assignment of work

5 U.S. Code § 7106 - Management rights

Section effective 90 days after Oct. 13, 1978 , see section 907 of Pub. L. 95–454 , set out as an Effective Date of 1978 Amendment note under section 1101 of this title .

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Make Sure Your Team’s Workload Is Divided Fairly

• Rebecca Knight

It’ll save your top performer from burnout.

An important part of your job as a manager is making sure everyone on your team has the right amount of work. It’s tempting to give the workhorse more projects than others (especially if she’ll get them done the fastest) or to ease up on someone who is struggling, but you also need to be fair. How do you make sure that work on your team is evenly distributed? What do you do about the person who’s great at saying no and the one who can’t say no?

• RK Rebecca Knight is a journalist who writes about all things related to the changing nature of careers and the workplace. Her essays and reported stories have been featured in The Boston Globe, Business Insider, The New York Times, BBC, and The Christian Science Monitor. She was shortlisted as a Reuters Institute Fellow at Oxford University in 2023. Earlier in her career, she spent a decade as an editor and reporter at the Financial Times in New York, London, and Boston.

Partner Center

Work For Hire vs. Assignment of Work Product

FOR EDUCATIONAL USE ONLY This table does not constitute legal advice – if you have questions, please contact [email protected]

Zainab Hussain

• assignments basic law

Assignments: The Basic Law

The assignment of a right or obligation is a common contractual event under the law and the right to assign (or prohibition against assignments) is found in the majority of agreements, leases and business structural documents created in the United States.

As with many terms commonly used, people are familiar with the term but often are not aware or fully aware of what the terms entail. The concept of assignment of rights and obligations is one of those simple concepts with wide ranging ramifications in the contractual and business context and the law imposes severe restrictions on the validity and effect of assignment in many instances. Clear contractual provisions concerning assignments and rights should be in every document and structure created and this article will outline why such drafting is essential for the creation of appropriate and effective contracts and structures.

The reader should first read the article on Limited Liability Entities in the United States and Contracts since the information in those articles will be assumed in this article.

Basic Definitions and Concepts:

An assignment is the transfer of rights held by one party called the “assignor” to another party called the “assignee.” The legal nature of the assignment and the contractual terms of the agreement between the parties determines some additional rights and liabilities that accompany the assignment. The assignment of rights under a contract usually completely transfers the rights to the assignee to receive the benefits accruing under the contract. Ordinarily, the term assignment is limited to the transfer of rights that are intangible, like contractual rights and rights connected with property. Merchants Service Co. v. Small Claims Court , 35 Cal. 2d 109, 113-114 (Cal. 1950).

An assignment will generally be permitted under the law unless there is an express prohibition against assignment in the underlying contract or lease. Where assignments are permitted, the assignor need not consult the other party to the contract but may merely assign the rights at that time. However, an assignment cannot have any adverse effect on the duties of the other party to the contract, nor can it diminish the chance of the other party receiving complete performance. The assignor normally remains liable unless there is an agreement to the contrary by the other party to the contract.

The effect of a valid assignment is to remove privity between the assignor and the obligor and create privity between the obligor and the assignee. Privity is usually defined as a direct and immediate contractual relationship. See Merchants case above.

Further, for the assignment to be effective in most jurisdictions, it must occur in the present. One does not normally assign a future right; the assignment vests immediate rights and obligations.

No specific language is required to create an assignment so long as the assignor makes clear his/her intent to assign identified contractual rights to the assignee. Since expensive litigation can erupt from ambiguous or vague language, obtaining the correct verbiage is vital. An agreement must manifest the intent to transfer rights and can either be oral or in writing and the rights assigned must be certain.

Note that an assignment of an interest is the transfer of some identifiable property, claim, or right from the assignor to the assignee. The assignment operates to transfer to the assignee all of the rights, title, or interest of the assignor in the thing assigned. A transfer of all rights, title, and interests conveys everything that the assignor owned in the thing assigned and the assignee stands in the shoes of the assignor. Knott v. McDonald’s Corp ., 985 F. Supp. 1222 (N.D. Cal. 1997)

The parties must intend to effectuate an assignment at the time of the transfer, although no particular language or procedure is necessary. As long ago as the case of National Reserve Co. v. Metropolitan Trust Co ., 17 Cal. 2d 827 (Cal. 1941), the court held that in determining what rights or interests pass under an assignment, the intention of the parties as manifested in the instrument is controlling.

The intent of the parties to an assignment is a question of fact to be derived not only from the instrument executed by the parties but also from the surrounding circumstances. When there is no writing to evidence the intention to transfer some identifiable property, claim, or right, it is necessary to scrutinize the surrounding circumstances and parties’ acts to ascertain their intentions. Strosberg v. Brauvin Realty Servs., 295 Ill. App. 3d 17 (Ill. App. Ct. 1st Dist. 1998)

The general rule applicable to assignments of choses in action is that an assignment, unless there is a contract to the contrary, carries with it all securities held by the assignor as collateral to the claim and all rights incidental thereto and vests in the assignee the equitable title to such collateral securities and incidental rights. An unqualified assignment of a contract or chose in action, however, with no indication of the intent of the parties, vests in the assignee the assigned contract or chose and all rights and remedies incidental thereto.

More examples: In Strosberg v. Brauvin Realty Servs ., 295 Ill. App. 3d 17 (Ill. App. Ct. 1st Dist. 1998), the court held that the assignee of a party to a subordination agreement is entitled to the benefits and is subject to the burdens of the agreement. In Florida E. C. R. Co. v. Eno , 99 Fla. 887 (Fla. 1930), the court held that the mere assignment of all sums due in and of itself creates no different or other liability of the owner to the assignee than that which existed from the owner to the assignor.

And note that even though an assignment vests in the assignee all rights, remedies, and contingent benefits which are incidental to the thing assigned, those which are personal to the assignor and for his sole benefit are not assigned. Rasp v. Hidden Valley Lake, Inc ., 519 N.E.2d 153, 158 (Ind. Ct. App. 1988). Thus, if the underlying agreement provides that a service can only be provided to X, X cannot assign that right to Y.

Novation Compared to Assignment:

Although the difference between a novation and an assignment may appear narrow, it is an essential one. “Novation is a act whereby one party transfers all its obligations and benefits under a contract to a third party.” In a novation, a third party successfully substitutes the original party as a party to the contract. “When a contract is novated, the other contracting party must be left in the same position he was in prior to the novation being made.”

A sublease is the transfer when a tenant retains some right of reentry onto the leased premises. However, if the tenant transfers the entire leasehold estate, retaining no right of reentry or other reversionary interest, then the transfer is an assignment. The assignor is normally also removed from liability to the landlord only if the landlord consents or allowed that right in the lease. In a sublease, the original tenant is not released from the obligations of the original lease.

Equitable Assignments:

An equitable assignment is one in which one has a future interest and is not valid at law but valid in a court of equity. In National Bank of Republic v. United Sec. Life Ins. & Trust Co. , 17 App. D.C. 112 (D.C. Cir. 1900), the court held that to constitute an equitable assignment of a chose in action, the following has to occur generally: anything said written or done, in pursuance of an agreement and for valuable consideration, or in consideration of an antecedent debt, to place a chose in action or fund out of the control of the owner, and appropriate it to or in favor of another person, amounts to an equitable assignment. Thus, an agreement, between a debtor and a creditor, that the debt shall be paid out of a specific fund going to the debtor may operate as an equitable assignment.

In Egyptian Navigation Co. v. Baker Invs. Corp. , 2008 U.S. Dist. LEXIS 30804 (S.D.N.Y. Apr. 14, 2008), the court stated that an equitable assignment occurs under English law when an assignor, with an intent to transfer his/her right to a chose in action, informs the assignee about the right so transferred.

An executory agreement or a declaration of trust are also equitable assignments if unenforceable as assignments by a court of law but enforceable by a court of equity exercising sound discretion according to the circumstances of the case. Since California combines courts of equity and courts of law, the same court would hear arguments as to whether an equitable assignment had occurred. Quite often, such relief is granted to avoid fraud or unjust enrichment.

Note that obtaining an assignment through fraudulent means invalidates the assignment. Fraud destroys the validity of everything into which it enters. It vitiates the most solemn contracts, documents, and even judgments. Walker v. Rich , 79 Cal. App. 139 (Cal. App. 1926). If an assignment is made with the fraudulent intent to delay, hinder, and defraud creditors, then it is void as fraudulent in fact. See our article on Transfers to Defraud Creditors .

But note that the motives that prompted an assignor to make the transfer will be considered as immaterial and will constitute no defense to an action by the assignee, if an assignment is considered as valid in all other respects.

Enforceability of Assignments:

Whether a right under a contract is capable of being transferred is determined by the law of the place where the contract was entered into. The validity and effect of an assignment is determined by the law of the place of assignment. The validity of an assignment of a contractual right is governed by the law of the state with the most significant relationship to the assignment and the parties.

