Work Sample:
Definition, Types, Benefits & Process

A work sample test is an assessment that asks candidates to complete tasks or projects that closely mirror the actual work they would perform on the job. Instead of answering hypothetical interview questions or describing past experiences, candidates demonstrate their skills in real time by performing job-related activities under conditions similar to those found in the actual work environment.

Work sample tests require applicants to perform tasks or work activities identical or highly similar to tasks employees perform on the job. Great care is taken in trying to mimic the work environment to the greatest extent possible. For instance, applicants for an Administrative Assistant position may be asked to transcribe an internal memo using a word processor or to accurately file a stack of paperwork at a workstation highly similar to that found on the job.

Related terms: performance test, work simulation, job tryout, realistic job preview

Work samples should be requested when scheduling applicants for interviews rather than posting work sample requirements in the job advertisement or posting. This approach decreases the volume of paper required for pre-screening and ensures efficiency in the evaluation process.

Work samples should be requested of all interviewees rather than a select number to maintain fairness and consistency. Until you review the work sample directly with the candidate during the interview, you cannot confirm whether they personally and independently produced the sample.

Work sample tests take many forms depending on the role and required competencies. The format varies based on the complexity of the position and the skills being assessed.

In-basket exercises are a common type where candidates receive a pile of to-dos like emails, memos, and reports and are asked to prioritize and respond as if they were on the job. Simulations are another format where applicants might resolve a customer complaint or conduct a mock sales pitch.

Presentations are widely used in business and consulting roles where candidates analyze data and present their findings to a panel. For skilled trades, employers use hands-on tasks where candidates assemble equipment, demonstrate repair skills, or perform other practical work.

Work sample tests can range from 5 minutes to multiple hours depending on the role and stage of the hiring process. The length should balance thoroughness with consideration for the candidate's time.

There are 4 common duration categories for work samples:

• 5 to 15-minute tasks serve as filtering devices for high-volume roles, used early in the application process before candidates submit their applications
• 1 to 2-hour workshops allow exploration of complex tasks with candidates and provide first-hand observation of their working and communication styles, perfect for roles requiring quick-fire strategic thinking
• 2+ hour take-home tasks simulate independent work on clearly defined tasks such as writing a blog post, designing a web page, or creating a sales presentation
• Work-day trials provide longer projects for candidates to work on with the team, offering the deepest insight into potential, especially when hiring senior leaders with multiple responsibilities

If you expect people to spend above a few hours completing their work sample, the best practice is to compensate them for their time. Candidates may be put off and drop out of the process if you ask too much of them, especially those who are time-poor such as parents and carers.

Work sample tests provide direct evidence of ability rather than relying on resumes that can exaggerate skills or interviews that are often subjective. Research consistently shows that work sample tests are among the most predictive measures of job performance, often outperforming traditional interviews in forecasting how well a candidate will succeed.

One of the biggest benefits is that work sample tests allow for objective evaluation. Rather than relying on gut feelings, hiring managers can compare the output of two candidates side by side. Work samples are 3 times more effective at identifying the best candidate than CVs.

For candidates, these tests act as a realistic job preview. Completing the assessment gives them an authentic look into the type of work they will be doing, which helps set expectations and improves retention down the road. Candidates often find the process more engaging and fair because they are being evaluated on their work rather than on vague interview questions.

Employers benefit from making better hiring decisions because the test demonstrates job-related skills directly, reducing the risk of costly mis-hires.

The work sample test should be a realistic example of the kinds of tasks candidates would be asked to complete in their day-to-day work. Tasks should closely reflect the core responsibilities and skills in the job description.

The material requested must be job-related and must be material that can be objectively evaluated. Areas that may be pertinent to work samples include writing, editing, publicity, graphics, forms design, manuscript production, report writing, and correspondence.

Instructions on what to bring to the interview should be clear. For example, "Please bring with you no more than 2 or 3 examples of brochures that you personally developed" or "Please bring an example that would demonstrate your analytical writing skills. It should be no longer than 3 to 4 pages and have been researched and written by you personally."

Employers who want to maximize the value of work sample tests should follow 4 best practices:

1. Tasks should be realistic and closely mirror the actual job rather than presenting an idealized version of it
2. Tests should be kept manageable in length, balancing thoroughness with consideration for the candidate's time
3. Scoring should be standardized with clear rubrics to ensure fairness and objectivity
4. Employers should offer feedback to candidates when possible, as even brief constructive notes can improve the candidate experience and strengthen the employer's brand

The criteria for evaluating the work sample and the weight or importance of the work sample in the selection process must be predetermined. You need to determine if you will grade pass/fail, use a 1-2-3 scale, or use another grading system. This grading needs to be as tangible, measurable, and objective as possible relative to the posted requirement.

To remove ambiguity from the process, create a rating scale with 3 key components:

1. Predefine a list of 5 to 6 skills that the work sample tests by reviewing the job description
2. Decide on a consistent rating scale such as 1 to 5 or star ratings
3. Define criteria that determine a poor, okay, and great score

Each work sample should be scored independently by 2 reviewers. Never share scores between reviewers until every candidate has been rated. This allows reviewers to form their own opinion on candidates rather than letting their assessments be swayed by their peers.

