The Power Series
    Engage a more diverse audience

    The overriding purpose behind The Power Series was to engage with a more diverse audience, one that we were told felt a career with Rolls-Royce was out of reach, or not a realistic option.

    Appeal to existing talent

    At the same time, Rolls-Royce still needed to appeal to graduates and students who were actively seeking career opportunities with the company.

    Reframe ‘power’

    Renowned as ‘pioneers of power’, Rolls-Royce has become synonymous with the word ‘power’, but we aimed to turn the meaning on its head with The Power Series.

    Reflect brand values

    The traits were also chosen to reflect the Rolls-Royce brand values, i.e., be bold, be agile, be collaborative.

    Our Solution

    Rolls-Royce used Meet & Engage, Unseen’s candidate experience and onboarding platform, to deliver The Power Series; a program of 6 virtual events aimed at engaging candidates who may have considered a career with Rolls-Royce unattainable. Post-event, attendees were to be invited to access a bespoke nurture track, to support them through their entire application journey.

    Live Virtual Events

    The Meet & Engage technology used by Rolls-Royce includes:

    • Pre- and post-event automated email comms and registration
    • Branded pre- and post-event lobby areas
    • Content sharing via live stream, pre-recorded video, polls, slides
    • Fully moderated Q&A
    • NPS candidate experience data

    Automated Nurture Journey

    • Automated candidate journey in a personalized social-style interface
    • Content shared by wall posts, videos and articles
    • Email nudges to see fresh content
    • User candidate experience pulse checks

    Launch

    The Power Series launched in October 2021 with a brave decision to lead with ‘Courage’ – the event with a focus on neurodiversity. Although slightly smaller in number, the audience were so appreciative and engaged by the opportunity, hearing directly from interns, graduates and senior leaders about how they have adapted, been successful, and demonstrated to Rolls- Royce why neurodiverse people are so important to continued innovation and growth.

    Student feedback was very positive: “I found the networking and support for each other amazing”. We ran a Power Series event every three weeks, with the titles Belief, Wisdom, Collaboration, Imagination and Curiosity. Each event saw more attendees than the previous, as awareness and interest grew. Our nurture tracks also grew in numbers, particularly amongst the apprentice / school leaver audience.

    Results

    Applications, offers and experience
    34%

    increase in applications from female candidates

    43%

    increase in applications from diverse candidates

    offers made to diverse candidates more than doubled

    85%

    Said their Power Series journey was “great”

    More than doubled offers made to non-white candidates, with a substantial rise in both applications and offers to women and non-white candidates. Glowing feedback from participants.

    Feedback

    Across all events, there were 1,475 attendees and engaged with 1,605 students. The average NPS score from those attending the events was 73% (world class!) and a third of attendees (Rolls-Royce’s benchmark) engaged with the nurture journeys. The nurture journeys featured smiley face feedback and Sukhy, a candidate experience bot.

    Smiley face feedback

    97%

    Are you enjoying the content we’re sharing so far? 97% positive

    100%

    Did you enjoy your Power Series journey? 100% positive

    100%

    Is the mix of content we are sharing valuable? 100% positive

    Participant Feedback

    ‘The panel was inspirational. It was an eye- opening experience for me to learn what work is like at Rolls-Royce as a black woman and the personal growth that can be achieved with hard work and determination ‘

    ‘Very insightful conversations on a variety of topics which is particularly important during the pandemic and remote working. Spot on!’

    ‘I am enjoying this series, it is so inspiring.’

    ‘Both the speakers answered not only my own, but the whole audience’s questions with great depth and breadth. The set up was engaging and the people monitoring the chat were very welcoming.’

    ‘This is a great platform for the new generation to contribute to the change transmission.’

    Conclusion

    The Power Series built on work carried out within assessment to address and remove barriers to entry, particularly the misconception that Rolls- Royce are only interested in certain demographics and backgrounds. This included removing degree classifications, changing from competency to behavioural assessment where possible, and removing any online testing which was potentially disadvantaging students from minority ethnic backgrounds, to provide equal opportunities at each stage.

    The Power Series helped develop focus on behaviours and values that are needed to lead Rolls-Royce into the future, and reinforced the desire to attract students from diverse backgrounds, which is one of their top priorities globally. Rolls-Royce have a hiring strategy centred around three focus areas: Outreach, Access, and Selection, underpinned by the ‘attract’ pillar from the group D&I strategy. The Power Series, as part of this, made sure they could reach, attract and select from the widest and deepest diverse talent pools.

