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 easiest jobs to hire for can often be the hardest ones to get right.When all a manager has is an application, a work...
09/03/2026

The easiest jobs to hire for can often be the hardest ones to get right.
When all a manager has is an application, a work history, and a list of available shifts, there is very little to separate one candidate from the next.
So they fall back on who applied first, who can work the shift, and who made a good first impression. None of that tells them whether someone is reliable, teachable, or able to keep pace when the line is out the door.

Here is the part most hiring tools miss.
Two restaurants can hire for the same crew title and need completely different behavior. One prioritizes warmth and guest interaction. Another cares more about speed, accuracy, and composure under pressure. A generic crew test measures a generic crew, not yours.

Replacing a single hourly restaurant employee now costs around $2,706 in hard costs alone. Better hiring starts with measuring the behaviors that predict success in your restaurant, not someone else's.

Interviews often feel like the fairest part of hiring.They are also where some of the hardest-to-detect bias enters the ...
08/12/2026

Interviews often feel like the fairest part of hiring.
They are also where some of the hardest-to-detect bias enters the process.

Multiple peer-reviewed studies have found that candidates who spoke with a foreign accent were consistently rated lower by interviewers. The revealing part is why.

It was not because they were harder to understand. When researchers controlled for how easily each candidate could be understood, the lower ratings remained. The difference remained even after communication was accounted for.

This is exactly why structure matters in hiring. When every candidate is evaluated a little differently, unconscious impressions become part of the decision without anyone intending it.

The hardest hiring bias to fix is the one nobody in the room notices. Good intentions do not remove it, because the interviewer is not aware it is happening.

A structured behavioral assessment evaluates every candidate against the same role-based criteria, in the same way. It does not replace human judgment. It protects human judgment from the things that should not be influencing it.

Structure makes hiring more consistent, fairer, and easier to defend.

08/10/2026

Promotion is still a hiring decision.
It is one of the highest-impact hiring decisions an organization makes, and it is often the least scrutinized.

Someone performs well in their current role, so they get moved into a leadership one. The assumption is that strong performance predicts strong leadership.

Recent leadership research found something worth pausing on.
The traits employees say they want in a leader look very different from the traits leaders most commonly exhibit.

Employees consistently value trust, clear communication, and steadiness. Promotion decisions often place greater weight on visibility, confidence, and executive presence.

Those are not the same thing.
And the gap between them is not a coaching problem. It is a selection problem.

Here is the pattern.
The behaviors that make someone a strong individual contributor, or that make them visible enough to get promoted, are not always the behaviors their future team actually needs. Most organizations discover that gap after the promotion, when it shows up as disengagement on the team.
By then, the cost of getting it wrong is much higher.

The behaviors employees value in a leader are measurable before someone steps into the role. Trust, communication, and the ability to create psychological safety are harder to spot in a promotion conversation than confidence and presence, but they are not unmeasurable.

Promotion is one of the most important hiring decisions an organization makes.
It deserves the same level of behavioral assessment as any external hire.

Building a custom hiring assessment is no longer the hard part.Almost anyone can generate a role-specific assessment fro...
07/10/2026

Building a custom hiring assessment is no longer the hard part.
Almost anyone can generate a role-specific assessment from a job description in minutes.

That’s a real shift in the market.
It also changes what buyers should be asking.

Because customized is not the same as validated.
A job description can tell you what a role is called. It doesn’t prove what predicts success in that role, or whether the assessment will help improve hiring outcomes

The better question is not just, “Was this built for our role?”
It is, “What evidence shows this assessment predicts performance, improves consistency, and supports better hiring decisions?”

Custom is easy now. Evidence is hard.
The organizations that get this right will not stop at role-specific.
They will ask for proof that the assessment is tied to the outcomes they actually care about.

Most people assume construction is hiring because the industry is growing.In 2026, more than half of the 349,000 workers...
07/03/2026

Most people assume construction is hiring because the industry is growing.

In 2026, more than half of the 349,000 workers the industry needs are simply replacing people who are leaving.

Not to expand.
Not to take on more projects.
Just to stay where they are.
That changes the conversation.

