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How to Design a Better Hiring Process

• Alex Haimann

It’s time to move past “What are your greatest strengths and weaknesses?”

Many standard interview processes rely on outdated behavioral questions like “What are your greatest strengths and weaknesses?” to evaluate prospective hires. But more often than not, these types of questions fail to reveal useful information about a candidate’s competencies. A better approach is to immerse job candidates in unconventional scenarios to gather the most useful insights about their critical-thinking abilities, tech savviness, and interpersonal skills. For example, if you want to test their ability to prepare, let them know the questions you’ll ask beforehand. If you want to test their technical skills, give them a problem to solve in real-time. And if you want to see if they’ll be a good cultural fit, have them play an interactive game with your employees.

Shortly after we started hiring for our business, we recognized that most traditional interview processes  are flawed , at best. At the time, we had a goal of growing our CRM software company from six to 18 employees. Our objectives were simple: Find talented people to contribute to our culture, generate great work, and stay with us for the long term. To avoid retention issues, we decided to focus on optimizing our interview process early on as opposed to relying on outdated behavioral questions to guide us.

• Alex Haimann is a partner and the head of business development at  Less Annoying CRM , a simple CRM built from the ground up for small businesses. Over 10,000 small businesses worldwide use LACRM to manage contacts, track leads, and stay on top of follow-ups. LACRM continues to grow by engaging customers and finding new opportunities for mutually beneficial partnerships.

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You’ve made it past the interview phase and you’re feeling good about your chances of landing the role! Before you can make it any further in the process, however, the hiring manager wants you to complete an interview assignment. This may come as a big surprise, and you may be wondering why taking this extra step is even necessary.

Job interviews help the employer get to know you and assess whether you would be a good fit, but an interview assignment can give them a more tangible idea of your skills, how you think, and your work ethic. They can vary from a writing assignment, a technical assessment, or a presentation, and typically come toward the end of the hiring process when the employer is closer to making a decision.

Whether you decide to move forward on an interview assignment is entirely up to you and how good you feel about the employer and their hiring process. If this is something you are considering, here are five ways to handle interview assignments.

Understand expectations

Make sure you clearly understand the employer’s expectations for the interview assignment. Before you get started, you should be able to answer these questions:

• What is the deadline to complete the interview assignment?
• How much time should you spend working on the assignment?
• What exactly should you be including in the final piece? A high-level overview or specific details or ideas?
• How will this be evaluated?

Ensure you have enough time to complete the task

Make sure you are able to complete the assignment (and do a good job) within the deadline you are given. At the same time, it’s important to consider how much time the assignment will actually take. If it’s simply too much work or you have been given an unreasonable deadline, you’re within your rights to reconsider. If the employer is not being respectful of your time, you may want to ask yourself if the opportunity would ultimately be the right one for you.

Ask for more information

If you feel like your interview assignment would be improved with more context about the company or specific departmental processes and goals, don’t be afraid to ask for more information or data. This can help demonstrate your interest in the role, as well as help you work on a more custom project, proposal, or presentation. If this additional information is not available, don’t stress about it! Do your best to work with the information you were given or have found through your research. The hiring manager will understand.

Don’t go overboard

While interview assignments can be a great way to prove yourself, avoid going overboard. If you feel like you are starting to go above and beyond, it’s important to take a pause. Remember, you are not an employee just yet. It is not your job to do actual work for the company. While you want to demonstrate that you are a strategic thinker and that you have good ideas that can be valuable to the organization, you need to walk a fine line. It should raise some red flags if the employer has unrealistic expectations about what you can and should accomplish.

Review your work

Make sure you take the time to review your work before you submit, and if applicable, practice your presentation or proposal. During this stage in the process, it may also be helpful to enlist the help of a friend. They may be able to catch any issues in the written assignment, and give you tips for perfecting your body language and presentation skills—helping you boost your confidence for the big day.

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5 Examples of Take-Home Tasks for Different Roles

Assigning take-home tasks when hiring is much like marmite, coriander, or Hawaiian pizza. Your candidates will either love it or hate it.

The ‘love it’ camp likely welcomes the opportunity to showcase their skills and appreciate the time to think it through versus answering questions on the spot in an interview.

However, the ‘hate it’ group sees it as doing work for free, might already have portfolios of work that give a much fairer picture of their experience level, and resent the infringement on their personal time (regardless of how this might be their dream job).

What we can learn from this dichotomy is that while a take-home assignment is not right for every role, it’s still worth it for some. To figure out if it’s a fit for the role you’re hiring for, let’s look at five good examples of take-home tasks that your candidates will (hopefully) love.

TL;DR — Key Takeaways

A take-home assignment is an important part of the interview process that focuses on candidates crafting and completing real-world tasks .

Incorporating a take-home assignment will give your organization better insight and skill observation over candidates. However, job seekers may see take-home tests as time-consuming, exploitative, or manipulative.