    As with many other organisations, 2020-21 gave Rolls-Royce the opportunity to rethink, refresh, and reinvent how they attract and recruit diverse early careers talent, but mainly it accelerated plans to take student attraction virtual. Shifting to social media platforms, online events and creating useful digital content has helped Rolls-Royce to reach students they haven’t been able to engage with before. All of this has meant they are leading the way with digital attraction and assessment, transforming the traditional employer brand relationship.

    Book a consultation

    Meet & Engage is Unseen’s candidate experience and onboarding platform.

    To find out more about Meet & Engage and our suite of candidate engagement technology, book a demo here or email sales@unseen-group.com.

  • Case Study: Balancing AI Innovation with Authenticity for Thermo Fisher Scientific

    Case Study: Balancing AI Innovation with Authenticity for Thermo Fisher Scientific

    Thermo Fisher logo
    Seenit logo
    Biotechnology

    Balancing AI Innovation with Authenticity for Thermo Fisher Scientific

    How Thermo Fisher elevates the employee voice while remaining authentic.

    About Thermo Fisher Scientific

    Thermo Fisher Scientific is the world leader in serving science.

    Seenit was brought into Thermo Fisher’s employer branding team in 2023 as they wanted to create and scale more targeted stories from within the company. The main goal was to have a platform where they could collect quality uploads and track key performance metrics.

    Organisation

    Thermo Fisher Scientific

    Industry

    Biotechnology

    Scale

    125,000 Employees
    50 Countries

    Use Case

    Scaling targeted stories from within the company

    The Challenge

    Thermo Fisher wanted a way to be able to have visibility over employee uploads and video metrics, but struggled to collect quality uploads from their distributed and global workforce.

    How Thermo Fisher used Seenit

    Employee storytelling

    Seenit allowed Thermo Fisher to create more targeted video campaigns to reflect what it is truly like to work there.

    Global collaboration

    Thermo Fisher was able to collect content from employees across the globe.

    Track uploads, clicks and views

    Seenit gave Thermo Fisher a way to track the effectiveness of its video campaigns.

    “With Seenit we can get quick, authentic responses in people’s own voices, without the usual friction. It helps us gather real stories at scale and has been a game changer for our employer brand.”

    Joaquin Benavente, Sr. Global Employer Brand & Events Manager at Thermo Fisher

    Impact across 2 years

    400

    Video edits

    1,400+

    Uploads

    25+

    Regions

    180+

    Contributors

    1,300

    Video plays

    Science of Hiring Campaign

    Thermo Fisher’s intern, Mary, created this video herself within Seenit.

    “Lean teams can make content go further by using Seenit’s Content Generator to repurpose and break down content into smaller, bite-sized pieces, helping each upload have a greater impact.”

    Courtney Flaherty, Employer Brand Manager at Thermo Fisher

    Book a demo of Seenit today

    Discover the fastest way to get content from your team and turn it into impactful stories.

  • Case Study: Transforming Hiring Through Employee Content for Coupang

    Case Study: Transforming Hiring Through Employee Content for Coupang

    Coupang logo
    Seenit logo
    E-Commerce

    How Coupang transformed hiring through employee video with Seenit

    Harnessing the power of employee storytelling to drive business success.

    About Coupang

    Coupang is South Korea’s and Taiwans largest e-commerce company.

    Fast-scaling growth and retention challenges mean Coupang must constantly refresh content to support aggressive recruiting goals/

    Organisation

    Coupang

    Industry

    E-Commerce

    Scale

    95,000 Employees
    13 Global offices

    Use Case

    Showcase culture and employee storytelling

    The Challenge

    For Coupang, content production has to scale efficiently despite limited resources, and every asset must not only engage but also improve conversion metrics.

    “Long Q&As weren’t being read; we needed authentic, engaging culture stories people actually watch.”

    Timothy Schepis, Global Employer Brand Director at Coupang

    How Coupang used Seenit

    Employee storytelling

    Creating employee-led video content using our AI video editing software.

    Global collaboration

    Getting amazing content from their team with our optimised uploading experience.

    Employer brand

    Generating a branded video that could be quickly embedded into or shared onto their channels for reach.

    “Before Seenit, Coupang was doing employee storytelling through Q&A with long articles, and would post a photo, but people aren’t reading long articles anymore and we needed to find an authentic and more engaging way to showcase culture and our employees’ stories.”

    Timothy Schepis, Global Employer Brand Director at Coupang

    Impact across 4 years

    3x

    Video output

    70%

    VTR

    5x

    Views

    8x

    Click through

    2x

    Impressions

    FTS Team Video Performance

    Just one of hundreds of videos Coupang have created on Seenit.

    “Seenit has evolved alongside us, as we’ve scaled and adapted. With the addition of Seenit’s AI functionality, it’s been especially impactful not only empowering my team to create more content, but also enabling us to deliver it faster and at a higher production quality.”

