Hiring managers increasingly use interview assignments—case studies, presentations, and real-world tasks—to evaluate candidates beyond their resumes. These assignments can reveal real skills and problem-solving abilities, making them a valuable tool in the hiring process. But they’re also a source of frustration and debate. When done right, they help identify top talent. Some candidates even welcome them as an opportunity to showcase their skills. But often they waste time, alienate candidates, and can cost you great hires.
Before Adding an Assignment, Ask Yourself: Do You Really Need It?
Before assigning extra work to candidates, step back and evaluate what you need to learn about them. Could you gather the same insights in a more seamless way within the interview process? Consider these alternatives:
- Behavioral Questions: Instead of assigning a task, ask candidates to walk you through real examples of past work, challenges they’ve faced, and how they handled them. They can cleanse sensitive data as appropriate.
- Portfolio Reviews: For creative or technical roles, reviewing past projects may be more valuable than a speculative assignment.
- Live Problem-Solving: Conduct a collaborative discussion where candidates explain their thought process rather than spending hours on a take-home task.
- Trial Work Periods: For some roles, a short, paid project or trial day can give you the insights you need without wasting the candidate’s time.
If you determine that an assignment is necessary, make sure it’s designed fairly and thoughtfully.
The Good: When Assignments Work
- Showcasing Real Skills: Practical tasks reveal a candidate’s actual abilities better than theoretical questions.
- A Chance to Shine: A great assignment lets candidates stand out beyond their resumes.
- Assessing Cultural Fit: Tasks like mock sales pitches show how well a candidate aligns with company values. And allows the candidate to see how your team functions and interacts.
The Bad: The Pitfalls
- Time Drain: Lengthy assignments without compensation frustrate and discourage candidates.
- Losing Top Talent: Great candidates may not have time for unpaid assignments, leading them to drop out. They may be employed currently, and are likely interviewing for multiple roles. A poorly designed assignment is an easy way for them to narrow their target company list.
- Talent ≠ Assignment Success: Completing a task well doesn’t always mean someone will perform well on the job.
- Bias Risks: Candidates with more free time may have an unfair advantage over those with tighter schedules.
The Ugly: When Assignments Go Wrong
- Wasted Effort: Assignments that are too long, irrelevant, or poorly structured hurt your hiring process and brand.
- Poor Candidate Experience: A demanding, unpaid process can damage your employer reputation.
- Unpaid Work: You push a candidate to do a real-world assignment unpaid. Abd the ugliest? You USE that work and don’t hire.
When Assignments Make Sense
Assignments should be short, relevant, and fair, mirroring the actual job while respecting candidates’ time. They work best when:
- They focus on job-specific tasks that directly relate to the role.
- They are brief and manageable, providing insights without overburdening the candidate.
- They involve collaboration, for roles that require teamwork.
How to Use Assignments Wisely
- Be Transparent: Set clear expectations early in the interview process about time commitment, evaluation criteria, and purpose.
- Leverage Existing Work: Ask for samples instead of creating new work from scratch.
- Keep It Short: A concise, focused task is better than an extensive project.
- Pay for Extensive Work: If an assignment requires significant effort, compensate candidates for their time.