The perfect take-home assignment should be structured around providing the candidate with clarity about the role, respecting their time, and ensuring consistent testing criteria.

Toggl Hire introduced homework tasks in our skills assessment library! It’s never been easier to raise the quality of your hires with reliable proof of competence.

What are take-home tasks?

A take-home assignment is given to candidates during the interview process to complete in their own time and shows the hiring manager how the job seeker is able to complete a task.

These assignments generally consist of coding tests for developers , presentations for upper-level management, and campaigns for marketers. They’re given to candidates after the first interview round. The success will determine if the candidate makes it to the second round.

Pros and cons of a take-home assignment

Obviously, there are pros and cons to using a take-home assignment, right? Of course! So let’s go over the big ones.

• Skill observation : It allows the hiring company to understand the candidate’s skills in action and their thought process.

• Insight : The take-home interview assignment will allow the candidate to have a better understanding of the position, break any key assumptions, and what the company expects of them.

• Supplemental information : If done early in the interview process, an interview assignment allows the candidate’s skills to do the talking as opposed to the hiring manager only relying on the resume.

• Less pressure : Because a Q&A interview can be a pressure cooker, the take-home assignment makes the interviewing candidate feel more at ease.

• Time-consuming : A hiring team may claim the assignment will only take several hours to prepare and complete, but any interview assignment over more than an hour is cutting into the candidate’s personal time and current job.

• Ethical concerns and lost earnings : Asking a candidate to complete an unpaid work assignment can be seen as unethical and equivalent to unpaid labor. Some companies may even go so far as to steal the ideas of the candidate, use them, and not give credit or compensate the candidate.

• Limited personal evaluation : While the interview take-home assignment can assess a candidate’s skill set, it may not capture important aspects such as personality and behavior.

How to structure a take-home task

Creating a take-home assignment that strikes the perfect balance of helpful but not exploitative can be tricky. Regardless of what kind of take-home task or homework assignment you’re creating for hiring, it’s crucial for hiring managers to approach their creation with careful thought and attention.

Your hiring team will need to consider all of the following:

What are the common mistakes?

It’s normal to make mistakes, and learning from them can help you hire better, faster, and more fair.

So, let’s explore common blunders to steer clear of when designing and implementing a take-home assignment during the interview process, ensuring fairness and an effective evaluation process that respects candidates’ time and effort.

• Appropriate Task Alignment : Avoid assigning tasks that aren’t directly relevant to the role.

• Reasonable Task Length : Create a take-home assignment that can be completed within a reasonable timeframe.

• Providing Sufficient Context : Avoid requesting candidates to answer or solve company-specific problems without providing adequate information.

• Ethical Treatment of Work Requests : Refrain from asking candidates to produce work for free that the company may later exploit, such as writing a blog post for publication.

• Timely Introduction of Tasks : Including a take-home assignment as an early screening requirement can discourage candidates. Do this after their first interview.

• Constructive Feedback : Don’t miss the opportunity to provide candidates with constructive feedback on their completed tasks.

• Balancing Mandatory and Optional Tasks : Avoid making the take-home assignment mandatory for all applicants, as circumstances may prevent some candidates from completing it.

• Conduct post-assignment interviews : Once you have received a few tasks back from candidates, we highly recommend that you schedule a take-home assignment interview to better understand any pain points the job seeker may have had.

5 thorough examples of great take-home assignments

Now that you better understand the how , the when , and the why of take-home assignments, we’ll show you five examples. The example take-home assignments will cover tasks for:

• Developer – fixing a broken site
• Product manager – redesigning a feature
• Marketing lead – creating a marketing campaign
• Designer – redesigning the onboarding flow
• Customer success executive – running a mock QBR

Example #1: Take-home task for a developer role

This challenge is geared towards a mid-level developer who can identify and fix errors and optimize the code of an eCommerce website. The goal here is to see how well the candidates understand debugging techniques, approach problem-solving, and how they will communicate with the rest of their team.

Task: Fixing a Broken E-commerce Site

Introduction

Your mission is to debug the broken e-commerce site, fix errors, and ensure it runs smoothly. Customers are unable to place orders due to the significant increase in errors.

Requirements

• Identify and fix all of the errors on the site.
• Ensure that customers can place orders without any problems.
• Optimize the site to improve its performance.
• Document your approach and explain your reasoning behind your changes.

Instructions

• Clone the repository from the following Github URL: https://github.com/debugging-challenge/e-commerce-site.git .
• Install all the dependencies by running npm install .
• Start the development server by running npm start .
• Debug and fix all errors.
• Document your approach and explain your reasoning in a README file.

