Tag: ladder

Case Study: Building opportunity with an apprenticeship programme & hiring for The Portman Estate

Property
Building opportunity with apprenticeship programmes & hiring for The Portman Estate

Discover how Unseen helped The Portman Estate drive diversity in an industry that has historically been exclusive.

About the Customer

Organisation

The Portman Estate

Industry

Property

Use Case

Automating processes and streamlining HR workflows.

Key result

Over 80 strong candidates sourced, resulting in successful hires of highly motivated apprentices

Background

Located in central London’s Marylebone, The Portman Estate is a forward-thinking property company, managing 110 acres of prime commercial, retail, and residential space.

With a commitment to preserving Marylebone’s Georgian architecture, The Portman Estate also aims to drive diversity in an industry that has historically been exclusive. Their vision included providing students with a clear pathway into the real estate sector, but they needed support on how to make this a reality.

The Solution

The Portman Estate partnered with Unseen’s strategy & delivery experts, Ladder, to bring this vision to life through their first-ever apprenticeship programme. Launching an apprenticeship for the first time can be complex and time-consuming, and the team was understandably apprehensive about how to find the right candidates and build the necessary infrastructure. Seamless delivery and securing individuals that could hit the ground running were top priorities.

Despite being established in the sector, The Portman Estate was relatively unknown to prospective apprentices, particularly those from low socioeconomic backgrounds with limited exposure to the industry. Attracting a diverse pool of candidates presented a challenge, so we worked closely with their team to position this opportunity as inclusive and accessible, ensuring a broad and representative candidate pool.

Safeguarding was a central consideration for the programme, especially with school leavers. We worked with The Portman Estate to ensure that safeguarding best practices were embedded throughout the process. This included developing safeguarding policies, aligning team members and candidates on expectations, and ensuring that everyone involved felt confident and supported in their role. Safeguarding remained central during the hiring process as well. Measures included blind CVs, no video calls, and strict rules against saving candidates’ personal details.

Results

The collaboration with Unseen helped The Portman Estate successfully establish a sustainable and inclusive apprenticeship programme. The process included conducting in-depth research into potential apprenticeship training providers and presenting options that aligned with their business needs. The selected provider was local, maximising on-the-job training and giving apprentices broad exposure to commercial operations.

Internal research interviews with key team members provided insights that shaped the candidate sourcing process, ensuring that candidates were selected based on their capabilities rather than background. As a result, Unseen launched an inclusive hiring campaign that targeted London-based students aged 16-19, leveraging LinkedIn and its network to attract diverse applicants.

From the 84 candidates sourced, 58% were female, and 100% were state-school educated. Of those, five candidates were shortlisted for interviews, and The Portman Estate successfully hired two highly motivated apprentices. This marked the successful launch of their first apprenticeship programme, positioning The Portman Estate as an inclusive and attractive employer for early careers talent in the real estate sector.

84 candidates sourced

58% were female, and 100% were state-school educated

Successful hires

of highly motivated apprentices

Strong brand positioning

estabilishing The Portman Estate as an inclusive and attractive employer for early careers talent in the real estate sector

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11 September 2026
Case Study: Embedding social mobility for Newable

Financial Services
Embedding social mobility for Newable

How Newable embarked upon a journey to understand and enhance socioeconomic diversity within the organisation.

About the Customer

Organisation

Newable

Industry

Finance

Use Case

Addressing social mobility and socioeconomic diversity

Key result

Newable were provided with targeted, actionable recommendations that they could integrate into their strategic planning

Background

In today’s fast-paced financial services landscape, addressing social mobility and socioeconomic diversity is not just a moral imperative – it’s a strategic advantage. Newable, a forward-thinking financial firm based in London, recognised this critical need after scoring low on the social mobility index.

Determined to turn this challenge into an opportunity, the Newable people team decided to embark on a journey to understand and enhance socioeconomic diversity within the organisation. To ensure they made the most of this effort, Newable partnered with Unseen’s experts in combining workplace learning with data-driven insights, Ladder. This collaboration aimed to benchmark Newable’s current state against UK and industry standards while igniting a broader conversation about inclusion across the firm.

