HighMatch

HighMatch HighMatch helps organizations hire and develop people who succeed and stay.

We design personalized, behavior-based assessments guided by I/O psychologists to improve quality of hire, reduce turnover, and support better decisions across employee lifecycle. A bad hiring match can have a devastating impact on the company, the culture and the individual. HighMatch (formerly Berke) is a fast, mobile and fully-customizable talent insights solution that helps organizations solve

critical hiring and retention challenges, combining a mix of cognitive, personality and skills testing with a full suite of services from our in-house team of I/O psychologists. Unlike yesterday’s assessments, built for a different era and a different candidate, we place the candidate experience at the same level as the recruiter experience, because when candidates and recruiters work in partnership to make sure there is an appropriate match, companies experience less turnover, happier employees and a more inclusive hiring process.

The manufacturing workforce is aging out faster than it's being replaced.Experienced workers retire. Roles sit vacant fo...
05/28/2026

The manufacturing workforce is aging out faster than it's being replaced.

Experienced workers retire.
Roles sit vacant for weeks.

And when you finally fill them, the replacement needs to learn in months what the previous person knew from decades on the floor.

You can't afford to hire someone who can't adapt to new processes, troubleshoot on their feet, or operate under production pressure.

When institutional knowledge walks out the door, the replacement hire needs more than credentials. They need learning agility, adaptability, and the behavioral patterns that predict performance in high-pressure manufacturing environments.

Assess for what the role actually requires before the offer goes out.

05/27/2026

Poor management is now the number one controllable driver of healthcare workforce turnover.

Nursing turnover sits at 27.1% annually.
But compensation isn't the problem. Leadership capability is.

Healthcare organizations promote clinical high performers into management based on patient care skill, not leadership behavior.

A great nurse doesn't automatically become a great charge nurse.
Clinical competence and leadership behavior are different patterns.

Before promoting someone into management or hiring an external manager, assess whether they have the behavioral profile that predicts success leading a team in a high-pressure clinical environment.

The cost of getting that wrong isn't one person leaving. It's an entire team.

Applications per hire increased 182% from 2021 to 2024.At the same time, only 19% of new hires are backfilling departure...
05/21/2026

Applications per hire increased 182% from 2021 to 2024.
At the same time, only 19% of new hires are backfilling departures.
The other 81% are evolved roles built for current needs, not past structures.

This is what precision hiring looks like.
Organizations making fewer hires for more specific roles.
Higher volume of candidates, higher bar for selection.

The math has changed.
When hiring frequency drops but decision weight increases, gut feel and resume screening stop working.

Precision hiring requires precision measurement.
Behavioral assessments tell you whether someone can actually do the work your evolved role requires, not whether they look good on paper.

When every hire counts, you can't afford to guess.

CEOs rank AI as the number one most-wanted skill for the next three years.But 73% of talent acquisition leaders say the ...
05/14/2026

CEOs rank AI as the number one most-wanted skill for the next three years.

But 73% of talent acquisition leaders say the skills they need most in 2026 are critical thinking and problem-solving. AI skills rank fifth.

The disconnect is real.
Executives see AI adoption as strategic.
TA leaders see what actually predicts performance.

Here's why TA leaders are right:
AI proficiency can be trained in weeks.
Critical thinking, judgment under ambiguity, and adaptive problem-solving take years to develop.

When everyone has access to the same AI tools, human judgment becomes the differentiator.

Most people can learn to prompt ChatGPT or use an AI assistant in under a month.

But teaching someone to evaluate whether an AI-generated answer is plausible but wrong?
To identify gaps in logic that look convincing on the surface?
To make judgment calls when the data is incomplete?
That takes years.

AI skills matter. But you assess for what's hardest to develop.
When everyone on your team can use the same AI tools, the competitive advantage isn't who can use AI.

It's who can think critically about what AI produces.
Assess for the scarcity, not the hype.

Not all turnover is created equal.Regrettable attrition is the loss of high performers, critical role holders, and emplo...
05/13/2026

Not all turnover is created equal.
Regrettable attrition is the loss of high performers, critical role holders, and employees with institutional knowledge.

Organizations track overall turnover rates.
But the real question is: are you losing your best people while retaining underperformers?

A low overall turnover rate with high regrettable turnover means you're keeping the wrong people.

Exit interviews are lagging indicators.
By the time someone resigns, it's too late.

Regrettable turnover starts at hiring.
If you're hiring people whose behavioral patterns don't match what your high performers actually do, they'll never become high performers themselves.

The best retention strategy is selective hiring.
Assess for the behaviors that predict top performance in your specific environment, then hire those people in the first place.

You can't fix a selection mistake with better engagement programs.

40% of employee turnover occurs within the first year. 20% quit within the first 45 days.Organizations with strong onboa...
05/06/2026

40% of employee turnover occurs within the first year.
20% quit within the first 45 days.

Organizations with strong onboarding see 82% better retention.
Yet 88% admit they don't onboard well.