    Book a demo of Seenit today

    Discover the fastest way to get content from your team and turn it into impactful stories.

  • Webinar: GenAI meets GenZ – What it means for Early Careers hiring

    Webinar: GenAI meets GenZ – What it means for Early Careers hiring

    GenAI meets Gen Z:
    What it means for Early Careers hiring


    Now available on demand

    Join Unseen and PeopleScout for a session exploring how generative AI is reshaping early careers hiring and what employers should do about it.

    GenAI isn’t just changing how candidates apply. It’s changing how they prepare, how they present themselves, and how they engage with the hiring process. And importantly, most candidates are trying to use AI ethically to put their best foot forward.

    Built around insights from PeopleScout’s latest report, GenAI meets Gen Z, this session will unpack what these shifts mean in practice and how employers can build a clear, thoughtful strategy in response.

    From application through to assessment and onboarding, we’ll explore how hiring approaches need to evolve to stay fair, credible, and effective in an AI-enabled world.

    Watch on demand now

    What we cover

    How GenAI is shaping candidate behaviour

    Understand how students and graduates are using AI across applications, assessments, and preparation and why this is less about misuse, and more about evolving expectations.

    Rethinking assessment in an AI-enabled world

    If AI is here to stay, how do you design processes that remain fair and credible? We’ll explore how to assess not just outputs, but how candidates use AI judgment, transparency, and decision-making.

    Building an AI-aware early careers strategy

    Learn how to adapt your attraction, assessment, and selection approach setting clear expectations, encouraging ethical AI use, and improving confidence in hiring decisions.

    What you take away

    • Key insights from the GenAI meets Gen Z report
    • Practical ways to respond to AI in your hiring process
    • A clearer strategy for assessing talent in an AI-enabled world
    • A recording of the session to revisit and share

    Speakers


    Nicola Sullivan
    Partnership Solutions Director
    Unseen

    James Chorley
    Talent Solutions Director
    PeopleScout

    Pip Wright
    Talent Systems Technologist
    Unseen

    Amanda Callen CPsychol AFBPsS FRSA
    Head of Assessment Design
    PeopleScout

    Watch on demand

    Access the recording now

  • 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!

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  • 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.

  • Unseen Group acquires employee content platform Seenit

    Unseen Group acquires employee content platform Seenit

    Unseen Group acquires employee content platform Seenit

    Unseen Group has announced the completion of its 11th acquisition with the addition of employee content platform, Seenit.

    Seenit is an employee-generated video tool that has enabled the likes of Amazon and Vodafone to build authentic, high-impact content that boosts talent attraction, retention and development.

    The deal comes as Unseen relaunches with a new website and unified offering, designed to help large-scale employers make fair, data-driven hiring decisions while delivering exceptional candidate and employee experiences.

    “I’m really pleased to introduce Seenit to the Group and I look forward to exploring how its employee-generated content platform can support our clients and partners at a time when demand is growing for more human-centred and data-driven talent solutions,” said Zac Williams, CEO of Unseen Group.

    “Seenit is a perfect fit for our refined employer-led offering and further solidifies Unseen as a leading provider of talent tools, spanning from candidate engagement, through to screening, assessments, onboarding and employee development,” he continued.

    Emily Forbes, Founder of Seenit, said this about joining the Unseen Group: 

    “From my first meeting with Zac, it was clear our missions were aligned and that Unseen was building something ambitious. I’m incredibly proud of what we’ve achieved at Seenit, and joining Unseen gives us the opportunity to scale that impact even further. There’s a lot for us to look forward to now as we enter this next chapter of growth.”

    “Our goal has always been to see employee content embedded across the entire talent lifecycle as it continues to play a critical role in how candidates understand, join and grow within organisations. Being a part of Unseen allows that voice to sit alongside the Group’s existing engagement, assessment, onboarding, and development tools where it can have even greater impact.”

    Unseen Group’s strategic re-launch is a response to wider changes in recruitment sectors as advances in AI continue to impact how candidates search and apply for jobs – as well as how employers evaluate AI-assisted applications.

    “We’ve seen a real shift in priorities,” said Zac, “employers are under increasing pressure to cut through with content that feels genuine and recruitment and development stages that feel innovative and immediate. The addition of Seenit and employee-led video builds authenticity and real connection at scale and that’s becoming a critical differentiator in a market shaped by AI and automation.”

    Unseen was advised by JMW (Legal), Cowgills (FDD), Unity (Tax), Megabuyte (Commercial) with support from Pelican Capital and ThinCats.

    Learn more about Seenit here