In some jurisdictions, the traditional conflict of laws rules governing assignments has been rejected and the law of the place having the most significant contacts with the assignment applies. In Downs v. American Mut. Liability Ins. Co ., 14 N.Y.2d 266 (N.Y. 1964), a wife and her husband separated and the wife obtained a judgment of separation from the husband in New York. The judgment required the husband to pay a certain yearly sum to the wife. The husband assigned 50 percent of his future salary, wages, and earnings to the wife. The agreement authorized the employer to make such payments to the wife.

After the husband moved from New York, the wife learned that he was employed by an employer in Massachusetts. She sent the proper notice and demanded payment under the agreement. The employer refused and the wife brought an action for enforcement. The court observed that Massachusetts did not prohibit assignment of the husband’s wages. Moreover, Massachusetts law was not controlling because New York had the most significant relationship with the assignment. Therefore, the court ruled in favor of the wife.

Therefore, the validity of an assignment is determined by looking to the law of the forum with the most significant relationship to the assignment itself. To determine the applicable law of assignments, the court must look to the law of the state which is most significantly related to the principal issue before it.

Assignment of Contractual Rights:

Generally, the law allows the assignment of a contractual right unless the substitution of rights would materially change the duty of the obligor, materially increase the burden or risk imposed on the obligor by the contract, materially impair the chance of obtaining return performance, or materially reduce the value of the performance to the obligor. Restat 2d of Contracts, § 317(2)(a). This presumes that the underlying agreement is silent on the right to assign.

If the contract specifically precludes assignment, the contractual right is not assignable. Whether a contract is assignable is a matter of contractual intent and one must look to the language used by the parties to discern that intent.

In the absence of an express provision to the contrary, the rights and duties under a bilateral executory contract that does not involve personal skill, trust, or confidence may be assigned without the consent of the other party. But note that an assignment is invalid if it would materially alter the other party’s duties and responsibilities. Once an assignment is effective, the assignee stands in the shoes of the assignor and assumes all of assignor’s rights. Hence, after a valid assignment, the assignor’s right to performance is extinguished, transferred to assignee, and the assignee possesses the same rights, benefits, and remedies assignor once possessed. Robert Lamb Hart Planners & Architects v. Evergreen, Ltd. , 787 F. Supp. 753 (S.D. Ohio 1992).

On the other hand, an assignee’s right against the obligor is subject to “all of the limitations of the assignor’s right, all defenses thereto, and all set-offs and counterclaims which would have been available against the assignor had there been no assignment, provided that these defenses and set-offs are based on facts existing at the time of the assignment.” See Robert Lamb , case, above.

The power of the contract to restrict assignment is broad. Usually, contractual provisions that restrict assignment of the contract without the consent of the obligor are valid and enforceable, even when there is statutory authorization for the assignment. The restriction of the power to assign is often ineffective unless the restriction is expressly and precisely stated. Anti-assignment clauses are effective only if they contain clear, unambiguous language of prohibition. Anti-assignment clauses protect only the obligor and do not affect the transaction between the assignee and assignor.

Usually, a prohibition against the assignment of a contract does not prevent an assignment of the right to receive payments due, unless circumstances indicate the contrary. Moreover, the contracting parties cannot, by a mere non-assignment provision, prevent the effectual alienation of the right to money which becomes due under the contract.

A contract provision prohibiting or restricting an assignment may be waived, or a party may so act as to be estopped from objecting to the assignment, such as by effectively ratifying the assignment. The power to void an assignment made in violation of an anti-assignment clause may be waived either before or after the assignment. See our article on Contracts.

Noncompete Clauses and Assignments:

Of critical import to most buyers of businesses is the ability to ensure that key employees of the business being purchased cannot start a competing company. Some states strictly limit such clauses, some do allow them. California does restrict noncompete clauses, only allowing them under certain circumstances. A common question in those states that do allow them is whether such rights can be assigned to a new party, such as the buyer of the buyer.

A covenant not to compete, also called a non-competitive clause, is a formal agreement prohibiting one party from performing similar work or business within a designated area for a specified amount of time. This type of clause is generally included in contracts between employer and employee and contracts between buyer and seller of a business.

Many workers sign a covenant not to compete as part of the paperwork required for employment. It may be a separate document similar to a non-disclosure agreement, or buried within a number of other clauses in a contract. A covenant not to compete is generally legal and enforceable, although there are some exceptions and restrictions.

Whenever a company recruits skilled employees, it invests a significant amount of time and training. For example, it often takes years before a research chemist or a design engineer develops a workable knowledge of a company’s product line, including trade secrets and highly sensitive information. Once an employee gains this knowledge and experience, however, all sorts of things can happen. The employee could work for the company until retirement, accept a better offer from a competing company or start up his or her own business.

A covenant not to compete may cover a number of potential issues between employers and former employees. Many companies spend years developing a local base of customers or clients. It is important that this customer base not fall into the hands of local competitors. When an employee signs a covenant not to compete, he or she usually agrees not to use insider knowledge of the company’s customer base to disadvantage the company. The covenant not to compete often defines a broad geographical area considered off-limits to former employees, possibly tens or hundreds of miles.

Another area of concern covered by a covenant not to compete is a potential ‘brain drain’. Some high-level former employees may seek to recruit others from the same company to create new competition. Retention of employees, especially those with unique skills or proprietary knowledge, is vital for most companies, so a covenant not to compete may spell out definite restrictions on the hiring or recruiting of employees.

A covenant not to compete may also define a specific amount of time before a former employee can seek employment in a similar field. Many companies offer a substantial severance package to make sure former employees are financially solvent until the terms of the covenant not to compete have been met.

Because the use of a covenant not to compete can be controversial, a handful of states, including California, have largely banned this type of contractual language. The legal enforcement of these agreements falls on individual states, and many have sided with the employee during arbitration or litigation. A covenant not to compete must be reasonable and specific, with defined time periods and coverage areas. If the agreement gives the company too much power over former employees or is ambiguous, state courts may declare it to be overbroad and therefore unenforceable. In such case, the employee would be free to pursue any employment opportunity, including working for a direct competitor or starting up a new company of his or her own.

It has been held that an employee’s covenant not to compete is assignable where one business is transferred to another, that a merger does not constitute an assignment of a covenant not to compete, and that a covenant not to compete is enforceable by a successor to the employer where the assignment does not create an added burden of employment or other disadvantage to the employee. However, in some states such as Hawaii, it has also been held that a covenant not to compete is not assignable and under various statutes for various reasons that such covenants are not enforceable against an employee by a successor to the employer. Hawaii v. Gannett Pac. Corp. , 99 F. Supp. 2d 1241 (D. Haw. 1999)

It is vital to obtain the relevant law of the applicable state before drafting or attempting to enforce assignment rights in this particular area.

Conclusion:

In the current business world of fast changing structures, agreements, employees and projects, the ability to assign rights and obligations is essential to allow flexibility and adjustment to new situations. Conversely, the ability to hold a contracting party into the deal may be essential for the future of a party. Thus, the law of assignments and the restriction on same is a critical aspect of every agreement and every structure. This basic provision is often glanced at by the contracting parties, or scribbled into the deal at the last minute but can easily become the most vital part of the transaction.

As an example, one client of ours came into the office outraged that his co venturer on a sizable exporting agreement, who had excellent connections in Brazil, had elected to pursue another venture instead and assigned the agreement to a party unknown to our client and without the business contacts our client considered vital. When we examined the handwritten agreement our client had drafted in a restaurant in Sao Paolo, we discovered there was no restriction on assignment whatsoever…our client had not even considered that right when drafting the agreement after a full day of work.

One choses who one does business with carefully…to ensure that one’s choice remains the party on the other side of the contract, one must master the ability to negotiate proper assignment provisions.

Founded in 1939, our law firm combines the ability to represent clients in domestic or international matters with the personal interaction with clients that is traditional to a long established law firm.

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What Every Job Seeker Should Know About Work Assignments During the Interview Process

You’re progressing well through an interview process, and you think you’re close to landing that coveted offer, when the employer says, “One more thing—we have a little homework for you.”

This tactic is used by a lot of companies (especially startups), and with good reason: The hiring manager gets a firsthand look at your approach, creativity, quality, turn-around speed, and communication and presentation style and can gauge how serious you are about the position.

If you really want that job, your instinct will likely be to put your best foot forward and provide the most fabulous project the employer has ever seen. But there’s something else to consider: You may end up putting in many hours of work, creating an awesome deliverable—and at the end of it all, still not getting the job. There’s even a chance that the company will take the ideas you labored over for its own benefit, and you’re left not only without an offer, but without compensation for all that hard work.

It’s happened to me: Once, at the end of a second round interview, a hiring manager asked me for a list of quick-hit ideas on increasing user engagement for his consumer website. I spent almost half a day coming up with a list of 10 great ideas, including many examples from other sites. After I proudly sent over my recommendations, I didn’t hear from the company for over two weeks. When I finally got a response, he thanked me for all my hard work and said that the company decided not to pursue the position at this time due to “internal matters.”