When the labor pool is limited, there is not an endless pipeline of replacements waiting behind every open role. A bad hire is not just expensive. It can leave a crew short-staffed for months and put more pressure on the people who stay.

The conversation eventually becomes less about sourcing and more about retention.

And retention starts with who you hire in the first place.
The strongest construction teams are not just hiring for experience. They are hiring people who are reliable, safety-minded, and naturally suited to the pace and demands of the environment.

Because when the pipeline is this tight, rehiring the same position twice is a luxury very few teams can afford.

Most retention programs are solving the wrong problem.Stay interviews. Four-day weeks. Wellness perks. Recognition platf...
07/01/2026

Most retention programs are solving the wrong problem.

Stay interviews.
Four-day weeks.
Wellness perks.
Recognition platforms.

The investment is real and the intention is right.
But when 30% of new hires leave within 90 days, and the biggest reason they give is that the job was not what they expected, it is worth asking whether we are trying to solve the right problem.

The mismatch existed before the onboarding started.
It was present at the point of hire.

Engagement programs and retention tools are post-hire solutions.
The problem they are often being asked to solve starts much earlier.
The organizations that retain people best are not necessarily the ones with the most perks.
They are the ones that make better hiring decisions before day one.

06/19/2026

44 days.
That is the average window before a new hire has decided whether they are staying or leaving.

Most organizations are still sending them to HR orientation.
70% of new hires decide if a job is right within the first month.
29% decide within the first week.
By the time disengagement becomes visible, the decision is already made.

And here is what most onboarding programs miss: the 44-day window does not open on day one. It opens at the hire.

If a candidate's behavioral profile does not match the role environment, work style, or team culture, no onboarding program will prevent a departure in week six. The organizations winning this window are the ones that made the right hire before it started.

376% annual turnover.That is the staffing industry's churn rate for temporary and contract workers in 2025, a pool heavi...
06/18/2026

376% annual turnover.
That is the staffing industry's churn rate for temporary and contract workers in 2025, a pool heavily concentrated in production and manufacturing placements.

Most manufacturers respond by hiring faster.
More volume, shorter time-to-fill, larger candidate pools.

The position gets filled. Then it opens again. Then it gets filled again.

The constraint is not sourcing speed, but that screening for availability and basic qualifications without any behavioral signal cannot tell you whether someone's work style, consistency, and tolerance for the pace and structure of that specific production environment will hold past 90 days.

The US manufacturing sector needs 3.8 million new workers by 2033.
Up to half of those positions may go unfilled.

Some of that is a pipeline problem. A meaningful share of it is a retention problem that starts at the hire.

Learn how behavioral assessment breaks the replacement loop at https://www.highmatch.com/

Technical skills now have a half-life of roughly 2.5 years.That means the knowledge someone lists on their resume today ...
06/12/2026

Technical skills now have a half-life of roughly 2.5 years.
That means the knowledge someone lists on their resume today will be partially obsolete before their first performance review.

Most hiring processes still screen primarily for credentials and current skill sets. What someone studied, what tools they've used, how many years they've been doing the work.

None of that tells you whether they can learn what the role requires in 18 months when the tools change or the scope expands.

How someone thinks, learns, and adapts under pressure doesn't have a half-life. Those traits tend to be stable over time and are much harder to develop than a technical skill.

Organizations that assess for them before the hire aren't gambling on whether someone can handle change. They're measuring it.

Pay transparency laws now cover roughly half the US population.When salary ranges are visible to everyone, candidates ca...
06/11/2026

Pay transparency laws now cover roughly half the US population.

When salary ranges are visible to everyone, candidates can compare pay across every employer instantly.

That changes how sourcing works.
What it does not change is why people stay.

Retention is driven by fit: how well the role, the environment, and the day-to-day demands match who someone actually is.

Candidates can compare salaries in a job posting. Comparing behavioral fit is not something a job posting can show them.

Most organizations are ready for the compliance shift.
Far fewer have thought through what happens to their hiring strategy when pay stops being the differentiator.

The organizations that have built a clear, role-specific picture of who succeeds are in a much stronger position than those that haven't.

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3365 Piedmont Road
Atlanta, GA
30305

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

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(404) 262-7009

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