Unseen Group

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  • Blog Post: The ROI Articulation Gap

    Blog Post: The ROI Articulation Gap

    Talent Strategy

    The ROI Articulation Gap

    How robust data, joined-up evidence and clear storytelling can support stronger investment decisions for hiring teams.

    Ali Hackett

    Ali Hackett

    Customer Experience Director, Unseen Group

    Seeing the value of your hiring approaches is one thing, articulating it to finance teams and senior leaders is another.

    As budgets face greater scrutiny, we’re regularly hearing from our customers about the increasing pressure they’re under to demonstrate return on investment. They’re noticing improvements in candidate experience, efficiency and quality of hire off the back of new approaches, but connecting those improvements to wider business priorities in clear measurable terms is more challenging.

    This is why we support customers with a joined-up approach to ROI. By bringing together financial, operational and candidate data, employers can build a fuller picture of the value created.

    For example, Meet&Engage – Unseen’s candidate experience and onboarding tool – helped the Ministry of Justice save an estimated 234 days of human work time through chatbot support, while maintaining a 94% candidate satisfaction rating.

    Our mission this year has not only been to provide our customers with strong ROI, but to help them prove it internally too.

    For EDF Energy, the clearest value measure was financial, with an estimated 80% reduction in assessment centre costs following the introduction of our digital assessment centre platform, TopScore. However, the efficiencies of this approach also saved candidates around five hours of travel time per assessment centre. By bringing in this additional value measure, the EDF hiring team can paint a fuller picture of the value their strategy has driven.

    A common mistake is stopping ROI conversations at cost. These examples show how the strongest cases also account for what changed operationally, what the data shows, and what the experience meant for candidates going through the process.

    At Unseen, we’re sharing how robust data, joined-up evidence and clear storytelling can support stronger investment decisions for hiring teams.

    Building a picture of ROI

    Unfortunately, there’s no single measure that captures ROI, and success will look different from one organisation to another. To start building the picture, sit down with your team and work through the following:

    Starting point: what problem existed and what was the baseline?
    Intervention: what changed and why?
    Evidence: what improved, how do we know and what did it cost?
    Wider value: what did it mean for candidates, teams, fairness, risk and future decisions?

    What this looks like in practice

    Hiring faster at scale

    Yodel

    Starting point: high-volume recruitment, the need to guide candidates towards relevant roles and support them outside normal recruiter hours.

    Intervention: Unseen’s Meet&Engage platform introduced automated screening, a match-me solution, and evening/weekend support, integrated with Yodel’s ATS and careers site.

    Evidence: average time to hire reduced by 38%. Across the first two years, the screening bot assessed 68,983 candidates and the chatbots handled 197,700 conversations, with 97% of candidates rating the overall experience positively.

    Wider value: hiring speed and scale, sustained alongside candidate experience, giving a broader view of value than time to hire alone can provide.

    Build your own internal case

    If you’re finding it difficult to explain the value of your hiring work internally, these examples offer a practical starting point. Choose one live challenge in your own hiring process and use the four questions above to turn it into a clear internal case.

    Start by agreeing what success looks like and capturing a baseline. Then bring together the measures that matter, from cost and team capacity to candidate experience, fairness and speed. Present the evidence in terms that finance, HR and senior leaders can use, while being clear about what the data can and cannot prove.

    You don’t need to reduce a complex talent process to a single number. You need a clear, honest account of what changed, what the data shows and why it matters to help others understand the value your team is creating and build support for future investment.

    Your checklist for measuring and articulating ROI

    #1

    Agree what success looks like before launching a programme.

    #2

    Capture baseline measures so change can be assessed.

    #3

    Combine operational, candidate and business measures.

    #4

    Track outcomes across the journey, rather than at one isolated stage.

    #5

    Present findings in language that finance, HR and senior leaders can use.

    #6

    Be clear about what the data can and cannot prove.

    Access free resources to help you build better ROI cases

    We know the challenge of showcasing ROI effectively is a live one for hiring teams. As campaigns kick off for the season, now is the time to start laying the groundwork for the conversations you’ll need to have later on.

    Follow the Unseen LinkedIn page to keep up to date with free resources we’ll be releasing, including:

    ● Client evidence and practical examples.
    ● The measures that help employers understand value.
    ● Guidance on connecting talent activity to internal business priorities.
    ● Perspectives on using data without losing sight of people and candidate experience.

    Talk to us about proving ROI

    We can help you identify the measures that matter, connect them to business priorities and build a clearer internal case.

  • Blog Post: From MVP to MVP

    Blog Post: From MVP to MVP

    Talent & Early Careers

    From MVP to MVP

    Your Future Leaders Are Already in the Building

    Katie Thomas

    Katie Thomas

    Business Psychologist, Principal Consultant, Unseen Group

    Graduate and early career unemployment has risen, and continues to rise with cost-cutting and increased AI usage often being cited as the cause. But there’s a very real reason why early career roles have to continue existing.

    Morally, yes, we need to support the development of emerging talent, but also; practically. Practically we need emerging talent that we can develop if we want to have a sustainable talent pipeline.