Who knows if this really was the case; but to my surprise, I noticed a handful of my ideas were actually implemented within the next few months on their site. Maybe these were ideas already in motion and my assignment only confirmed what was planned, but I couldn’t help but feel that I had been somewhat “used” and regretted putting so much time and effort into this homework.

While there are times you may want to go to the moon and back for a job , it’s also important to be careful how you approach these homework assignments—especially if you’re investing your time into applying to multiple jobs. Here are some tips on how to handle this tricky situation.

1. Understand General Goals and Expectations

First, it’s important to get a sense of how this assignment will factor into the overall evaluation of your candidacy. Is this the final hurdle before the job offer? (It should be.) How will this be weighed with other elements of your interview? (You should get some positive reinforcement that the company’s very interested and just wants to get a sense of how you work.) How long will the assignment take? (Being asked to spend more than 2-3 hours on an assignment before getting hired is bordering on disrespect.)

Don’t be afraid to ask questions like, “Can you help me understand how this assignment will be evaluated?” “Are you looking more for big-picture ideas, or a detailed look at my recommendations?” “Roughly how much time do you recommend I put into this assignment?” It’ll help you understand what the company is looking for and how much time you’re willing to put forth.

2. Ask for Data

Next, remember that you have every right to ask for information that’ll help you better tackle the assignment and not start from scratch (if you were hired, that’s what you’d obviously do , right?). So, put some onus on the company to provide relevant data. For example, if the company is asking for your ideas on potential partners, ask questions that’ll point you in the right direction, like, “Who are your current partners?” “What types of partners are you currently pursuing?” “What are the key metrics that define a successful partnership?”

And if the company doesn’t provide any more information? Do your best, but also make sure you express where you’ve made assumptions based on lack of information—e.g., “Without knowing what your current metrics for successful partnerships are, I’ve made suggestions for partners that will boost both brand awareness and website traffic. Obviously, if the company has different goals, I would be able to adjust these recommendations.”

And then don’t worry—if the hiring manager doesn’t offer it, he or she will understand that you’re operating under lack of information and history.

3. Outline Main Points, Only Tease the Details

More often than not, the primary reason companies dole out homework is to get a better sense of your thought process, as well as how you structure and convey your thoughts and ideas. There’s not necessarily a “right” answer, nor is there a need to get way down in the weeds.

So, don’t stress about providing a ton of information—just outline the main points (bullets and numbered lists usually work well). You can tease out more details as you’re talking through your assignment in the interview without having to write down your specific plans and fully fleshed out ideas. Remember: You don’t want the hiring manager to have the blueprints for your fabulous ideas—you want him or her to hire you so that you can be the one implement them!

4. If You’re Worried, Get an NDA in Place

Depending on the type of job function and level you’re interviewing for, it may not be a bad idea to request a non-disclosure agreement. If there is any confidential information you do not want shared widely, your assignment involves using data from your current employer, or you just have a nagging concern that the company may steal your best ideas, take a precaution and get a simple mutual NDA executed (many template NDA forms are available online for download). Don’t make it too legally formal—the company may get turned off by this move—just let the hiring manager know you just want to make sure things stay confidential and you’d be more comfortable providing details with a simple NDA in place. If he or she refuses to sign, this may be another warning flag.

Knocking a homework assignment out of the park can be an amazing chance to show you’re the best candidate of the bunch, but you never want to get in a situation where you’re wasting your time or being used for free labor. Follow these guidelines, and you’ll be able to present a great deliverable while making sure you’re spending your time and effort the right way.

Photo of man working courtesy of Shutterstock .

Understanding Assignments

What this handout is about.

The first step in any successful college writing venture is reading the assignment. While this sounds like a simple task, it can be a tough one. This handout will help you unravel your assignment and begin to craft an effective response. Much of the following advice will involve translating typical assignment terms and practices into meaningful clues to the type of writing your instructor expects. See our short video for more tips.

Basic beginnings

Regardless of the assignment, department, or instructor, adopting these two habits will serve you well :

• Read the assignment carefully as soon as you receive it. Do not put this task off—reading the assignment at the beginning will save you time, stress, and problems later. An assignment can look pretty straightforward at first, particularly if the instructor has provided lots of information. That does not mean it will not take time and effort to complete; you may even have to learn a new skill to complete the assignment.
• Ask the instructor about anything you do not understand. Do not hesitate to approach your instructor. Instructors would prefer to set you straight before you hand the paper in. That’s also when you will find their feedback most useful.

Assignment formats

Many assignments follow a basic format. Assignments often begin with an overview of the topic, include a central verb or verbs that describe the task, and offer some additional suggestions, questions, or prompts to get you started.

An Overview of Some Kind

The instructor might set the stage with some general discussion of the subject of the assignment, introduce the topic, or remind you of something pertinent that you have discussed in class. For example:

“Throughout history, gerbils have played a key role in politics,” or “In the last few weeks of class, we have focused on the evening wear of the housefly …”

The Task of the Assignment

Pay attention; this part tells you what to do when you write the paper. Look for the key verb or verbs in the sentence. Words like analyze, summarize, or compare direct you to think about your topic in a certain way. Also pay attention to words such as how, what, when, where, and why; these words guide your attention toward specific information. (See the section in this handout titled “Key Terms” for more information.)

“Analyze the effect that gerbils had on the Russian Revolution”, or “Suggest an interpretation of housefly undergarments that differs from Darwin’s.”

Additional Material to Think about

Here you will find some questions to use as springboards as you begin to think about the topic. Instructors usually include these questions as suggestions rather than requirements. Do not feel compelled to answer every question unless the instructor asks you to do so. Pay attention to the order of the questions. Sometimes they suggest the thinking process your instructor imagines you will need to follow to begin thinking about the topic.

“You may wish to consider the differing views held by Communist gerbils vs. Monarchist gerbils, or Can there be such a thing as ‘the housefly garment industry’ or is it just a home-based craft?”

These are the instructor’s comments about writing expectations:

“Be concise”, “Write effectively”, or “Argue furiously.”

Technical Details

These instructions usually indicate format rules or guidelines.

“Your paper must be typed in Palatino font on gray paper and must not exceed 600 pages. It is due on the anniversary of Mao Tse-tung’s death.”

The assignment’s parts may not appear in exactly this order, and each part may be very long or really short. Nonetheless, being aware of this standard pattern can help you understand what your instructor wants you to do.

Interpreting the assignment

Ask yourself a few basic questions as you read and jot down the answers on the assignment sheet:

Why did your instructor ask you to do this particular task?

Who is your audience.

• What kind of evidence do you need to support your ideas?

What kind of writing style is acceptable?

• What are the absolute rules of the paper?

Try to look at the question from the point of view of the instructor. Recognize that your instructor has a reason for giving you this assignment and for giving it to you at a particular point in the semester. In every assignment, the instructor has a challenge for you. This challenge could be anything from demonstrating an ability to think clearly to demonstrating an ability to use the library. See the assignment not as a vague suggestion of what to do but as an opportunity to show that you can handle the course material as directed. Paper assignments give you more than a topic to discuss—they ask you to do something with the topic. Keep reminding yourself of that. Be careful to avoid the other extreme as well: do not read more into the assignment than what is there.

Of course, your instructor has given you an assignment so that they will be able to assess your understanding of the course material and give you an appropriate grade. But there is more to it than that. Your instructor has tried to design a learning experience of some kind. Your instructor wants you to think about something in a particular way for a particular reason. If you read the course description at the beginning of your syllabus, review the assigned readings, and consider the assignment itself, you may begin to see the plan, purpose, or approach to the subject matter that your instructor has created for you. If you still aren’t sure of the assignment’s goals, try asking the instructor. For help with this, see our handout on getting feedback .

Given your instructor’s efforts, it helps to answer the question: What is my purpose in completing this assignment? Is it to gather research from a variety of outside sources and present a coherent picture? Is it to take material I have been learning in class and apply it to a new situation? Is it to prove a point one way or another? Key words from the assignment can help you figure this out. Look for key terms in the form of active verbs that tell you what to do.

Key Terms: Finding Those Active Verbs

Here are some common key words and definitions to help you think about assignment terms:

Information words Ask you to demonstrate what you know about the subject, such as who, what, when, where, how, and why.

• define —give the subject’s meaning (according to someone or something). Sometimes you have to give more than one view on the subject’s meaning
• describe —provide details about the subject by answering question words (such as who, what, when, where, how, and why); you might also give details related to the five senses (what you see, hear, feel, taste, and smell)
• explain —give reasons why or examples of how something happened
• illustrate —give descriptive examples of the subject and show how each is connected with the subject
• summarize —briefly list the important ideas you learned about the subject
• trace —outline how something has changed or developed from an earlier time to its current form
• research —gather material from outside sources about the subject, often with the implication or requirement that you will analyze what you have found

Relation words Ask you to demonstrate how things are connected.