The Workshop

To lay the groundwork for the project, Unseen hosted a virtual workshop titled “Socioeconomic Diversity at Newable.” The entire workforce was invited to join, ensuring that every employee became a part of the conversation. Unseen crafted a bespoke agenda tailored specifically for Newable, weaving together current research and industry insights with the fundamentals of social mobility and social inequality.

The workshop not only clarified why these issues matter but also helped employees understand their personal and professional implications. By demystifying these concepts, participants gained a solid foundation on which to build further discussions. At the conclusion of the session, employees were introduced to the next phase of the project – a comprehensive socioeconomic background survey – equipping them to contribute meaningful data to the project.

The Data Collection

With the Newable workforce now informed and engaged, Unseen designed a customised socioeconomic data collection form that reflected Newable’s unique brand and culture. The survey was structured to be both concise and inclusive, capturing a wide range of demographic and socioeconomic indicators.

Although there were initial concerns among senior leaders about typical low engagement with company-wide surveys, the thoughtful communication strategy and interactive workshop led to an impressive turnout. Out of a total of 177 employees, 119 participated by submitting their responses anonymously. This robust participation provided a rich, detailed dataset that not only painted a clear picture of Newable’s current socioeconomic diversity but also demonstrated the genuine interest and commitment of the team to this critical subject.

“[Unseen] didn’t help us tick a box, they helped us build something impactful and lasting. If you’re serious about embedding social mobility into your company, you won’t find a better partner.”

Impact

Unseen analysed the data and developed a detailed report and presentation for Newable’s HR team, offering a clear snapshot of the firm’s socioeconomic landscape. This analysis benchmarked Newable’s performance against national averages and the broader financial services industry, highlighting both strengths and areas for improvement.

The findings provided targeted, actionable recommendations that Newable could integrate into their strategic planning. Moreover, these insights empowered the firm to set realistic goals for enhancing diversity and promoting social mobility. To ensure transparency and collective buy-in, the results were shared with the entire organisation during a Town Hall meeting. This open dialogue not only reinforced the importance of the project but also underscored Newable’s commitment to fostering a culture of inclusivity and continuous improvement.

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2 September 2026
Case Study: Building a clear success framework for Travelodge

Hospitality
Building a clear success framework for Travelodge

Travelodge’s partnership with Unseen was born out of a clear need: to build a robust Core Characteristics and Behaviours framework that demystifies what makes employees successful.

About the Customer

Organisation

Travelodge

Industry

Hospitality

Use Case

Provide team members with a clear roadmap for progression

Key result

Travelodge is now better equipped to facilitate career progression and lateral moves, ensuring that every team member has the opportunity to thrive

Background

Travelodge, the UK’s first budget hotel brand, opened its inaugural hotel in Barton-under-Needwood in 1985. Today, with nearly 600 hotels across the UK, Ireland, and Spain and over 21 million guests each year, Travelodge has grown into a household name. Backed by a dedicated team of more than 12,000 employees spread across hotels and its Central Operations office in Sleepy Hollow, Thame, Travelodge is committed to creating a workplace where everyone can learn, earn, and belong.

Recognising that the key to its success lay in understanding the unique qualities of its top talent, Travelodge sought to uncover the factors that drive excellence within its Central Operations team.

The Challenge

Travelodge’s partnership with Unseen was born out of a clear need: to build a robust Core Characteristics and Behaviours framework that demystifies what makes employees successful. Rather than relying on traditional, often ambiguous criteria that can be influenced by bias and socioeconomic factors, the goal was to identify clear, measurable behaviours and traits.

The project aimed to:

Identify Success Factors

Uncover the distinct behaviours and personal characteristics that consistently predict success at Travelodge.

Develop a Practical Framework

Create an actionable tool that integrates these insights into everyday learning and development practices.

Enhance Employee Growth

Provide team members with a clear roadmap for progression, ensuring that everyone understands what is needed to succeed and move forward in their careers.

The Research

To craft this tailored framework, Unseen embarked on an extensive research journey that combined both qualitative and quantitative methods.