Here's what most organizations miss: onboarding can't fix a selection mistake.
If someone needs structure but your environment runs on ambiguity, no amount of onboarding fixes that.
If someone makes decisions by consensus but your culture rewards fast individual calls, training won't change their wiring.

The first 90 days reveal whether the hire was right.
But the decision was made at assessment.

Assess for behavioral fit before the hire starts.
The first 90 days will just confirm whether you got it right.

By 2028, one in four candidate profiles worldwide will be fake.40% of companies have already hired someone using a fraud...
05/01/2026

By 2028, one in four candidate profiles worldwide will be fake.
40% of companies have already hired someone using a fraudulent identity.

This isn't resume padding.
It's AI-assisted interviews, deepfakes, identity theft, and third-party stand-ins completing assessments for candidates who never show up.

31% of employers have interviewed candidates using false identities.
Only 19% feel confident they can detect it.

Candidate fraud has evolved from exaggeration to sophisticated impersonation.
Resumes can be fabricated in minutes.
References can be faked.
Credentials can be forged.
But behavioral patterns are harder to fake.

When someone completes an assessment that doesn't match their interview behavior or on-the-job performance, that's a signal. When the person who aced the technical screen can't perform basic tasks on day one, something broke down.

Behavioral assessments can't prevent identity fraud. But they can catch performance fraud.

Validated assessments create a baseline.
If the behaviors measured during hiring don't show up during work, you have a mismatch worth investigating.

You can fake a resume.
You can't fake consistent behavioral patterns across multiple touchpoints.

Nearly 70% of US workers would quit over a bad manager.Yet most organizations promote people into management based on te...
04/29/2026

Nearly 70% of US workers would quit over a bad manager.
Yet most organizations promote people into management based on technical skill, not leadership ability.

The best salesperson doesn't automatically become the best sales manager. Success as an individual contributor requires different behavioral patterns than success as a manager.

Your top performer closes deals independently, works through problems solo, and thrives on individual achievement.

Those are the exact behaviors that made them great at their job.
Now they're managing a team.
And the behaviors that made them successful as an individual contributor are the opposite of what makes someone successful as a manager.

Managing requires coaching others, not executing yourself.
It requires delegating, not doing.
It requires developing people who think differently than you do.

When you promote based on technical performance without assessing for leadership behaviors, you lose twice. You lose a great individual contributor. And you gain a manager who drives your top performers away.

Can they coach others instead of just executing themselves?
Can they make decisions under pressure without perfect information?
Can they develop people who work differently than they do?

Technical skill got them here. Leadership behaviors keep your team intact.

The biggest candidate drop-off doesn't happen after the interview.It happens before the first real conversation.Candidat...
04/24/2026

The biggest candidate drop-off doesn't happen after the interview.

It happens before the first real conversation.
Candidates apply.
They hear nothing.
Days turn into weeks.
And they move on.

Speed matters. But clarity matters just as much.
According to recruiting leaders at Humanly (humanly.io)'s 2026 talent acquisition roundtable, the biggest drop-off often happens when candidates apply and hear nothing back for days.

When candidates understand the process, feel acknowledged, and see progress, they stay engaged.
When they don't, they assume you're not interested and keep looking.

The problem isn't that you don't want to respond.
It's that manual screening takes time.
And while you're reviewing resumes, candidates are accepting offers elsewhere.

Behavioral assessments solve this.
They screen at scale without ghosting candidates.
Candidates get immediate feedback on next steps.
You get validated signal on who moves forward.
No one sits in limbo wondering if their application disappeared.

Fast, transparent processes don't just improve candidate experience.
They keep qualified candidates in your pipeline long enough to actually hire them.

Organizations are finally realizing that their best talent pipeline isn't LinkedIn. It's the people already on their tea...
04/22/2026

Organizations are finally realizing that their best talent pipeline isn't LinkedIn. It's the people already on their teams.

Internal mobility is becoming the primary recruiting strategy because it works. You maintain institutional knowledge, keep continuity, and reduce the risk that comes with external hires.

But here's where most internal mobility programs fail.
Moving someone from sales to sales management isn't just a promotion.
It's a different role with different behavioral requirements.

The skills that made them great at closing deals won't automatically make them great at coaching a team.
Same person, different context.

Organizations assume that because someone succeeded in Role A, they'll succeed in Role B. But success in one role doesn't guarantee success in another.

Can the individual contributor who thrives with autonomy handle the constant interruptions of management?
Can the technical expert who loves deep work navigate the ambiguity of strategic planning?
You need to assess whether their behavioral patterns actually transfer to the new role.

The organizations winning with internal mobility aren't just posting jobs internally. They're assessing whether people can actually succeed in those roles before moving them.

Address

3365 Piedmont Road
Atlanta, GA
30305

Opening Hours

Monday 8am - 5pm
Tuesday 8am - 5pm
Wednesday 8am - 5pm
Thursday 8am - 5pm
Friday 8am - 5pm

Telephone

(404) 262-7009

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