• compare —show how two or more things are similar (and, sometimes, different)
• contrast —show how two or more things are dissimilar
• apply—use details that you’ve been given to demonstrate how an idea, theory, or concept works in a particular situation
• cause —show how one event or series of events made something else happen
• relate —show or describe the connections between things

Interpretation words Ask you to defend ideas of your own about the subject. Do not see these words as requesting opinion alone (unless the assignment specifically says so), but as requiring opinion that is supported by concrete evidence. Remember examples, principles, definitions, or concepts from class or research and use them in your interpretation.

• assess —summarize your opinion of the subject and measure it against something
• prove, justify —give reasons or examples to demonstrate how or why something is the truth
• evaluate, respond —state your opinion of the subject as good, bad, or some combination of the two, with examples and reasons
• support —give reasons or evidence for something you believe (be sure to state clearly what it is that you believe)
• synthesize —put two or more things together that have not been put together in class or in your readings before; do not just summarize one and then the other and say that they are similar or different—you must provide a reason for putting them together that runs all the way through the paper
• analyze —determine how individual parts create or relate to the whole, figure out how something works, what it might mean, or why it is important
• argue —take a side and defend it with evidence against the other side

More Clues to Your Purpose As you read the assignment, think about what the teacher does in class:

• What kinds of textbooks or coursepack did your instructor choose for the course—ones that provide background information, explain theories or perspectives, or argue a point of view?
• In lecture, does your instructor ask your opinion, try to prove their point of view, or use keywords that show up again in the assignment?
• What kinds of assignments are typical in this discipline? Social science classes often expect more research. Humanities classes thrive on interpretation and analysis.
• How do the assignments, readings, and lectures work together in the course? Instructors spend time designing courses, sometimes even arguing with their peers about the most effective course materials. Figuring out the overall design to the course will help you understand what each assignment is meant to achieve.

Now, what about your reader? Most undergraduates think of their audience as the instructor. True, your instructor is a good person to keep in mind as you write. But for the purposes of a good paper, think of your audience as someone like your roommate: smart enough to understand a clear, logical argument, but not someone who already knows exactly what is going on in your particular paper. Remember, even if the instructor knows everything there is to know about your paper topic, they still have to read your paper and assess your understanding. In other words, teach the material to your reader.

Aiming a paper at your audience happens in two ways: you make decisions about the tone and the level of information you want to convey.

• Tone means the “voice” of your paper. Should you be chatty, formal, or objective? Usually you will find some happy medium—you do not want to alienate your reader by sounding condescending or superior, but you do not want to, um, like, totally wig on the man, you know? Eschew ostentatious erudition: some students think the way to sound academic is to use big words. Be careful—you can sound ridiculous, especially if you use the wrong big words.
• The level of information you use depends on who you think your audience is. If you imagine your audience as your instructor and they already know everything you have to say, you may find yourself leaving out key information that can cause your argument to be unconvincing and illogical. But you do not have to explain every single word or issue. If you are telling your roommate what happened on your favorite science fiction TV show last night, you do not say, “First a dark-haired white man of average height, wearing a suit and carrying a flashlight, walked into the room. Then a purple alien with fifteen arms and at least three eyes turned around. Then the man smiled slightly. In the background, you could hear a clock ticking. The room was fairly dark and had at least two windows that I saw.” You also do not say, “This guy found some aliens. The end.” Find some balance of useful details that support your main point.

You’ll find a much more detailed discussion of these concepts in our handout on audience .

The Grim Truth

With a few exceptions (including some lab and ethnography reports), you are probably being asked to make an argument. You must convince your audience. It is easy to forget this aim when you are researching and writing; as you become involved in your subject matter, you may become enmeshed in the details and focus on learning or simply telling the information you have found. You need to do more than just repeat what you have read. Your writing should have a point, and you should be able to say it in a sentence. Sometimes instructors call this sentence a “thesis” or a “claim.”

So, if your instructor tells you to write about some aspect of oral hygiene, you do not want to just list: “First, you brush your teeth with a soft brush and some peanut butter. Then, you floss with unwaxed, bologna-flavored string. Finally, gargle with bourbon.” Instead, you could say, “Of all the oral cleaning methods, sandblasting removes the most plaque. Therefore it should be recommended by the American Dental Association.” Or, “From an aesthetic perspective, moldy teeth can be quite charming. However, their joys are short-lived.”

Convincing the reader of your argument is the goal of academic writing. It doesn’t have to say “argument” anywhere in the assignment for you to need one. Look at the assignment and think about what kind of argument you could make about it instead of just seeing it as a checklist of information you have to present. For help with understanding the role of argument in academic writing, see our handout on argument .

What kind of evidence do you need?

There are many kinds of evidence, and what type of evidence will work for your assignment can depend on several factors–the discipline, the parameters of the assignment, and your instructor’s preference. Should you use statistics? Historical examples? Do you need to conduct your own experiment? Can you rely on personal experience? See our handout on evidence for suggestions on how to use evidence appropriately.

Make sure you are clear about this part of the assignment, because your use of evidence will be crucial in writing a successful paper. You are not just learning how to argue; you are learning how to argue with specific types of materials and ideas. Ask your instructor what counts as acceptable evidence. You can also ask a librarian for help. No matter what kind of evidence you use, be sure to cite it correctly—see the UNC Libraries citation tutorial .

You cannot always tell from the assignment just what sort of writing style your instructor expects. The instructor may be really laid back in class but still expect you to sound formal in writing. Or the instructor may be fairly formal in class and ask you to write a reflection paper where you need to use “I” and speak from your own experience.

Try to avoid false associations of a particular field with a style (“art historians like wacky creativity,” or “political scientists are boring and just give facts”) and look instead to the types of readings you have been given in class. No one expects you to write like Plato—just use the readings as a guide for what is standard or preferable to your instructor. When in doubt, ask your instructor about the level of formality they expect.

No matter what field you are writing for or what facts you are including, if you do not write so that your reader can understand your main idea, you have wasted your time. So make clarity your main goal. For specific help with style, see our handout on style .

Technical details about the assignment

The technical information you are given in an assignment always seems like the easy part. This section can actually give you lots of little hints about approaching the task. Find out if elements such as page length and citation format (see the UNC Libraries citation tutorial ) are negotiable. Some professors do not have strong preferences as long as you are consistent and fully answer the assignment. Some professors are very specific and will deduct big points for deviations.

Usually, the page length tells you something important: The instructor thinks the size of the paper is appropriate to the assignment’s parameters. In plain English, your instructor is telling you how many pages it should take for you to answer the question as fully as you are expected to. So if an assignment is two pages long, you cannot pad your paper with examples or reword your main idea several times. Hit your one point early, defend it with the clearest example, and finish quickly. If an assignment is ten pages long, you can be more complex in your main points and examples—and if you can only produce five pages for that assignment, you need to see someone for help—as soon as possible.

Tricks that don’t work

Your instructors are not fooled when you:

• spend more time on the cover page than the essay —graphics, cool binders, and cute titles are no replacement for a well-written paper.
• use huge fonts, wide margins, or extra spacing to pad the page length —these tricks are immediately obvious to the eye. Most instructors use the same word processor you do. They know what’s possible. Such tactics are especially damning when the instructor has a stack of 60 papers to grade and yours is the only one that low-flying airplane pilots could read.
• use a paper from another class that covered “sort of similar” material . Again, the instructor has a particular task for you to fulfill in the assignment that usually relates to course material and lectures. Your other paper may not cover this material, and turning in the same paper for more than one course may constitute an Honor Code violation . Ask the instructor—it can’t hurt.
• get all wacky and “creative” before you answer the question . Showing that you are able to think beyond the boundaries of a simple assignment can be good, but you must do what the assignment calls for first. Again, check with your instructor. A humorous tone can be refreshing for someone grading a stack of papers, but it will not get you a good grade if you have not fulfilled the task.

Critical reading of assignments leads to skills in other types of reading and writing. If you get good at figuring out what the real goals of assignments are, you are going to be better at understanding the goals of all of your classes and fields of study.

You may reproduce it for non-commercial use if you use the entire handout and attribute the source: The Writing Center, University of North Carolina at Chapel Hill

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What Is a Statement of Work? Definition & Examples

There’s always plenty of project management paperwork to create, get approved, file and archive. All project documents are important, but the Statement of Work (SOW) is easily one of the most important because it’s made at the outset of a project and outlines everything that needs to go into your project.

Using effective  project planning tools and a thorough and well-written statement of work (SOW) will set you up to successfully lead a project over the finish line on schedule and within budget.

What Is a Statement of Work (SOW) In Project Management?

The statement of work (SOW) is a legally binding document that captures and defines all the work management aspects of your project. You’ll note the activities, deliverables and timetable for the project. It’s an extremely detailed work contract that defines the terms and conditions agreed upon between parties and lays the groundwork for the project plan.