The study engaged employees at every level – from entry-level staff to senior leaders – focusing on those recognised as exceptional and emblematic of what success looks like at Travelodge.

Through a blend of psychometric testing, detailed research calls, and comprehensive behavioural interviews, the team meticulously analysed the data to find common patterns among high performers. These patterns revealed the essential traits and behaviours necessary for success in the Central Operations office.

Equally important, the research identified characteristics that did not consistently correlate with success, helping to eliminate arbitrary barriers in recruitment and progression. Each trait was then translated into observable behaviours and mapped across different roles and levels, providing a clear and actionable picture of success tailored for every stage of an employee’s journey.

“Working with the team to bring in and nurture talent from all backgrounds has been fantastic – we’re thrilled with how well the partnership has gone!”

Impact

The culmination of this rigorous research was the identification of eight core characteristics that define success across the Sleepy Hollow office.

These characteristics were further refined into specific behaviours appropriate for every level—from entry-level roles to executive positions. Additionally, the study uncovered team-specific traits that are vital for high performance within various functions. This dual-layered framework not only supports effective recruitment but also empowers employees to better understand their own development paths.

The final Characteristics and Behaviours Framework was presented to the Chief People Office and senior HR leadership at Travelodge, who expressed great enthusiasm for its potential. They recognised that the framework would serve as a powerful tool in both attracting top talent and fostering a culture of continuous support and growth.

By clearly defining what success looks like, Travelodge is now better equipped to facilitate career progression and lateral moves, ensuring that every team member has the opportunity to thrive. This initiative marks a significant step forward in reinforcing Travelodge’s commitment to its purpose, ultimately enhancing both individual and organisational performance.

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11 August 2026
Case Study: Professionalising parliamentary recruitment for the Labour Party

Politics
Professionalising parliamentary recruitment for the Labour Party

Early Careers Site, Inclusive Assessment & ATS Integration

About the Customer

Organisation

Labour Party

Industry

Politics

Use Case

Creating a recruitment system that could rapidly deliver results while ensuring inclusivity

Key result

Delivering hires via the platform for 150+ MPs

Background

Following Labour’s landslide general election victory in 2024, which brought in over 200 newly elected MPs, the Parliamentary Labour Party faced an urgent need to hire into the offices of 150+ new MPs in a very short timeframe.

The Challenge

Traditionally, the recruitment process had relied on archaic systems and personal connections resulting in a lack of transparency and limited access to opportunities. Labour sought to transform this system, moving towards a professional, scalable recruitment model that prioritised merit and inclusivity.

With parliamentary sessions set to begin almost immediately, and many MPs lacking support staff, the pressure to create an efficient, fair recruitment process was immense. To meet this challenge, the Party turned to Unseen’s Early Careers Strategy & volume hiring solution, Ladder, who developed and delivered a fully digital recruitment system within just three weeks, ensuring that equity of outcome was central to the process.

The Solution

Unseen was tasked with creating a recruitment system that could rapidly deliver results while ensuring inclusivity, to professionalise the process and reach a broad, diverse talent pool, all in under three weeks. The outcome was the creation and launch of a dedicated careers platform – Work for Labour PLP.

The platform provided clear, accessible job descriptions and a straightforward application process, ensuring that candidates from all backgrounds had equal opportunities to apply. Alongside the website, TLG implemented a customised Applicant Tracking System (ATS), which streamlined the screening process by automating the early stages of candidate evaluation. This system efficiently assessed candidates based on their qualifications and fit for the role, removing bias and allowing MPs to quickly receive well-curated shortlists.

A structured screening model was developed for different types of roles. For regional positions, candidates were evaluated through role-specific questionnaires, offering an efficient pre-screening process. By standardising evaluation and eliminating informal networks, this system established a fair and transparent recruitment process.

Impact

Qualified candidates

The creation of the Work for Labour PLP platform and implementation of a custom ATS allowed the Parliamentary Labour Party to achieve its ambitious goal swiftly and efficiently – delivering hires via the platform for 150+ MPs. MPs were provided with qualified candidates, vetted through a fair, merit-based process that replaced the traditional reliance on personal connections.