Your submission will be evaluated based on the following criteria:

• Identification and fixing of all errors
• Site optimization
• Completeness of documentation and reasoning
• Code cleanliness and adherence to best practices
• Clarity and organization of documentation
• Submit your code as a ZIP file.
• Include the README file that explains your approach and reasoning.
• Send the ZIP file to the hiring manager by email.

Example #2: Challenge for a product manager

Our next example focuses on testing product manager candidates on how they approach problem-solving, communicate with customers, and conduct user research while implementing open-ended questions.

In a sense, how well they’ll actually do their jobs in a product management role. This assignment is bound to produce better product management interviews for your organization.

Task: Redesigning Filma’s Collaboration Features

You are the Product Manager for collaboration features at Filma, a leading collaborative design platform. Recent feedback from customers has shown that they are not happy with how collaboration features work on the site. Your mission in this product management task is to redesign the collaboration features to better meet customer needs and preferences.

• Review the problem statement and develop a list of open-ended questions to better understand the issue.
• Conduct user research to validate assumptions and identify pain points and user needs.
• Develop a new design for collaboration features.
• Prioritize features and functionality based on customer needs and business goals.
• Outline the implementation plan.
• Document your approach and explain your reasoning.
• Review the problem statement and develop a list of open-ended questions to better understand the issue and customer needs.
• Conduct (mock) user research to validate assumptions and identify pain points and user needs. Schedule a call with a team member to role-play a customer interview. Include data points such as user feedback, user behaviour, and competitor analysis in your research.
• Develop a new design for collaboration features. Identify the key features and functionality of the new design, and prioritize them based on customer needs and business goals.
• Outline the implementation plan. Include a timeline, resources required, and technical feasibility.
• Document your approach and explain your reasoning in a presentation or document.
• Quality of open-ended questions and user research.
• Soundness of the new design and prioritization of features and functionality.
• Clarity and feasibility of the product management implementation plan.
• Completeness of documentation and reasoning.
• Clarity and organization of presentation or document.
• Submit your open-ended questions, presentation, or document as a PDF or PowerPoint file.
• Send the file to the hiring manager by email.

Example #3: Testing marketing managers

Let’s now explore an exciting marketing challenge that aims to find a candidate who can skillfully design an innovative user acquisition growth loop. This task involves leveraging valuable market research insights to craft a robust strategy that showcases a deep understanding of growth concepts.

Task: Designing a User Acquisition Growth Loop

You are the Marketing Lead at a Product-Led Growth (PLG) company that provides a collaboration tool for remote teams. Your team has conducted market research to identify target customer segments. Your mission is to design a new user acquisition growth loop based on the insights gained.

• Review the market research insights provided by your team.
• Design a new user acquisition growth loop, with a structured approach, based on the insights gained.
• Identify metrics to measure the effectiveness of the growth loop.
• Review the market research insights provided by your team. Use the insights to identify areas where a new user acquisition growth loop can be designed.
• Design a new user acquisition growth loop based on the insights gained. The growth loop should identify key stages, such as awareness, interest, and activation, and prioritize them based on customer needs and business goals.
• Identify metrics to measure the effectiveness of the growth loop. The metrics should be tied to the key stages of the growth loop and should be used to track progress and optimize the loop over time.
• Soundness of the new user acquisition growth loop and prioritization of key stages
• Creativity and effectiveness of the growth loop design
• Identification and feasibility of metrics to measure the effectiveness of the growth loop
• Clarity and organization of presentation or document
• Submit your presentation or document as a PDF or PowerPoint file.

Example #4: Take-home test for designers

This challenge is centered around an intriguing product design assessment designed to narrow down a candidate who excels in analyzing user recording sessions and crafting an improved onboarding flow design.

Task: Redesigning the Onboarding Flow Introduction

You are a Product Designer at a web-based Product-Led Growth (PLG) company that provides a collaboration tool for remote teams. Your team has recorded user sessions for the past 3 months to help identify areas of improvement for the onboarding flow. Your mission is to redesign the onboarding flow to improve user engagement and activation based on the insights gathered.

• Analyze the user recording sessions to identify user needs and preferences.
• Develop a new design for the onboarding flow.
• Prioritize design features based on user needs and business goals.
• Ensure that the design aligns with the company’s minimalist, intuitive design philosophy.
• Analyze the user recording sessions to identify user needs and preferences. Use the insights gathered to identify areas for improvement in the onboarding flow.
• Develop a new design for the onboarding flow. Identify the key stages of the flow, and prioritize them based on user needs and business goals. Ensure that the design aligns with the company’s minimalist, intuitive design philosophy.
• Prioritize design features based on user needs and business goals. Identify the most important design features that will enhance user engagement and activation.
• Quality of analysis of user recording sessions and identification of user needs and preferences
• The soundness of the new onboarding flow design and prioritization of key stages
• Alignment with the company’s minimalist, intuitive design philosophy
• Creativity and effectiveness of the prioritized design features

Example #5: Testing customer succes

Our final challenge example focuses on a customer success assignment. The perfect candidate will showcase their expertise in defining success metrics for a simulated account, devising impactful tactics to drive feature adoption and enhance metrics, and effectively presenting their approach and results in a mock Quarterly Business Review (QBR) presentation.