The statement of work (SOW) is one of the first documents you’ll create to lay out the entire landscape of the project before you create a project plan and execute it. Because of the great amount of detail required, the prospect of writing one can be daunting. Let’s break it down into more digestible parts. Your statement of work will be much more detailed than your job estimate, which is a simpler document that outlines the work that’ll be performed and the costs associated with it.

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Statement of work template

Use this free Statement Of Work Template for Word to manage your projects better.

When you’re writing a statement of work, it can help to use a statement of work template because of the various aspects of the project that it must capture. Most statement-of-work templates include things such as a glossary of terms defining what you’re referencing in the SOW. There will be a place for you to write the statement of purpose as well as administrative information. If you like our statement of work template, you can also try our free project management templates to manage your projects.

Statement of Work vs. Scope of Work

While they sound the same, a statement of work isn’t a scope of work . The statement of work, as we’ve shown, is a formal document that details the goals of the project.

The scope of work is part of the larger statement of work. In it, the way the project team will deliver the outcomes laid out in the SOW is described, so the scope of work is a much shorter project document .

What Does SOW Stand for In Business and Project Management?

Now that we’ve cleared the difference between a statement of work and scope of work, it’s important to note that the SOW acronym stands for statement of work, and not scope of work, which is a component of the SOW. Similarly, the terms SOW contract, SOW document and SOW agreement also refer to statements of work in project management and business.

What Is the Purpose of a Statement of Work (SOW)?

As noted, the statement of work is a detailed overview of the project scope . It’s also a way to share the project requirements, acceptance criteria and payment terms with those who are working on the project, whether they’re collaborating or are contracted to work on the project. This includes stakeholders like vendors and contractors who are bidding to work on the project.

An SOW contract is also helpful to project managers as it provides a structure on which the project plan can be built. The statement of work helps to avoid conflicts in the project. With detail and clarity, the SOW helps keep everyone that’s involved in the project on the same page and works to leave confusion to a minimum.

When building your schedule, it helps to use project management software . It can be immensely helpful for organizing your tasks and resources, as it’s critical to make an accurate schedule at this stage in the project. Project management software can also help you to create a work breakdown structure ( WBS ) to zoom into your project scope and identify your project’s activities, deliverables and milestones.

Statement of Work Template

Templates make everything a little bit easier. Jump start your statement of work document with our free SOW template for Word . It helps you outline your project background, schedule, deliverables, communication plan and more. Download your free copy today.

Types of Statement of Work

An SOW can be broken down into three main categories which can be defined as follows.

• Design/detail SOW :  When you’re writing this SOW, you’re conveying to the supplier how you want the work done. What are the buyer requirements that’ll control the supplier’s process? You can use a requirements gathering template to ensure you gather them all. These project requirements can run the gamut from quality acceptance criteria and payment terms to the measurement of materials. In this SOW, it’s the buyer who’s being held responsible for the performance as he’s the one directing the project course.
• Level of effort/time and materials/unit rate SOW: This SOW agreement is an almost universal version and it can apply to most projects. It defines the level of effort as well as the materials and cost per unit. It tends to find use in short-term contracts.
• Performance-based SOW: This is the preferred SOW of project managers as it focuses on the purpose of the project, the resources and the quality level expected of the deliverables . It does not, however, explain how the work is supposed to get done. This allows a great deal of autonomy on how to get to an outcome without requiring a specific process.

Whatever type of SOW document you choose, you’ll want to use project management software to streamline the process. ProjectManager can organize the information you’re gathering in our list view. But our tool does more than make a fancy to-do list. Choose between online Gantt charts, kanban boards, project calendars and other project management views to plan, schedule and track your projects. In addition, our real-time software tracks your progress and the list shows the percentage complete for each task. You can assign work to your team, set priority, add customized tags and much more. See for yourself by taking our free 30-day trial today.

How to Write a Project Statement of Work (SOW)

A statement of work is a legally binding agreement between a client and a vendor that describes the terms and conditions for the execution of a project’s scope of work. There’s a lot of information to describe in the SOW. You can create this on your own if you want, but using project management tools to make sure nothing is left out will prove helpful. You only have one chance to create your SOW document, and you want it done right.

Here’s an overview of the steps you’ll need to follow to write your statement of work:

• Create a brief introduction for your project
• Define the purpose of your project
• Define your project scope
• Create a work breakdown structure to identify your project tasks, milestones and deliverables
• Create a project schedule
• Define project requirements and acceptance criteria
• Define payment terms and conditions

In terms of writing the statement of work, you’ll want to be specific with this project document. You want to clarify the terms used to make them universally understood and clearly define who’s going to do what and by what time those tasks must be completed. This avoids confusion later in the project when you can’t afford miscommunications or disputes.

Besides writing clearly, include visuals in the SOW to help focus the lens on various project aspects. Including visuals, be they project charts , graphs or other illustrations to help you clarify the project, will make the SOW agreement more digestible.

After all the work you’ve done to detail the specifics of the project, you don’t want to neglect the final, crucial step — getting the work signed off. You can’t proceed if you don’t have the authority to do so. Or, more accurately, you can, but it might cost you the success of the project . Make sure that those in authority have signed off on the statement of work.

What Should Be Included in a Statement of Work (SOW)?

There are as many parts in a statement of work as there are in a project, so it’s advisable to use a project management information system to help you manage its components. If you start by focusing on the parts, you can work yourself up to the whole. For a full understanding of an SOW, first, note the major aspects of the project it addresses.

1. Introduction

Begin with explaining what work is being done and general information about the project such as who is involved. State these parties. This will lead to a standing offer, which cements prices for products or services purchased for the project, and a more formal contract that goes into greater detail.

2. Purpose Statement

Start with the big question: why are you initiating this project? What’s the purpose of the project? Create a purpose statement to lead this section and provide a thorough answer to these questions, such as what are the project objectives, deliverables and return on investment.

3. Scope of Work

What work needs to be done in the project? Note it in the scope of work , including what hardware and software will be necessary. What’s the process you’ll use to complete the work defined in your project scope? This includes outcomes, time involved and even general steps it’ll take to achieve that. You’ll need to create a project scope statement to capture the information about your project scope.

Related:  Project Scope Template

4. Where Will the Work Be Done?

The team you employ has to work somewhere. The project might be site-specific, at a central facility or some, if not all project team members could work remotely. Regardless, here’s where you want to detail that and where the equipment and software used will be located.

Take those general steps outlined in the scope of work and break them down into more detailed tasks. Be specific and don’t leave out any action that’s required to produce deliverables and accomplish the project objectives. You can use a work breakdown structure to break the tasks down into milestones or phases.

Related:  Project Task Tracking Template

6. Milestones

Define the amount of time that’s scheduled to complete the project, from the start date to the proposed finish date. Detail the billable hours per week and month, and whatever else relates to the scheduling of the project. Again, specificity counts. For example, if there’s a maximum amount of billable hours for vendors and/or contracts, note it here.

Related:  Milestone Chart Template

Use project management software to monitor your progress and ensure you’re meeting your milestones. ProjectManager has a real-time dashboard that’s built into the tool, unlike other software that makes you build your own. We not only have a dashboard embedded but it automatically calculates and displays the metrics in easy-to-read charts and graphs. Keep up with more than milestones but also project variance, costs and more.

7. Deliverables

What are the project deliverables ? List them and explain what’s due and when it’s due. Describe them in detail, such as quantity, size, color and whatever might be relevant.

8. Schedule

Include a detailed list of when the project deliverables need to get done, beginning with which vendor will be selected to achieve this goal, the kickoff, the performance period, the review stage, development, implementation, testing, close of the project, etc.

Related:  Project Timeline Template

9. Standards and Testing

If there are any industry acceptance criteria or quality standards that need to be adhered to, list those here. Also, if there will be testing of the product, list who will be involved in this acceptance testing process, what equipment is needed and other resources .

10. Define Project Success

Note what the sponsor and/or project stakeholders expect as successful project completion.

11. Project Requirements

List any other equipment that’s needed to complete the project and if there’s a necessary degree or certification required of team members. Also, note if there will be travel or other project requirements not already covered.

12. Payment Terms

If the project budget has been created, then you can list the payments related to the project and how they’ll be delivered: upfront, over time or after completion. For example, you can pay after the completion of a milestone or on a fixed schedule, whichever is more financially feasible.

There will be other parts of the project that aren’t suited to the above categories, and this is the place where you can add them so that everything is covered. For example, are there security issues, restrictions around hardware or software, travel pay, post-project support, etc?

14. Closure

This determines how the deliverables will be accepted, and who will deliver, review and sign off on the deliverables. It deals with the final admin duties, making sure everything is signed and closed and archived .

Statement of Work Example

We’ve been talking a lot about a statement of work, but a statement of work example can help make the subject more understandable. Let’s take a look at what a statement of work sample would look like in a real-life scenario.