A scalable solution

This modernised system significantly improved the recruitment process, fostering equity of outcome by offering opportunities to a wider, more diverse pool of candidates. By prioritising fairness and professionalism, Labour moved beyond outdated hiring practices and set a new standard for inclusive, scalable recruitment, ensuring a long-term framework that can be adapted for future needs.

Let’s build better hiring journeys

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10 August 2026
Unseen Group acquires Udder and The Ladder Group, extending reach across enterprise talent and technology

Unseen Group acquires The Ladder Group and Udder | Unseen Group

News · 5 August 2026

Unseen Group acquires The Ladder Group and Udder

Zac Williams, CEO, Unseen Group

Unseen Group, the future talent partner for enterprise employers, has completed the acquisition of Early Careers recruitment business, The Ladder Group (TLG), and HR Tech advisory firm, The Udder Group (Udder).

The transactions bring Unseen’s total number of acquisitions to 13 and increase the Group’s workforce to more than 145 full-time equivalent employees globally. They come as Unseen sees strong growth in demand for tech leadership and recruitment services as employers navigate a rapidly advancing talent and HR technology market.

“Welcoming both The Ladder Group and Udder to Unseen is a huge moment for us. We have spent years building and acquiring hiring technology platforms, with our solutions supporting some of the world’s largest employers across every stage of the talent journey. These two acquisitions take that even further.”
Zac Williams, CEO, Unseen Group

The acquisition of The Ladder Group strengthens Unseen’s presence in early careers and recruitment delivery. It comes at a crucial point in the graduate job landscape as employers report rising application volumes for entry-level roles, with research from the Institute of Student Employers (ISE) recording an average increase of 59%.

“The Ladder Group is a specialist early careers recruitment business that has built a strong reputation for delivery and a genuine commitment to improving outcomes for emerging talent. We believe we can rapidly accelerate their great work in delivering talent programmes globally by bringing our technology solutions and assessment science into their work.”
Zac Williams, CEO, Unseen Group

“I have always admired the ambition, values and culture that the Unseen team have built, so when we started thinking about the future of The Ladder Group, Unseen felt like its natural home. I am immensely proud of what our team has achieved, not just the business we have built, but the impact we have had on thousands of young people. None of this would have been possible without the dedication and belief of an exceptional team. Combining The Ladder Group’s expertise with Unseen’s technology platforms means we will be able to deliver even more innovative, end-to-end solutions for our clients while accelerating our impact.”
Dan Ball, Founder, The Ladder Group

Dan Ball, Founder, The Ladder Group

Udder expands Unseen’s commercial services into HR technology advisory and implementation. By combining vendor-agnostic advice with accredited expertise across a range of leading technology platforms, Udder supports employers through technology scoping, platform selection, implementation, integration, adoption, and optimisation.

“Udder is really exciting because it allows us to meet clients wherever they are on their technology journey, whether that is implementing a new ATS, integrating software across the hiring process, or optimising what they already have.”
Zac Williams, CEO, Unseen Group

“We built Udder on the belief that organisations should be able to make big technology decisions with honest, independent advice, without jargon, noise or vested interests. What drew us to Unseen was a shared belief that technology should make hiring better and more human, as well as a real appreciation for what makes Udder different. Joining Unseen gives us the opportunity to bring what we do to more organisations, work alongside specialists across the wider talent journey, and create new opportunities for our people. It feels like a natural next step for Udder, and we are genuinely excited about what we can achieve together.”
Alan Walker, Co-Founder, Udder

Alan Walker, Co-Founder, Udder

With thirteen acquisitions now complete, Unseen Group spans a broad range of specialist capability, from people strategy and delivery through to assessment science, hiring technology, employer storytelling, and independent technology advisory.

“Supporting employers across every part of the talent journey has always been our goal, and with thirteen acquisitions now complete, we have the scale and breadth of capability to do that in a way that genuinely excites me. The Ladder Group and Udder are significant additions that strengthen and deepen our expertise, and both bring incredibly talented and skilled teams into the Group. As a business, we are here to build the futures not yet seen, and I have never felt more confident in our ability to do exactly that.”
Zac Williams, CEO, Unseen Group

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

5 August 2026
Case Study: Supporting Glencore in building a truly global early careers programme

Automotive & Manufacturing
How Glencore transformed their Graduate and Industrial Placement recruitment across London and EMEA

Supporting Glencore in building a truly global early careers programme.