Task: Driving Feature Adoption and Improving Metrics

You are a Customer Success Manager at a PLG company that provides a project management tool for remote teams. Your mission is to work with a mock account to define success metrics, develop tactics to drive feature adoption and improve metrics for Q2, culminating in a mock QBR presentation.

• Define success metrics for the mock account.
• Develop tactics to drive feature adoption and improve metrics.
• Document your approach and results in a mock QBR presentation.
• Define success metrics for the mock account. Assume that the mock account is a remote team of 20 people that uses your project management tool for all their projects. Assume that they have been using the tool for 6 months, and that they have expressed interest in increasing feature adoption and improving metrics related to on-time delivery, collaboration, and budget management. Use your own assumptions to define success metrics that measure the impact of the product on their business.
• Develop tactics to drive feature adoption and improve metrics. Use the success metrics to identify the actions needed to increase feature adoption and improve metrics, and assign responsibilities to your team. Use customer success best practices, such as regular check-ins and training sessions, to ensure that the tactics are on track and that the mock account is engaged and satisfied.
• Document your approach and results in a mock QBR presentation. Create a deck that’s less than 10 slides, with consistent title and object placement, fonts, font colors, and different ways of visualizing insights. Use the mock QBR presentation to realign on the mock account’s goals, review their performance, present the tactics and their impact on the success metrics, and recommend the next steps to improve product performance next quarter.
• Quality of success metrics defined for the mock account.
• Soundness of the tactics to drive feature adoption and improve metrics.
• Collaborative execution of the tactics with your team.
• Clarity, organization, and persuasiveness of the mock QBR presentation.
• Submit your mock QBR presentation as a PDF or PowerPoint file.

Try a Homework Assignment by Toggl Hire

Ready to add homework assignments to your hiring process? Our homework assessments provide invaluable insights for hiring managers evaluating candidates ‘ ability to solve job-specific assignments.

Designed to test the hands-on skills necessary for day-to-day work, these assessments offer a glimpse into a candidate’s potential future job performance . With over 500 pre-built tasks available in Toggl Hire’s library, you can quickly implement comprehensive tests that align with your hiring needs.

Toggl Hire’s homework assessments are highly flexible, allowing for either integration with other assessments or standalone use. Create your free account now to explore a few examples!

Juste loves investigating through writing. A copywriter by trade, she spent the last ten years in startups, telling stories and building marketing teams. She works at Toggl Hire and writes about how businesses can recruit really great people.

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Should you give job applicants an assignment during the interview process? Be thoughtful about the ask

Hiring is a time-consuming and expensive endeavor. Companies need candidates who offer the right skills and experience for a given role, and who align with their organization’s vision and mission.

To find the best fit, many companies still lean on a strategy that continues to generate debate : the assignment. Some candidates believe their experience and interviews should give prospective employers enough information to determine whether they will fit the role. Employers have to ask themselves whether they are willing to turn off a strong candidate by asking them to do additional work.

Is the assignment valuable enough to the evaluation process that they cannot move someone forward without it? Sometimes it is—sometimes they help an employer decide between two strong candidates. And if they are necessary, how can employers make assignments fair and equitable for the candidate or candidates?

When done right, assignments help assess practical skills and problem-solving abilities, giving a clearer picture of a candidate beyond what their resume or interview reveals. But employers should be thoughtful about the ask. While it may make sense for roles that require specific technical expertise or creative thinking, it isn’t appropriate for all roles—so assignments should always be given with a clear reason for why they are needed.

Plus, they don’t just benefit the employer. For job seekers, an assignment during the interview process might also help them stand out from the competition. It can also offer a window into what their day-to-day in the new role might entail. Remember that the candidate should be interviewing the company, too. Having a test run of the work they’d be asked to do is a great way to see whether they believe the role is a fit.

However, there is a rift in how people perceive the assignment as part of the interview process. Workers today span many generations, each with unique values and expectations. Whereas older workers often prioritize stability and loyalty, younger millennials and Gen Zers are more focused on flexibility and work well-being, Indeed data shows .

This mindset impacts the amount of time and energy a candidate is willing to devote to each application. After multiple rounds of interviews and prep, taking on an in-depth assignment may feel like a bridge too far—especially if the expectations for the assignment are not clearly communicated ahead of time.

Some candidates are wary of providing free labor to a company that may use their work and not hire them. Hiring managers should be clear about how the work will be used. They may also consider offering compensation if the assignment requires more than a couple hours of someone’s time, or if they plan to use the work without hiring the candidate.

