Taking the match criteria survey allows you and the hiring team to determine the behavioral requirements for a job. Those requirements are what applicants are assessed against.
Here is a video that explains why we ask expert contributors to take a match criteria survey:
Here are the reasons why Plum uses a Match Criteria Survey to determine job criteria in more detail:
- It pools the collective wisdom of people who know the job best. That is essentially what you are doing if you ask a manager who the top performers on their team are. When we ask that question, we are assuming that the manager knows the job well enough to identify what a top and bottom performer look like. With a job analysis, we are asking them to identify what a top and bottom performer look like at the behavioral level. Focusing on specific behaviors helps to remove the biases that often come into play during performance reviews.
- Flexibility to changing role requirements. It only takes about 8 minutes to complete a new Match Criteria survey when role requirements have changed.
- The level of specificity. Match Criteria can be created that are specific to a unique role, within your unique organization. It doesn’t require large amounts of industry data or a large number of individuals within your organization to participate in an internal benchmarking study. There are over 38,000 different Match Criteria that you can create within Plum.
- It is supported by academic research. Academic research has demonstrated that assessments, where job criteria are determined by a job analysis (the scientific term for our Match Criteria Survey) are approximately 2X more valid than assessments where a job analysis is not conducted. Chapter 11 of The Handbook of Personality at Work (2013), authored by Plum’s Chief Research Scientist, Dr. Neil Christiansen, describes the research on this topic in detail.
- It is supported by Plum’s research. For example, Plum worked with an organization to assess 407 employees across 6 different sales roles with our Discovery Survey. We collected job performance data for these individuals to conduct an internal benchmarking study, and also had at least 3 job experts complete a Match Criteria Survey for each role. We found that there was considerable overlap between the match criteria suggested by the internal benchmark and the Match Criteria Survey. Importantly, the employees’ match scores also correlated highly with performance (ranged from .26 to .80 across the jobs).