An executive work sample asks a candidate to handle a task that resembles an important part of the role. It can reveal how a person frames a problem, prioritises information, and explains a decision. The exercise should assess capability, not extract free consulting for a live business problem.
OPM explains that work samples mirror job activities and are most appropriate for competencies expected on entry. CIPD includes skill-based tasks among selection methods. Neither reference validates every presentation exercise; relevance and scoring quality still determine whether the assessment is useful.
Test a decision, not presentation polish
Choose an activity the person will genuinely need to perform. A country director might review a fictional channel-performance situation and identify what to investigate before approving a change. A finance leader might explain the risks in a simplified investment proposal.
The examples are illustrative, not client cases. Use fictional or appropriately sanitised information. Avoid confidential customer details, personal employee data, and a task whose output the business intends to implement commercially.
Set a proportionate boundary
Tell candidates what is being assessed, how long the exercise is expected to take, what information is available, and which tools are allowed. Agree on adjustments when access needs require them. A lengthy unpaid assignment can measure spare time and resources rather than the capability the role needs.
Decide whether the task is completed during an interview or prepared beforehand. If generative AI is permitted, explain whether candidates must disclose its use and how they should verify outputs. Apply the same rules to everyone.
Create scoring criteria before distribution
- Problem framing: identifies the main decision and relevant uncertainties.
- Evidence use: distinguishes facts, assumptions, and missing information.
- Trade-offs: weighs alternatives against the business objective.
- Execution: identifies responsibilities, dependencies, and a plausible next step.
- Communication: explains the decision clearly to its intended audience.
These suggested dimensions should be adjusted to the role and supported by observable scoring anchors. Do not reward an answer simply because it resembles the panel's preferred strategy; a different recommendation may be well reasoned.
Debrief the reasoning
Ask what additional information could change the candidate's recommendation. Explore why they rejected an alternative and how they would check their assumptions. This helps distinguish a rehearsed presentation from the judgment behind it.
Document limitations. A short exercise cannot demonstrate the ability to implement change over months, build relationships, or sustain performance under every operating condition. Treat it as one evidence source alongside interviews, experience review, and appropriate verification.
Pair the exercise with structured executive interviews and explain the process through a clear candidate experience plan. A good work sample creates a more informative hiring conversation without asking the candidate to solve the employer's business before joining.
Sources
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