The key for early career candidates in particular is to ensure their time and efforts are respected. This is a win-win for employers: By providing clarity and transparency, they not only elicit the additional information they want from candidates, but they demonstrate that the organization is transparent and fair.

Equity is also imperative: Which candidates are being asked to complete assignments? Is the hiring team consistent in giving out assignments across ages, experience levels, and roles? There should always be a process and clear evaluation criteria in place to ensure fairness.

As we adapt to the rapidly evolving world of work, we must continue to think critically about each step in the hiring process. Candidate assignments can be a valuable tool, but only with appropriate respect for job seekers’ time and contributions.

With the right strategy, we can bridge the gap between generations in the workplace and build a hiring culture that values efficiency, talent, and integrity.

Eoin Driver is the global vice president of talent at Indeed.

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Growing Skills with Development Assignments

Last Updated on October 24, 2021 – 6:40 pm

Every modern company prefers to attract employees with the proper skills and experience to work for them. However, hiring managers often face a different reality: searching for this kind of employee is like scouring the haystack for a tiny needle. As companies increase their spend toward employee development and training, they also go beyond a few traditional learning opportunities to create effective employee development programs. Training and Development Assignments are one way by which they can achieve this.

Employee development focuses on collaborating with employees to enable them to acquire, develop, improve, and hone existing skills. It aims to build a talent pool to bolster the company’s mission while creating highly engaged employees.

Skills themselves refer to the mix of abilities, experiences, and qualities one may use to get stuff done. Skills may include interpersonal, leadership, and organization skills – so-called  soft skills . Other skills such as accounting, application development, research, and writing are technical skills.

Deliberately improving skills can help employees achieve personal career goals, including earning a promotion or becoming more proficient in specific areas. An employee’s skill set may be necessary to advance in one career or pivot to another. Let’s now turn our attention to how employees can grow skills through development assignments.

Defining Development Assignments

Development or developmental assignments allow employees to take on tasks outside the purview of their primary work assignments. However, their tasks remain well within their functional area.

The idea behind developmental assignments is to grow a workforce adequately qualified to perform current and future career functions with equal skill. Leaders advance more through challenging assignments than by exercising routine competency.

There are plenty of opportunities that emerge when participants take on novel tasks of significant complexity. These developmental tasks can include any of the following:

• unfamiliar responsibilities,
• establishing a new program,  and
• developing solutions to complex multi-factor problems.

Interestingly, developmental assignments may not count much towards a promotion. But, they are critical in increasing skills, knowledge, and experience, which ultimately play a big role in career advancement.

Who Benefits Most from Developmental Assignment Programs?

While the employee seems to be the obvious beneficiary of developmental tasks, the employer stands to gain a lot down the road.

The new skills and experiences that employees garner in seeing out the stretch assignments primarily benefit the employer. These tasks typically last between 3 to 6 months before the employee returns to their primary assignment. During this time, the employee will be stepping outside their comfort zone but on mutually beneficial terms with the company.

As the worker grows professionally, the company can pursue projects using resources that would otherwise not be available.

Developing Developmental Job Assignments

Developmental job assignments should primarily proceed from an employee’s Performance and Development Plan (PDP). However, it should not stop them or the organization from seeking assignments external to this.

It’s important for developmental assignments to be flexible but within a readily identifiable framework of guidelines:

• Clear documentation and approval of the developmental job assignment by hiring and supervising managers and other stakeholders before advertising the assignment.
• Establishment and documentation of learning goals before the employee commences the assignment.
• The form of the developmental assignment may be full-time or part-time.
• The employee doesn’t need to possess all the necessary skills to perform the tasks or project independently. Nevertheless, they need to have an unmistakable aptitude, ability, and copious ambition to conclude the assignment with ample oversight.
• Assignments need to transcend the employee’s current skill level while supporting their growth and  career development . There needs to be a healthy tension between entry-level training and development and the development task in question, for instance.
• The salary of an employee assuming a development assignment remains the same.
• Clear communication that there are no guarantees of future pay increase, promotion, or job change due to this assignment.
• The developmental task may not evolve into a permanent position without competitive recruitment.
• Employees should return to their previous position after the assignment.
• Employees need to wait a specified period (usually six months) before accepting another developmental assignment.
• The line manager and employee should complete a detailed evaluation of the learning experience upon the conclusion of the developmental assignment. This evaluation should go into the employee’s personnel file.
• Development assignments are not official transfers.
• There have to be mutually agreeable reasons for ending a developmental assignment earlier than planned.

A developmental assignment task may end early for various reasons, including an unexpected end to the project, poor attendance, performance issues, or an unreliable employee.

Organizations need to carry the mindset that assignments are development opportunities. They must first understand that they can optimize the ROI from development assignments. It’s feasible if their operating principles include understanding the value proposition of development assignments, establishing effective career path strategies, and understanding the proper use of global mobility.