Construction Statement of Work

For our statement of work example, let’s explore what one would look like in a construction project . We’re not going to go into detail, but rather sketch out a general SOW and how it would be built around the erection of a generic building.

The first thing you’ll want to do is give the project some context. That is, provide a short profile of your company. You can talk about its history, executive team, area of expertise and, especially, highlight similar construction projects. Other buildings that you built can be added here, and it’s even better if you can show that you’ve built similar structures in the past.

Now you’ll want to explain the why of the project. Why is it being built? That’s the most important question, but it’ll lead to further questions. Some of the questions you’ll want to pose and answer are what the deliverables of the project will be, certainly explain the objective of the project and what its return on investment (ROI) is. There are other questions, but those are a start.

Scope of Work

The scope of work is a summary of the project scope , or in other words, everything that has to be done in the project. You’ll want to list all of it, from drawing up plans to getting the site ready, preconstruction, building the frame, drywall, electrical and plumbing, HVAC and the rest. Not only that, you’ll want to detail the hardware and software you’ll need. Finally, don’t forget to include the outcomes, a timeline, duration, the steps you’ll take to go from start to finish, etc.

Obviously, a building exists in space. This is where you’ll name the location of the build, the equipment that you’ll need, including software, to get the site ready for construction and anything, such as scaffolding, signage, etc., you’ll need on-site to be ready to start construction and make sure it’s done safely and to code.

Project Schedule

You’ve touched on a timeline, but now you’ll write out a project schedule . It should include all the project deliverables, start and finish dates for all the tasks, but also the team members, subcontractors, vendors, et al., who are responsible for the construction. You need to include all stages of the project, from kickoff to completion.

Project Deliverables

You’ve mentioned deliverables before in the SOW document, but now you want to list all of them and go into greater detail. This includes a description of the deliverable and its due date.

Project Milestones

Use milestones to break up your timeline into phases. A milestone can mark the beginning or the end of a project phase. But project milestones can also indicate any major deliverable. They’re a good tool to keep stakeholders updated and track progress.

Project Tasks

Tasks are the small pieces of work that make up the larger steps of the project scope. They’re detailed and collected within each project phase. Here’s where all the construction tasks will be outlined, from blueprints to the removal of garbage from the construction site .

Success Criteria

It’s important to have some metrics to define success in the project . Success is, of course, defined by the project owner. But the general contractor needs to be able to measure that success and show the owner that the project is moving forward as planned.

Project Requirements

Whatever requirements you have for the construction project are listed here. These can range from degrees required of skilled workers to certifications and code requirements.

Payment Terms

Note the type of construction contract and how that determines payment for work rendered, such as in what installment, frequency, delivery, etc.

This statement of work sample explains how statements of work are used in project management. You can download our free statement of work template to create a similar SOW document that fits your project. In addition, we offer dozens of free project management templates you can use to plan, schedule, track and manage your projects.

SOW Related Documents

An SOW is one of many project management documents that you’ll need to manage your projects. Here are some that are closely related to a statement of work.

• Master service agreement: A contract that defines the terms that govern future transactions and agreements between two parties. The master service agreement includes basic terms and conditions that can be waived in future legal agreements. Use a master service agreement to start a relationship with a client or vendor, and then use an SOW document for each project.
• Project charter: A project charter provides an overview of your project. It includes things like the project objectives, stakeholders, goals and project scope, among others. It’s a very helpful document to help you write your SOW.
• Work breakdown structure: A work breakdown structure it’s a project management tool that allows project managers to break down the project scope into tasks, deliverables, milestones and project phases. It’s a visual representation of all the work needed for a project.
• Request for proposal: A request for proposal (RFP) is used to seek out vendors and contractors that can supply a project with products and services. The RFP provides a project overview to give the bidding parties a clear description of what is needed from them. Once the client chooses a vendor, the next step is to give them a statement of work with more detailed information about the scope of work.

ProjectManager Can Improve Your Statement of Work

ProjectManager has a suite of project management tools that can help you put together a statement of work (SOW) that accurately depicts the forthcoming project. For starters, you can use our Gantt to start listing the tasks you can think of for the project.

Plan and Schedule Project Tasks With Gantt Charts

The online Gantt has the basics of a visual timeline and the ability to link dependencies to avoid bottlenecks and set milestones. Assign costs to tasks and see your planned costs for the project or specific phases. You can use the critical path tool to know what tasks can be skipped if necessary and set the baseline once your schedule and budget are done. That means you’ll be able to track in real time whether you’re staying on track and under budget. ProjectManager has the tools you want and delivers more functionality than the competition.

As you can see, using our Gantt chart software can go a long way to making an accurate statement of work for your project. Accuracy means a lot to stakeholders when it comes time to deliver on the work that you scoped out.

Keep Track of Progress, Costs and Schedules With Real-Time Dashboards

ProjectManager’s project dashboard tracks progress, costs and workload in real time so you can monitor the execution of your statement of work and quickly determine whether your project team is delivering tasks on time and on budget. In addition, Gantt charts and kanban boards have built-in risk and resource management features for better project tracking.

The statement of work is a foundational document of any project. Once created and approved, you’ll have to create a plan and implement it. That’s where ProjectManager comes in. Our online project management software provides real-time data to help you manage and track your statement of work. Take it for a test spin and see how it can help you with this 30-day free trial.

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What is Work Assignment? – Advanced Work Assignment (AWA)

Work assignment, a fundamental concept of professional realms, refers to allocating specific tasks or duties to individuals or teams within a certain timeframe.

By clearly defining roles, responsibilities, and deadlines, work assignments ensure that each member is aware of their contribution towards the broader objectives.

This post will explain the work assignment, its scheduling, and its benefits. It will also discuss automated and advanced work assignments.

What is a Work Assignment?

A work assignment or job assignment refers to a task or set of tasks allocated to work centers , an individual, or a team within a specific timeframe. Depending on the context, it can be part of a larger project or an isolated task. 

Automated Work Assignment

Automated assignment of work helps to reduce the stress on employees. It saves the project manager time because the auto-assignment manager does not need to remind his team about the work. The system only gives notifications to the team.

Managers can efficiently assign work to minimize downtime and maximize productivity by considering employees’ individual skills and availability.

The advantage of the automatic assignment is it helps to deliver the project faster by avoiding confusion and rework because the task is assigned when all the requirements are entirely available.

Advanced Work Assignment

Advanced Work Assignment (AWA) is a methodology organizations use to create and assign work tasks to employees based on their skills, abilities, and interests.

This approach can help improve employee productivity and satisfaction while reducing organizational costs. 

One of the critical benefits of it is that it allows organizations to optimize their resources and assign work that is most suited to each employee’s skills, abilities, and interests.

Additionally, it can help reduce organizational costs by ensuring that employees are assigned work within their abilities and do not require excessive training or support.

Despite these benefits, some potential challenges are associated with using AWA.

Therefore, it is essential to carefully consider whether or not AWA is right for your organization before implementing it.

Scheduling of Work Assignment

This includes understanding how these applications operate and considering what kind of factor affects them most when deciding which option will be best suited for your business needs!

You can utilize manual assignment or auto-assignment for scheduling once you get it.

1. Examine the type of work

2. analyze the skills of the employees.

Each employee has their talent. So before scheduling the work, making one flowchart of the work process is better.

After analyzing employees’ skills, assign the work in the flowchart to the specified employees. Also, keep one backup person if the designated employee cannot perform the job.

3. Calculate the required time

4. avoid the duplication of work.

When you assign laborers to different fundamental processes, there will be a chance of duplicating work because all the laborers do jobs not mentioned in the flow chart.

5. Provide a clear idea to the customer

Considering customers’ expectations is critical to set company standards. It helps to learn the market standards also. It will be achievable when you do a proper work assignment.

Important Information that Works Assignment Contains

Benefits of work assignment, what are the components of advanced work assignment (awa), what is standard operating procedure (sop).

Standard Operating Procedure (SOP) , often shortened to “the SOP,” is a standardized plan adopted by an organization for the orderly and efficient carrying out of various activities such as work, production, or services.

While it may appear overly restrictive at times, its goal is to minimize variation and mistakes. Every business activity has at least one best practice that can lead to success and efficiency if adhered to deliberately and consistently.

What is a Work Instructional Package (WIP)?

A Work Instructional Package (WIP) is a document that provides step-by-step instructions for performing a specific job or task. It may also include diagrams, photographs, and illustrations to help clarify the steps involved.

The proliferation of technology has led to an increased demand for automation. Companies have found a balance between humans and machines using automated work assignment software, or AWA. Automatic job assignments can be used in many industries, from IT support to sales call centers.

Related Articles

Tips for Allocating Work Assignments

It’s probably a no-brainer that improper delegation of tasks has obvious consequences, such as increased frustration, stress and workload. The quality of work and team morale may suffer while trust, productivity, efficiency and profitability dwindles. In such a situation, the organizational structure fails, clients’ trust dies, reports of unaccountability emerge, staff may underperform and project failure becomes imminent. This is why it’s vital to ensure that work assignments are delegated efficiently and to the appropriate team member.