About the Customer

Organisation

Glencore

Industry

Natural Resources

Use Case

Graduate and Industrial Placement recruitment

Key result

260% increase in applicants

Background

In 2023, Unseen’s recruitment strategy & delivery team partnered with Glencore, a global leader in natural resources, to transform their Graduate and Industrial Placement recruitment across London and EMEA.

Glencore’s ambition was to diversify its talent pipeline and establish a future-proof early careers strategy that spanned its operations in the UK, Switzerland, and South Africa. With a complex and competitive recruitment landscape, Glencore turned to Unseen for comprehensive support in building a truly global early careers programme.

The Challenge

Glencore’s primary challenge was attracting high-calibre candidates who reflected the diversity of the regions in which they operate. Despite Glencore’s global presence, the company needed a refreshed recruitment strategy to appeal to top talent, particularly in critical areas like technology and commercial roles, while also ensuring gender balance and broader representation from underrepresented groups.

The Solution

Unseen delivered a tailored, global solution that tackled Glencore’s recruitment challenges across key markets. This began with the development of the Early Careers Value Proposition, which established four core pillars: Community, Growth, Collaboration, and Accountability, that underpinned the global approach. These pillars shaped the recruitment narrative and helped position Glencore as an employer of choice for early careers talent, emphasising sustainability, innovation, and leadership development.

In addition, Unseen developed a suite of new promotional materials, including videos, brochures, and digital content, all designed to communicate Glencore’s commitment to these core values and appeal to early talent. These assets were deployed across recruitment events and social media, via a tailored strategy, to ensure maximum visibility and engagement.

Unseen also launched a global campus strategy, partnering with top universities across EMEA. This strategy included a calendar of custom recruitment events designed to supplement Glencore’s recruitment pipeline by engaging with top candidates through focused interactions, beginning with the Women in Trading event in London, focused on increasing the representation of women in a traditionally male-dominated field. Glencore were also represented at careers fairs across Europe, boosting their visibility among graduates and solidifying their reputation as an inclusive employer.

To further enhance the recruitment process, Unseen added an additional interview step focused on assessing communication skills and leadership potential, improving the inclusivity of the selection process.

Additionally, Unseen designed and facilitated assessment centres, ensuring that candidates were evaluated in a structured, inclusive environment that prioritised potential and cultural fit. These steps contributed to attracting a significantly more diverse pool of applicants, particularly among women and STEM graduates.

As the partnership progressed, Unseen also worked closely with Glencore to launch specific attraction campaigns for technology roles in a dedicated recruitment campaign that targeted graduates with skills in data analytics, artificial intelligence and software development, addressing Glencore’s growing demand for tech-savvy employees to drive digital transformation.

“I’m happy for you to progress candidates without our review – honestly, shortlisting was a breath of fresh air after the last shortlist review I did with our previous supplier.”

Jake Harman, Head of Early Careers

Impact

Increase in applicants

The partnership between Unseen and Glencore delivered remarkable results across all programmes. In year one, Glencore received a 260% increase in applicants compared to the previous year, with a 6x increase in female applicants – allowing them to achieve 50% female hires for the first time.

Scalability

Unseen’s work helped Glencore establish a scalable early careers model, rooted in inclusivity and strategic branding. By forging strong partnerships with top universities and implementing an inclusive recruitment process, Glencore now has a diverse and high-quality talent pipeline. The success of this programme has set the foundation for Glencore to continue expanding its talent strategy across London, EMEA, and beyond.

Long-term success

This collaboration was about much more than filling roles—it was about establishing a long-term recruitment strategy that aligned with Glencore’s global vision. By attracting a diverse, high-calibre talent pool and embedding inclusive practices, Unseen helped build a sustainable workforce that will drive Glencore’s success for years to come.

Let’s build better hiring journeys

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4 August 2026