Employees and employers need to be keen on developmental opportunities if they will both be relevant in an increasingly dynamic age.

If you want to learn more about employee development, you can check out our blog posts  here .

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About the author: andrea pejoska.

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Assignment Desk Editor I

Job summary:.

Hires camera crews, satellite trucks and studios, and arranges feeds and/or transfer of content. Strategizes and organizes movement of IP-based transmission devices for coverage. Coordinates the efforts of freelance and staff producers and associated production/technical personnel to provide video and audio sports/news material for ESPN platforms. Handles all ancillary crew needs, such as parking, credentials, Ethernet, phone lines, and permits. Understands basic rights and clearances issues.  Participates in strategic editorial and logistical planning of coverage. Acts as the liaison between the Assignment Desk and Media Assets, Media Operations, and Transmission. Gathers and communicates content for use on ESPN platforms, working with ESPN staff and vendors, social media, affiliates and other networks. Shifts will include nights and weekends.

Responsibilities:

• Hires freelance ENG crews
• Possesses depth of knowledge in fiber, satellite, cellular, FTP, and viral newsgathering procedures
• Assigns and coordinates movement of IP-based transmission devices
• Clears social media content for ESPN platforms Reacts immediately to breaking news and requests; pursues story-related materials (sound and video) in a timely manner
• Collaborates with ABC NewsOne/ABC affiliates, as well as other networks, on breaking news stories, sharing of information, video and sound
• Gathers and enters transmission information (satellite, fiber, cable) for televised games
• Works well in a team setting, shows initiative and problem-solving skills; takes direction from assignment desk management, coordinating producers, news editors, producers and senior editors
• Stays informed and up-to-date on sporting events and has above-average sports knowledge 

Basic Qualifications :

• Superior interpersonal and communication skills, with the capacity to handle high-volume email and phone traffic
• Demonstrated initiative and positive, solution-oriented outlook
• Advanced ability to organize and prioritize
• Commitment to accuracy and attention to detail
• Strong knowledge of sports
• Working knowledge of television production and electronic and social media newsgathering
• Working knowledge of Microsoft Office programs: Outlook, Excel, Word

Preferred Qualifications :

• Three-plus years’ experience in a television-related field
• Spanish speaker preferred.

Required Education :

• High School Degree or equivalent required

Preferred Education :

• Bachelor's Degree Preferred

About ESPN:

Working at ESPN is unlike anything else. That’s because we’re always finding new ways to interact with fans – however and wherever they connect with sports. Every day we’re doing things that no one has done, all in a dynamic culture where we defy odds and continuously outdo ourselves. When you have the latest technology, game-changing ideas and world-class talent on your team, every day is extraordinary.

About The Walt Disney Company:

The Walt Disney Company, together with its subsidiaries and affiliates, is a leading diversified international family entertainment and media enterprise that includes three core business segments: Disney Entertainment, ESPN, and Disney Experiences. From humble beginnings as a cartoon studio in the 1920s to its preeminent name in the entertainment industry today, Disney proudly continues its legacy of creating world-class stories and experiences for every member of the family. Disney’s stories, characters and experiences reach consumers and guests from every corner of the globe. With operations in more than 40 countries, our employees and cast members work together to create entertainment experiences that are both universally and locally cherished.

This position is with ESPN Productions, Inc , which is part of a business we call ESPN .

ESPN Productions, Inc is an equal opportunity employer. Applicants will receive consideration for employment without regard to race, color, religion, sex, age, national origin, sexual orientation, gender identity, disability, protected veteran status or any other basis prohibited by federal, state or local law. Disney fosters a business culture where ideas and decisions from all people help us grow, innovate, create the best stories and be relevant in a rapidly changing world.

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Parker Dewey Micro-Internships

Micro-Internships help companies get immediate support while identifying and evaluating candidates for future hiring needs. The Parker Dewey Micro-Internships program connects students to a diverse network of companies and organizations to take on professional, paid, short-term assignments year-round. As a complement to existing college recruiting efforts and semester-long internships, Micro-Internships provide opportunities for students to demonstrate their skills, develop relationships, and explore career paths, while providing real value to businesses.

Micro-Internships allow students to apply to short-term, professional assignments, while also allowing companies to identify and assess highly motivated students and recent graduates, should there be available full-time opportunities. Unlike traditional internships, these paid opportunities typically range from 5 to 40 hours of work, can be completed year-round, and help students develop career skills while getting paid.

Companies have recognized that major and GPA alone do not predict career success or fit. Unlike assessments, video interviews, algorithms, and other applicant screening technology, Micro-Internships improve hiring effectiveness by allowing companies to authentically evaluate a student’s skills and work ethic upfront. Both employers and candidates win by having an opportunity to do actual work with one another before committing to an internship or full-time role.

