Why top talent walks away: The pitfalls of overloaded hiring tasks
Senior candidates are increasingly rejecting excessive take-home assignments, and companies risk losing the very people they want most.
“I interviewed for a senior product manager position at Monday. The beginning of the process was pleasant and respectful, an interview with HR, then with the hiring manager, everything felt professional and businesslike. But then I was given a take-home assignment. It was very comprehensive, with many questions, each split into sub-questions. On the one hand, it definitely simulated the role and allowed me to understand what I’d be getting into. On the other hand, the required investment was enormous.
"I found myself working on it all weekend without sleep, and I decided to withdraw from the process. It just didn’t feel worthwhile, the effort required was enormous, and I felt that the odds of being hired didn’t justify the personal cost," says R. (who asked not to be identified by name).
Similarly, candidates for senior positions, especially those considered “talent” whom companies would be happy to recruit, often shy away from lengthy, demanding hiring processes and simply drop out. For many, the point of abandonment is the take-home assignment. They quit not because they’re unfit for the role or the company, but because they don’t want, or can’t afford, to invest hours, sometimes entire workdays, in a demanding task without even knowing whether they’ll be invited to the next stage.
A Quarter of Candidates Drop Out During the Assignment Stage
Shmuel Navon, CEO of Wolt Market Israel, recently wrote in a LinkedIn post: “Twenty-five percent of candidates for management and junior positions at Wolt Market drop out during the assignment stage.” He described the “challenging” recruitment process: an interview with a recruiter, an interview with the hiring manager, then a professional assignment, and finally a cultural fit interview. The third stage, he wrote, is where most candidates withdraw.
Navon admitted the company loses quality candidates but claimed the process yields the desired result: hiring “great people who go the extra mile.”
His post sparked heated debate, with angry comments like “I don’t understand this trend where companies compete over who puts their candidates through a longer and more tedious process,” and “This filtering method has probably eliminated excellent candidates who’ll work for companies that value their time and skills.”
When the job market favors employers, competition for every role is fierce, and companies feel they can be more selective. Still, the question remains: What is the real purpose of these processes? Are lengthy tasks designed to filter out those unwilling to endure them? And do they actually help find the best fit?
"Homework assignments are an important diagnostic tool that can shed light on a candidate’s suitability, offering insights into skills like strategic thinking, organizational abilities and motivation that aren’t always visible in interviews," says Shany Medina, CEO and founder of MESH Executive Solutions, a senior-level recruitment firm.
However, Medina stresses that whether to use them, and how, must be carefully considered. “The assignment should match the position’s requirements, be clear about its goals, and realistically predict fit. It must be proportionate to the information available to the candidate and not feel unfair. I advise organizations to choose well-structured tasks that respect the time and resources of senior candidates, who are often in demanding jobs,” she says.
"Recently, in a CEO search, a candidate rightly refused to do an excessive assignment analyzing due diligence for a product. The demand was unrealistic within the given timeframe and the resources available."
In senior roles, more tailored assignments, like drafting an onboarding plan for the first 30-60-90 days, a case study, or a strategic presentation, can be better received. An onboarding plan, for example, helps employers spot candidates who bring not only skills but also commitment and vision.
Navon described the task that leads a quarter of candidates to drop out: “The task is complex, simulates real work and challenges, requires time, thought and energy, and must be presented in English to a local and global team. It shows us how candidates approach problems and what unique solutions they bring. We want people who are curious, creative, driven and willing to invest, because that’s our day-to-day reality.”
Generally, homework assignments for senior roles include strategic plans, market analyses, proposals for change and other tasks that simulate the job, sometimes requiring two to three full days of work. But many senior candidates are already working full time, often under confidentiality restrictions, and may not feel this commitment is justified so early in the process. Many also see it as unpaid labor.
The Candidate Experience Matters
A positive candidate experience is crucial for an organization’s employer brand. Even in an employer-driven market, competition for talent is real. Most people who interact with a company never become employees, they’re candidates first. A process that is efficient, fair and respectful of candidates’ time is essential in an age where every experience can be shared online. And beyond image, the process must serve its purpose: finding the best people.
"Homework assignments aren’t a perfect predictor of success. They can overemphasize presentation skills at the expense of core competencies. That’s why we tailor a set of tools for each role, including interviews, senior-level assessments and reference checks, for a comprehensive view. A poorly designed assignment can alienate strong candidates and damage the employer brand, especially in a market where talent is in demand," says Medina.
Homework is an effective filter for technical roles or junior candidates with little direct experience. But for senior candidates, it’s often seen as inappropriate. “A senior hire usually has years of proven experience. That experience speaks for itself, asking for homework in these cases can seem disrespectful,” says Ruth Levi-Simhoni, headhunter, lecturer and founder of RUTHH.
"Especially for senior roles, take-home tasks aren’t the right approach. First, they don’t necessarily highlight the candidate’s strengths. Second, candidates often see them as insulting,” she adds. “For senior hires, a more significant filter is checking references.”
In government companies, nonprofits and similar sectors, candidates commonly undergo various tests and personality assessments, but these are standard for everyone and therefore feel fair. In private or public companies, however, excessive tasks can create frustration and backlash.
"Managers who agree to big tasks without resentment usually do so because the job represents a significant career leap, so they accept the request more willingly," says Levi-Simhoni.