Approximately 94% of companies lack exceptionally good management. The 6% of firms with excellent management culture and style tend to be dedicated to their workforce and team building rather than external stakeholders.

Achieving excellence in organizational operations is an enormous challenge for most organizations and begins with the manner and style of delegation of assignments.

Management has to choose the right team , build trust and accountability , develop its team through delegation, manage performances, have tough conversations and acknowledge and reward excellence to enhance employee engagement and lower turnover.

What exactly are work assignments?

Work assignments are remarkable tools for enhancing employee growth and must be managed deliberately; otherwise, they could limit efforts towards building a diverse workforce.

Evidence shows that experimental learning accounts for 70% of leadership development , particularly, effective delegation of work assignments.

Work assignments are tasks that are deliberately designed for organizational purposes. They are allocated to staff to achieve results. In the simplest terms, these assignments are activities or projects for a specific end. Work assignments should come with a task description, deadline and expected results.

Work assignments tips

Why delegate work assignments?

Employee empowerment.

Managers with great team building skills understand the importance of instilling trust in team members for enhanced morale and performance because they believe they are wired to drive organizational objectives.

Strengthens trust

Assigning work means trusting the employee’s ability to achieve a particular result through task performance. Frequent delegation builds the trust needed to create collaborative skills within organizations.

Helps lower workload

Successful delegation of work assignments lessens the burden of tasks that pile up. It saves the time needed to focus on other important organizational tasks and goals.

Planning for fair distribution of work assignments

Most industries, such as hospitality, telecommunications and healthcare need to ensure uninterrupted service delivery. At the same time, they must consider the health of their employees, who need regular breaks and leave to stay productive and rested.

With the rise of flexi-workers , ensuring everyone gets a fair share of leave could become a logistics nightmare for business owners. This also applies to contractual staff who may feel overburdened.

When planning and distributing work assignments, managers must take into account employees’ vacation days, sick leave, emergency absences and so on. Things to consider include, but are not limited to:

• Employees should have their preferences fulfilled to avoid bias.
• Organizations should try to accommodate employees’ requests for rest days as much as possible.
• The duty roster should be planned in such a way as to allow enough time for deadlines and urgent tasks.
• There is also an allowance for fair leave/day swapping among employees.

The manager planning the duty roster should keep track of requests and demands in real time. This enables the planner to synchronize replacement leave and overtime pay calculations at the end of the roster period.

Delegating work assignments to employees

Create an effective work plan.

An effective work plan is the key to the success of every project. Approximately 58% of organisations don’t understand the value of project management, which explains why most projects fail as soon as they begin.

The planning phase determines either the failure or success of such project. Organizations must have a solid work plan, including a weekly action plan for greater efficiency and productivity. You can create a good work plan by following the steps below.

• Set specific goals that include actual numbers and quantifiable terms and scope.
• Lay out the objectives and deliverables, including the project schedule. Consider rewarding your team based on achievement. The incentives will boost productivity.
• Brainstorm and detail the key resources that your team needs. Brainstorming and planning will help colleagues become creative, forecast unforeseen obstacles and promote teamwork. Converse with your them about the resources that can help them achieve set objectives and give them available resources.
• Identify task sequencing . The schedule of a project outlines activity sequencing, tracks performance and calculates the duration of tasks sequences.

Delegate assignments based on aptitude

By assigning work to employees based on their areas of strength and skills, you set them up to excel. This means you need to understand your employees’ strengths, preferences and weaknesses. You may also allow your staff to choose their preferred tasks. This is important for building trust.

Give your team prior notice

No need to stress everyone out and kill their morale with endless impromptu and urgent work assignments. As far as is feasible, try to give your employees a couple of days’ notice at least.

Foster project ownership

Encourage your team to ask questions for clarity. Determine your availability and take the time to give them clear instructions, feedback and assistance. Giving them a sense of ownership allows your team members to see the big picture.

Real delegation is when you encourage your team to own the project. This gives them the authority to take initiative for the execution process.

Most companies spend hours and weeks planning and generating roasters manually when they can use TimeTrack Duty Roster to save time. TimeTrack Duty Roster creates a perfect overview of both employers and employees and allow managers to personalize shifts according to preferences.

TimeTrack Duty Roster

Monitoring work assignments

Monitoring work assignments helps your team complete their duties successfully and meet the desired outcomes. There’s no need to micromanage, but you can certainly help keep employees focused while tracking processes.

Ensure an effective project plan

• Compile a clear project outline, including a schedule. Collaborate with your team to create the plan and include the project scope, tasks, deadlines and resources. Creating a timeline is vital; use a flow chart to make things clearer. A clear work plan helps you understand the key performance indicators you can monitor.

Set SMART goals

• One of the key ways to monitor assigned work is to create specific, measurable, attainable, relevant and time-bound goals. This SMART criteria helps you identify detailed and quantifiable goals with effective deadlines. You then have quantifiable items to monitor the performance of the assignments.

Steady check-ins

• Creating a schedule for progress check-ins is a key step in monitoring assignments. The regularity of the check-in depends on the project. For example, check-ins for long-term and short-term projects differ in intervals. Check-ins should be balanced to support effective monitoring of performance indicators.

Records and analysis of data

• For each of the scheduled check-ins, keep records and analyze data to understand the progress of projects. You can gather data through team meetings and input into spreadsheets or project management tools. The data will then be analyzed to determine the status of the assigned work.

Every organization wants to empower its workforce for enhanced morale, focus, accountability, efficiency and productivity. These achievements are only possible with effective delegation of work assignments and tasks.

I am a researcher, writer, and self-published author. Over the last 9 years, I have dedicated my time to delivering unique content to startups and non-governmental organizations and have covered several topics, including wellness, technology, and entrepreneurship. I am now passionate about how time efficiency affects productivity, business performance, and profitability.

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Assignment of Benefits: What It Is, and How It Can Affect your Property Insurance Claim

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What is an Assignment of Benefits?

In the context of insured property claims, an assignment of benefits (AOB) is an agreement between you and a contractor in which you give the contractor your right to insurance payments for a specific scope of work .  In exchange, the contractor agrees that it will not seek payment from you for that scope of work, except for the amount of any applicable deductible.  In other words, you give part of your insurance claim to your contractor, and your contractor agrees not to collect from you for part of its work.

The most important thing to know about an assignment of benefits is that it puts your contractor in control your claim , at least for their scope of work.  Losing that control can significantly affect the direction and outcome of your claim, so you should fully understand the implications of an AOB (sometimes called an assignment of claims or AOC) before signing one.

How Does an Assignment of Benefits Work in Practice? 

Let’s say you’re an insured homeowner, and Hurricane Ian significantly damaged your roof.  Let’s also assume your homeowner’s policy covers that damage.  A roofer, after inspecting your roof and reviewing your insurance policy, might conclude that your insurer is probably going to pay for a roof replacement under your insurance policy.  The only problem is that it’s early in the recovery process, and your insurer hasn’t yet stated whether it will pay for the roof replacement proposed by your contractor. So if you want your roof replaced now, you would ordinarily agree to pay your roofer for the replacement, and wait in hopes that your insurer reimburses you for the work.  This means that if your insurance company refuses to pay or drags out payment, you’re on the hook to your roofer for the cost of the replacement.

As an alternative to agreeing to pay your roofer for the full cost of the work, you could sign an assignment of benefits for the roof replacement.  In this scenario, your roofer owns the part of your insurance claim that pertains to the roof replacement.  You might have to pay your roofer for the amount of your deductible, but you probably don’t have to pay them for the rest of the cost of the work.  And if your insurance company refuses to pay or drags out payment for the roof replacement, it’s your roofer, and not you, who would be on the hook for that shortfall.

So should you sign an AOB?  Not necessarily.  Read below to understand the pros and cons of an assignment of benefits.

Are There any Downsides to Signing an Assignment of Benefits?

Yes.  

You lose control of your claim . This is the most important factor to understand when considering whether to sign an AOB.  An AOB is a formal assignment of your legal rights to payment under your insurance contract.  Unless you’re able to cancel the AOB, your contractor will have full control over your claim as it relates to their work. 

To explain why that control could matter, let’s go back to the roof replacement example.  When you signed the AOB, the scope of work you agreed on was to replace the roof.  But you’re not a roofing expert, so you don’t know whether the costs charged or the materials used by the roofer in its statement of work are industry appropriate or not.  In most cases, they probably are appropriate, and there’s no problem.  But if they’re not – if, for instance, the roofer’s prices are unreasonably high – then the insurer may not approve coverage for the replacement.  At that point, the roofer could lower its prices so the insurer approves the work, but it doesn’t have to, because it controls the claim .  Instead it could hold up work and threaten to sue your insurer unless it approves the work at the originally proposed price.  Now the entire project is insnared in litigation, leaving you in a tough spot with your insurer for your other claims and, most importantly, with an old leaky roof.