To learn more, visit the Parker Dewey information page.

Wildland Firefighters Tackle Recruitment Challenges

Every summer, a vast majority of the United States is shrouded in thick wildfire smoke that hangs in the air like a hazy curtain, casting an eerie filter over landscapes and transforming the once-clear skies into a somber palette of muted hues. Thousands of firefighters are dispatched to distant corners of the nation to begin wildfire suppression efforts that lasts for months. At the peak of fire season, the nation can have as many as 32,000 wildland firefighters on assignment at any given time. The United States has a wildfire problem.

As wildland fire agencies, including the U.S. Fish and Wildlife Service, strive to reduce risk of wildfire to communities, the issues of recruiting and retaining wildland firefighters pose significant challenges.

The concern over recruitment and retention grows every year. Several factors contribute to the complexity of attracting and keeping personnel within wildland fire agencies: demanding nature of the work, high risk and stress levels, burnout and mental health concerns, and competitive pay. While Congress works to address firefighter pay and mental health concerns, the U.S. Fish and Wildlife Service’s Branch of Fire Management has tackled the recruitment and retention issues by addressing the competitive job market and aging workforce in new ways.

In 2022 and 2023 a film crew hired the U.S. Fish and Wildlife Service jetted across the country to capture wildland fire footage, habitats, wildlife species, fire personnel, and wildland firefighting skills for three short recruitment videos. In November 2022, filmmakers made their first filming stop at Balcones Canyonlands National Wildlife Refuge in Texas.

Next stop for the film crew brought them to Okefenokee National Wildlife Refuge in Georgia/Florida where they were promised footage of fires along with the endangered gopher tortoise. Turns out gopher tortoises are a little camera-shy, so the crew focused on the less elusive, but also endangered, red-cockaded woodpecker before capturing footage of wildlife, amphibious fire vehicles, and the FWS helicopter on multiple prescribed fires.

From burning at the best-preserved, precipitation-based freshwater wetland ecosystem in the conterminous U.S. at Okefenokee, the film crew worked their way to Turnbull National Wildlife Refuge in Washington. The film crew captured vastly different fire behavior in the Channeled Scablands ecosystem that predominates the refuge in addition moose, deer, and sleeping porcupines.

Filming was topped off with incredible footage of airboats at Big Branch Marsh National Wildlife Refuge in Louisiana and the fire-dependent, colorful blend of rare orchids, carnivorous plants, and other unique groundcover that blankets the flat landscape of Mississippi Sandhill Crane National Wildlife Refuge in Mississippi. 

Once filming was complete, we released three recruitment films, each designed to target diverse, younger audiences to help shepherd in the next generation of wildland firefighters:

• Recruitment film #1 provides a two-minute intense peek into the excitement of working for our wildland fire program. This film is designed to grab the attention of younger generation thrill seekers looking for intensity in their lives.
• Recruitment film #2 offers an in-depth look into how the wildland fire program supports and enhances our overall mission, fire’s importance in creating sustainable and healthy ecosystems for plant and wildlife species, and the close-knit culture of our wildland fire program.
• Recruitment film #3 explores the upbeat, light, and fun aspect of working for our wildland fire program. This film is designed to appeal to those who may have an interest in wildland fire, but also a fear of what type of culture might greet them upon accepting a job in the field.

Recruitment and retention challenges require a multifaceted approach, including implementing strategies to promote a positive and inclusive workplace culture and targeting future recruits that emulate this culture. Collaborative efforts between government agencies, communities, and educational institutions are essential to building a sustainable and resilient wildland firefighting workforce. We hope these recruitment videos help connect communities, educational institutions, and the next generation of firefighters to wildland firefighting with the U.S. Fish and Wildlife Service.

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49ers to host Jets in 2024 Monday Night Football opener

Aaron rodgers will return to the monday night football stage to open 2024, by matt maiocco • published may 14, 2024 • updated on may 14, 2024 at 8:00 am.

The San Francisco 49ers do not have to wait long for one of their marquee games of the 2024 NFL season, as they will kick off the campaign with a contest against quarterback Aaron Rodgers and the New York Jets at 8:20 p.m. ET on Sept. 9 on ESPN’s "Monday Night Football" at Levi’s Stadium, the NFL announced Tuesday morning.

Primetime at our place 🤩 We'll kick off the 2024 season vs the Jets on Monday Night Football. @ESPNNFL x @NFL — San Francisco 49ers (@49ers) May 14, 2024

Streaming 24/7: Watch NBC 5 local news and weather for free wherever you are

The NFL is announcing several of the best matchups ahead of the complete unveiling of the regular season schedule on Wednesday at 8 p.m. ET.

Rodgers, who grew up in Chico and played at Cal, will make his Northern California return in Week 1 to face his old nemesis. His 20th NFL season will begin against the organization that ended his season four times in the postseason while he played for the Packers.

