MATCH-V is a workplace psychometric assessment that assists companies in defining their organisational culture and aligning it with individuals’ values and preferences. The test provides a deeper understanding of what motivates people and how well they fit within a particular work environment. MATCH-V also helps individuals comprehend what they need to feel engaged and find meaning in their work. Additionally, it offers insights into the existing culture within an organisation and evaluates how well it aligns with the desired culture.
Data collection to support and guide decisions. Collect and reuse data to find your top candidate.
Evidence-based methods and solutions based on the latest the latest research in personality science and work psychology.
A user-friendly platform that simplifies complicated processes and decisions.
A comprehensive assessment platform that provides decision support for in the recruitment and development of employees, leaders and organizations.
“MATCH-V provides individuals with valuable insights into what motivates and drives them. At the same time, the test helps organisations gain a deeper understanding of their culture and develop strategies to create a more engaging work environment – a key to long-term and positive change.”
Emilia Kristiansson
Head of Solutions, Assessio
MATCH-V provides a deeper understanding of the culture of the company and whether it is in line with the desired culture.
MATCH-V measures nine fundamental human values that influence how individuals behave and make decisions in the workplace. These values are central to understanding motivation, engagement, and how well a person fits within a specific organisational culture.
Unlike personality tests, MATCH-V focuses on what is important and meaningful to an individual, making it a powerful tool for creating a work environment where employees feel a sense of purpose and belonging.
MATCH-V is used to:
By understanding and working with employees’ values, organisations can increase engagement, improve job satisfaction, and create a more sustainable work environment.
MATCH-V consists of 85 questions and takes approximately 10 minutes to complete. The test is administered digitally via the Assessio platform, where results are automatically compiled and analysed. MATCH-V provides insights on two levels:
Individual level – Identifies an individual’s values and how well they align with the organisation’s culture.
Group level – Maps the values of a group or organisation to help leaders understand and develop the culture.
Here are the answers to the most frequently asked questions. Contact us if you want to learn more.
In a recruitment process, MATCH-V should be used as a secondary insight. The first step is to assess person-job fit using personality (MAP) and aptitude (Matrigma). Once that is established, MATCH-V provides additional insights into how well the candidate’s values align with the organisation's values.
MATCH-V is especially important when hiring leaders, as managers play a key role in shaping organisational culture. Their values need to align with the organisation’s to ensure they drive the right behaviours, reinforce strategic goals, and set a strong example for others. Leaders not only make decisions but also influence how employees act and engage with the organisation’s values. MATCH-V is also valuable for specialist roles with significant influence, such as project managers, supervisors, and roles that interact with customers, media, or suppliers. In these cases, it is crucial that the individual embodies and promotes the organisation’s values.
Yes, but it’s important to determine whether your company values reflect the current culture or the ideal culture you aspire to. In recruitment, this distinction helps identify whether a candidate represents a supplementary fit (aligning with the existing culture) or a complementary fit (bringing in values that drive change). Understanding this allows you to provide the right support for new hires. Well-defined company values can also be used for employee development by identifying individual drivers, development needs, and how to engage employees in the organisation’s values.
A strong norm group should be large enough to ensure statistical reliability and representativeness. According to EFPA, a sample size of at least 1,000 individuals constitutes an excellent norm group, but smaller groups may also be sufficient depending on composition and application. In high-stakes assessments, a sample of 400–999 people is considered acceptable. The norm data for MATCH-V was collected progressively, resulting in sample sizes that vary between scales, ranging from 512 to 1,072 individuals, with an average of 650. This meets the reliability standards set by EFPA and COTAN.
MATCH-V is based on Schwartz’s Value Theory, one of the most well-established models for understanding human values. Validated through extensive cross-cultural research, it provides a robust framework for analysing how values shape behaviour and decision-making.
If it becomes clear that your organisation’s current culture does not align with the culture needed to achieve strategic goals, you have two options:
If your culture is not supporting employees in making the right decisions or if it feels unbalanced, this often manifests in symptoms affecting either employee well-being or organisational performance. Identifying these symptoms can help determine which values currently dominate the organisation and where adjustments might be needed.
Defining the right organisational culture to support business strategy is not just an HR matter, it is a strategic initiative that should involve decision-makers at all levels.
The key is ensuring that your organisational culture supports strategic goals. As management consultant Peter Drucker famously said, “Culture eats strategy for breakfast.” This means that even the best business strategies will fail if the culture does not reinforce them. Understanding your organisation’s values is critical to shaping a culture that enables success.
Yes, it is common for different teams to have distinct cultures. For example, a sales team is likely to have a different culture than the finance department. Leadership plays a key role in shaping culture, and the higher a leader’s position, the greater their influence on the organisation as a whole. Informal influencers within the company also play a significant role. In recruitment, it’s essential to consider the culture of the specific team or group the candidate will be joining, as we are most influenced by our closest colleagues and managers.