    There’s a term borrowed from the world of product development that I think deserves a moment in the spotlight when it comes to talent strategy: MVP.

    In tech, it stands for Minimum Viable Product; the leanest, most functional version of something that still delivers real value. It’s good enough to ship. Good enough to learn from. Good enough to build on.

    And when I think about graduate hiring, I think that framing actually works really well, even if the term “minimum” doesn’t sound great.

    Let’s Address the Elephant in the Room

    Calling a person a “minimum viable product” could, understandably, raise a few eyebrows. Bear with me here. I think reframing it actually shows something important about how we should think about early talent, and about why the MVP concept is so much more powerful than the name suggests.

    In product development, an MVP is a deliberate, strategic choice. You’re releasing something with genuine value, that you intend to grow.

    The whole point of an MVP is that it’s the foundation with potential. That’s what a graduate is: someone with real potential.

    The Truth About Hiring Graduates

    When organisations bring in early talent, we know that a graduate is unlikely to match the output of someone with five or ten years of deliberate, intentional experience in the role.

    That’s not a criticism; we should all be aiming to continuously develop and be better than we were when we first joined the workforce. Expertise takes time to build. Judgement is often earned through trial, error, and repetition.

    So why hire graduates at all, when you could hire someone who’s already further along that curve? Or, as we’re increasingly hearing, why not use AI instead of an individual in their early career?

    Because the question isn’t only who can add the most value right now. It’s who will be shaping this organisation in ten years?

    The answer to that question is why it’s so important to invest today.

    Graduate hiring is a commitment to building your own talent rather than perpetually buying it in. And organisations that do it well; that don’t just hire early talent but genuinely develop it, create something that you simply can’t easily acquire from a competitor: institutional knowledge, cultural alignment, and leaders who grew up understanding how you work.

    But the investment only pays off if you actually invest.

    Bringing in graduates and leaving them to figure it out, under-resourcing their onboarding, giving them no mentorship or structured development, and then being quietly disappointed when they don’t perform like veterans?

    That’s not a talent strategy.

    That’s a missed opportunity dressed up as one. The MVP only becomes something great if you keep building it.

    On the Other End: The “Most Valued Player”

    The other MVP; this term borrowed from sport, tends to conjure a very specific image. The standout superstar. The one who carries the team. The singular, irreplaceable person whose brilliance lifts everyone around them.

    I want to gently push back on that framing, too.

    In my experience, organisations don’t succeed because of one Most Valued Player. They succeed because of teams of complementary people and styles.

    The way people combine, collaborate, challenge each other’s thinking, and catch each other’s blind spots.

    MVP #1

    Minimum Viable Product

    Someone with genuine potential, ready to learn, grow, contribute and develop into something much bigger.

    MVP #2

    Most Valued Player

    Someone who has developed the confidence, capability, relationships and perspective to create distinctive value.

    The superstar who can’t collaborate, can’t develop others, and can’t share credit is unable to make the kind of sustained value that a cohesive, high-functioning team does.

    So when I use the term here, I’m not talking about crowning anyone. I’m talking about a stage of professional development; the point at which someone moves from being capable and supported to being autonomous and genuinely additive.

    When they’re not just completing tasks but shaping strategy.

    The Journey Between the Two MVPs

    What does the road actually look like? It’s rarely linear, could be a bit messy, and it looks different in every organisation and for every person.

    Broadly speaking, it tends to move through a few phases:

    01

    Learning to operate

    In the early stages, it’s about building foundations; understanding the business, developing core skills, learning how things actually work (as opposed to how they work in theory).

    02

    Building confidence and credibility

    This is where early talent starts to find their voice. They’re contributing ideas, not just executing instructions. They’re developing a reputation for reliability, curiosity, and accountability.

    03

    Working with increasing autonomy

    They need less scaffolding. They’re proactively identifying problems, rather than just solving the ones placed in front of them. Their managers start thinking increasingly of them as a resource.

    04

    Adding value that only they can add

    This is where people have developed a distinctive combination of knowledge, relationships, and perspective that makes them genuinely hard to replace.

    The gap between stage one and stage four is bridged by time, yes, but more importantly, by quality of support, quality of challenge, and of course the quality of opportunity.

    Which means there’s a real dual responsibility between the individual and the organisation in development.

    What Does This Mean for Leaders?

    If you influence how early talent is brought in and developed, I’d encourage you to hold both MVPs in mind at once.

    When you hire a graduate, you’re not hiring what they are today. You’re making an educated, informed bet on what they’ll become; and need to make a commitment to play an active role in making that come to life.

    The minimum viable product needs a dedicated team behind it. It needs investment, iteration, and people who really believe in what it can grow into.

    The return on that investment, when it’s done well, is a workforce full of people who chose to grow with you, who understand your organisation from the inside out, and who will one day be the ones making the same bet on the next generation.

    Ready to invest in your future leaders?

    Graduate and early careers roles aren’t just about filling today’s vacancies. They’re about building the people, capability and leadership your organisation will need tomorrow.

    Let’s talk about how you can build an early careers strategy that turns potential into long-term value.

  • 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.

  • 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.