Get DFW local news, weather forecasts and entertainment stories to your inbox. Sign up for NBC DFW newsletters .

In nine regular-season games, Green Bay went 6-3 against the 49ers with Rodgers at quarterback. But Rodgers is 0-4 against the 49ers in the postseason .

Most recently, the 49ers beat Rodgers 37-20 in the NFC Championship Game in January 2020 . Two years later, the 49ers upset the top-seeded Packers 13-10 on a frigid night at Lambeau Field in the divisional round of the playoffs.

Rodgers, a 10-time Pro Bowl selection and four-time NFL MVP , will get another crack at the 49ers with his new team.

Ronaldo, Rahm and Messi top Forbes' list of highest-paid athletes for 2024

5 takeaways from NFL schedule release: Primetime matchups, bye weeks and more

Rodgers was traded to the Jets last offseason, but he took just four snaps before sustaining a torn left Achilles in the season opener against the Buffalo Bills — also on Monday Night Football.

Tight end George Kittle hinted at a 49ers-Jets matchup on Instagram on Monday.

Does George know something we don’t know? 🤔 [via @gkittle46 / IG] pic.twitter.com/8cSx1N1pyr — 49ers on NBCS (@NBCS49ers) May 13, 2024

The 49ers have opened the season only once before against the Jets, and it was a memorable game. On Sept. 6, 1998, the teams went to overtime before Garrison Hearst ended it with a 96-yard touchdown run for a 36-30 victory at Candlestick Park.

There is a large 49ers flavor on the Jets.

Head coach Robert Saleh served four seasons on Kyle Shanahan’s staff as defensive coordinator. In three seasons with New York, his teams are 18-33, including back-to-back years of 7-10.

Former 49ers linebacker Jeff Ulbrich is the Jets’ defensive coordinator. And among the former San Francisco players on New York's roster are defensive linemen and past first-round draft draft picks Solomon Thomas and Javon Kinlaw.

The defending NFC champions ended the 2023 season under the prime time lights, and that's exactly where they will begin the 2024 season.

Download and follow the 49ers Talk Podcast

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Business process delegation updates for finance and human resources.

Beginning on Friday, May 24 , delegation will be enabled on several Workday business processes. Prior to this change, delegation was only enabled on time tracking and financial business processes.  These changes will make the functionality available to human resources business processes. 

  If you have a step in the process, you will be able to use the "Request Delegation" task to temporarily delegate your work to an appropriate individual because you will be out of the office or otherwise unavailable to complete or approve transactions in Workday. Delegation will be available for the business processes listed below.

• Add Additional Job  
• Assign Costing Allocation (Cost Center Manager was added with the position control project)   
• Change Job  
• Change Organization Assignments for Worker  
• Create Payroll Accounting Adjustments  
• Edit Position 
• Edit Position Restrictions  
• Job Requisition  
• Period Activity Pay  
• Request Compensation Change   
• Request One-Time Payment 

This expanded functionality offers the benefits of (1) a formalized process for assigning work to appropriate and responsible parties when planning time away and (2) assurance that your time-sensitive tasks have been appropriately delegated and can be managed in your absence, thereby providing peace of mind while away.

  Delegation requests should be for 30 days or less unless there are extenuating circumstances (e.g., employee on a leave of absence) that may require up to 180 days of delegation. Refer to the  delegation job aid  in the Administrative Resource Center for more information. Additionally, an enhancement was made to include the worker job profile on the "Delegations History - OSU" (Tableau Report). Please make sure to monitor the report monthly to ensure delegations are appropriate.  

Call for the Admission to PhD positions–XL Cycle-ay2024/2025 with the assignment of doctoral scholarships financed by the University,Next Gen.EU-NRRP(Nat. Recov. and Resil Plan)ex DDMM 629,630/2024and other funds.Deadline:20/6/2024-12.00am-noon,CET

Job Information

Offer description.

Call for the Admission to PhD positions – XL Cycle - a.y. 2024/2025 with the assignment of further doctoral scholarships financed by the University, by Next Generation EU - NRRP (National Recovery and Resilience Plan) PNRR ex DD.MM. 629, 630/2024 and other funds. - Deadline: 20th June 2024 at 12:00 am (noon, Central Europe Summer Time)

Requirements

Additional information.

The selection and assignment of additional scholarships may take place on specific topics described in the PhD Programme Information Sheet (Annex 1) of each PhD Programme, published at the Call webpage.

Eligible destination country/ies for fellows:

Eligibility of fellows: country/ies of residence:

Eligibility of fellows: nationality/ies:

Available positions may be consulted in the information sheet of each PhD Programme (Annex 1). The detailed information is the following: number of positions (with and without scholarship) and their research topics; ● admission requirements; ● selection mode; ● evaluation criteria.

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