If your work sample test involves multiple questions, rate responses question-by-question rather than candidate-by-candidate, and hide previous scores from view. Harvard professor Iris Bohnet found that when assessors evaluated one candidate at a time, they were more likely to assign roles based on gender stereotypes. However, when they compared candidates to one another, they overcame this bias.

Organizations use work sample tests at different stages of the hiring process depending on their needs and the role being filled. The optimal timing depends on the volume of applicants and the complexity of the position.

Some organizations introduce work samples early as a screening tool. For instance, a short task such as writing a 300-word draft blog post can help quickly narrow down a large applicant pool. When hiring a Business Intern position, Fair HQ used early work samples where 900 people started the application but only 90 completed the work sample tasks, leaving them with the most dedicated 10 percent of candidates.

Others save work samples for the final stage, asking top candidates to complete a more in-depth project like a multi-step case study to assess problem-solving, creativity, and collaboration skills. Many employers combine work sample tests with other evaluations such as structured interviews or cognitive ability assessments for a more comprehensive view of a candidate's abilities.

It is recommended to use work samples early in the hiring process to get a clear idea of candidates' abilities right away, ensuring judgments remain untainted by bias that can occur when meeting candidates face-to-face.

Tasks applicants are asked to perform are very representative of the tasks performed on the job, meaning they have a high degree of content validity. Performance on the tests relates highly to performance on the job, demonstrating a high degree of criterion-related validity.

According to industrial-organizational psychology studies, work sample tests often outperform traditional interviews in forecasting how well a candidate will succeed. This predictive power comes from the fact that the test replicates the work itself. Employers are not guessing based on signals but observing actual behavior.

Applicants often perceive work samples as being very fair, meaning they have a high degree of face validity. This perception of fairness contributes to positive applicant reactions and improves the overall candidate experience.

Work sample tests may be costly to develop, both in terms of time and money. They may require periodic updating, such as when a task involving using a typewriter to draft a document needs to be changed because the organization becomes fully automated and documents are now drafted using word processors.

Administration costs can also be significant. Work sample tests may be time-consuming and expensive to administer because they often require individual administration only and may not be suitable for group administrations. They require hands-on performance by the applicant in a simulated work environment and need individuals to observe and sometimes rate applicant performance.

Despite these costs, work sample tests offer a high return on investment if you need applicants who possess specific critical competencies upon entry into the job. If the competencies measured by the tests can be learned on the job or are not highly critical, then the return on investment will be significantly lower.

Generally little or no performance differences are found between men and women or applicants of different races on work sample tests, although the presence of gender and racial differences depends on the competencies being assessed.

However, live work sample tests such as live coding or whiteboarding exercises can put candidates under significant pressure and may create gendered divides in performance. In one study, all women who were given a live coding test while being watched by an interviewer failed the task. All women who were allowed to complete the test in private passed.

These tests are more a test of how well candidates handle anxiety than how well they can code. If you want to be an inclusive recruiter, ditch the live code test and opt for take-home work samples instead.

Work sample tests should only be used in situations where applicants are expected to possess the required competencies upon entry into the position. If training on how to perform the work activities will be provided after selection, the work sample method may not be appropriate.

Work samples should not be used for skills where manifest job-relatedness cannot be drawn between the work sample and the job that was recruited. Many job skills are difficult to review through work samples for a variety of reasons, including conference coordination, calendar control, supervision, interpersonal skills, fabrication, and maintenance.

Additionally, you need to predetermine how to evaluate an applicant who for whatever reason is unable to provide the work sample, such as when their materials are in another location, they did not have access to a copy machine, or their best work is with their employer at the review stage.

A work sample test is often compared to 3 related assessment concepts:

Work Sample Test vs. Performance Test

A work sample is a product such as an example of writing or editing that applicants are requested to bring to the job interview. These samples are reviewed by the hiring supervisor as examples of work that can be produced by the applicant. This review of work samples is different than asking the applicant to produce something at the time of the interview, which is considered a performance test. Whether a work sample or performance test, both constitute a test under the law and under equal employment opportunity guidelines.

Work Sample Test vs. Job Simulation

Work samples attempt to recreate specific work scenarios with tasks identical or highly similar to job tasks. In contrast, performance tests can be designed to mirror very broad aspects of the job that may draw on fundamental competencies needed to perform a wide range of job tasks. For example, rather than recreate a large number of scenarios, employers may design a single exercise to measure general competencies through an interactive role-play that measures problem-solving, communication, and interpersonal skills.

Work Sample Test vs. Realistic Job Preview

For candidates, work sample tests act as a realistic job preview by giving them an authentic look into the type of work they will be doing. However, a realistic job preview is primarily informational, while a work sample test requires active demonstration of skills and abilities. Work samples both preview the job and assess the candidate's capability to perform it.