Misunderstanding the Scope of Work.   Another issue that can arise is that you don’t understand the scope of the assignment of benefits.  Contractor estimates and scopes of work are often highly technical documents that can be long on detail but short on clarity.  Contractors are experts at reading and writing them.  You are not.  That difference matters because the extent of your assignment of benefits is based on that technical, difficult-to-understand scope of work.  This can lead to situations where your understanding of what you’re authorizing the contractor to do is very different from what you’ve actually authorized in the AOB agreement.

In many cases, it’s not necessary .   Many contractors will work with you and your insurer to provide a detailed estimate of their work, and will not begin that work until your insurer has approved coverage for it.  This arrangement significantly reduces the risk of you being on the hook for uninsured repairs, without creating any of the potential problems that can occur when you give away your rights to your claim.

Do I have to sign an Assignment of Benefits?

No.  You are absolutely not required to sign an AOB if you do not want to. 

Are There any Benefits to Signing an Assignment of Benefits?

Potentially, but only if you’ve fully vetted your contractor and your claim involves complicated and technical construction issues that you don’t want to deal with. 

First, you must do your homework to fully vet your contractor!  Do not just take their word for it or be duped by slick ads.  Read reviews, understand their certificate of insurance, know where they’re located, and, if possible, ask for and talk to references.  If you’ve determined that the contractor is highly competent at the work they do, is fully insured, and has a good reputation with customers, then that reduces the risk that they’ll abuse their rights to your claim.

Second, if your claim involves complicated reconstruction issues, a reputable contractor may be well equipped to handle the claim and move it forward.  If you don’t want to deal with the hassle of handling a complicated claim like this, and you know you have a good contractor, one way to get rid of that hassle is an AOB.

Another way to get rid of the hassle is to try Claimly, the all-in-one claims handling tool that get you results but keeps you in control of your claim.  

Can my insurance policy restrict the use of AOBs?

Yes, it’s possible that your Florida insurance policy restricts the use of AOBs, but only if all of the following criteria are met:

• When you selected your coverage, your insurer offered you a different policy with the same coverage, only it did not restrict the right to sign an AOB.
• Your insurer made the restricted policy available at a lower cost than the unrestricted policy.
• If the policy completely prohibits AOBs, then it was made available at a lower cost than any policy partially prohibiting AOBs.
• The policy includes on its face the following notice in 18-point uppercase and boldfaced type:

THIS POLICY DOES NOT ALLOW THE UNRESTRICTED ASSIGNMENT OF POST-LOSS INSURANCE BENEFITS. BY SELECTING THIS POLICY, YOU WAIVE YOUR RIGHT TO FREELY ASSIGN OR TRANSFER THE POST-LOSS PROPERTY INSURANCE BENEFITS AVAILABLE UNDER THIS POLICY TO A THIRD PARTY OR TO OTHERWISE FREELY ENTER INTO AN ASSIGNMENT AGREEMENT AS THE TERM IS DEFINED IN SECTION 627.7153 OF THE FLORIDA STATUTES.

627.7153. 

Pro Tip : If you have an electronic copy of your complete insurance policy (not just the declaration page), then search for “policy does not allow the unrestricted assignment” or another phrase from the required language above to see if your policy restricts an AOB.  If your policy doesn’t contain this required language, it probably doesn’t restrict AOBs.

Do I have any rights or protections concerning Assignments of Benefits?

Yes, you do.  Florida recently enacted laws that protect consumers when dealing with an AOB.

Protections in the AOB Contract

To be enforceable, a Assignments of Benefits must meet all of the following requirements:

• Be in writing and executed by and between you and the contractor.
• Contain a provision that allows you to cancel the assignment agreement without a penalty or fee by submitting a written notice of cancellation signed by the you to the assignee:
• at least 30 days after the date work on the property is scheduled to commence if the assignee has not substantially performed, or
• at least 30 days after the execution of the agreement if the agreement does not contain a commencement date and the assignee has not begun substantial work on the property.
• Contain a provision requiring the assignee to provide a copy of the executed assignment agreement to the insurer within 3 business days after the date on which the assignment agreement is executed or the date on which work begins, whichever is earlier.
• Contain a written, itemized, per-unit cost estimate of the services to be performed by the assignee .
• Relate only to work to be performed by the assignee for services to protect, repair, restore, or replace a dwelling or structure or to mitigate against further damage to such property.
• Contain the following notice in 18-point uppercase and boldfaced type:

YOU ARE AGREEING TO GIVE UP CERTAIN RIGHTS YOU HAVE UNDER YOUR INSURANCE POLICY TO A THIRD PARTY, WHICH MAY RESULT IN LITIGATION AGAINST YOUR INSURER. PLEASE READ AND UNDERSTAND THIS DOCUMENT BEFORE SIGNING IT. YOU HAVE THE RIGHT TO CANCEL THIS AGREEMENT WITHOUT PENALTY WITHIN 14 DAYS AFTER THE DATE THIS AGREEMENT IS EXECUTED, AT LEAST 30 DAYS AFTER THE DATE WORK ON THE PROPERTY IS SCHEDULED TO COMMENCE IF THE ASSIGNEE HAS NOT SUBSTANTIALLY PERFORMED, OR AT LEAST 30 DAYS AFTER THE EXECUTION OF THE AGREEMENT IF THE AGREEMENT DOES NOT CONTAIN A COMMENCEMENT DATE AND THE ASSIGNEE HAS NOT BEGUN SUBSTANTIAL WORK ON THE PROPERTY. HOWEVER, YOU ARE OBLIGATED FOR PAYMENT OF ANY CONTRACTED WORK PERFORMED BEFORE THE AGREEMENT IS RESCINDED. THIS AGREEMENT DOES NOT CHANGE YOUR OBLIGATION TO PERFORM THE DUTIES REQUIRED UNDER YOUR PROPERTY INSURANCE POLICY.

• Contain a provision requiring the assignee to indemnify and hold harmless the assignor from all liabilities, damages, losses, and costs, including, but not limited to, attorney fees.

Contractor Duties

Under Florida law, a contractor (or anyone else) receiving rights to a claim under an AOB:

• Must provide you with accurate and up-to-date revised estimates of the scope of work to be performed as supplemental or additional repairs are required.
• Must perform the work in accordance with accepted industry standards.
• May not seek payment from you exceeding the applicable deductible under the policy unless asked the contractor to perform additional work at the your own expense.
• Must, as a condition precedent to filing suit under the policy, and, if required by the insurer, submit to examinations under oath and recorded statements conducted by the insurer or the insurer’s representative that are reasonably necessary, based on the scope of the work and the complexity of the claim, which examinations and recorded statements must be limited to matters related to the services provided, the cost of the services, and the assignment agreement.
• Must, as a condition precedent to filing suit under the policy, and, if required by the insurer, participate in appraisal or other alternative dispute resolution methods in accordance with the terms of the policy.
• If the contractor is making emergency repairs, the assignment of benefits cannot exceed the greater of $3,000 or 1% of your Coverage A limit.

Recommended Posts

Homeowners: 5 things to do after a property loss, 3 essential moves when filing your property insurance claim, florida’s 2023 legislative session: more big changes to insurance claim laws.

Brelly’s tools and resources are your secret weapon to getting your insurance claim filed right, moving fast, and paid fully .

How to Give Assignments to Team Members

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The project has been divided into milestones, goals and objectives broken into tasks, and now it’s time to assign them. But as you open the project management platform, you’re faced with the unflattering process of wording the tasks, and choosing whom to assign them to.

Well, in this article, we offer advice on how to make that jumbled first moment a little clearer. There are actionable tips, learning the difference between allocating and delegating tasks, and suggested criteria on how to choose the best person for the job.

For a more precise overview, here’s a table of contents:

How do you assign employees tasks?

We normally think that assigning tasks is a time-consuming process that focuses on clearing out task lists to keep the project going. However, task assignment should actually be a more employee-oriented process that requires additional dedication and effort, which yields incredible results. But what do we mean by that?

Properly assigned tasks push your employees, projects, and the overall company forward. Here’s how.

• They strengthen accountability and trust between managers and employees;
• They help teach new skills and perfect old ones;
• They allow employees to get familiar with other teams and avenues of work;
• It becomes easier to make project estimates;
• Makes for great bases for performance reviews, etc.

The list could go on, but we’ll stop there for now.

Of course, such long-term benefits don’t come without some proverbial blood and sweat in the planning stage. Let’s take a look at the general ideas on assigning employee tasks, and specific steps you can take.

Motivation comes from knowing the bigger picture

When we talk about the bigger picture in project management, we talk about each team member’s task affecting their peer’s down the line. Since all tasks are usually small pieces of the puzzle, it helps to remind employees how their work contributes. For example:

• A high-quality draft can make a great foundation for the final version, and it can be completed more quickly.
• A well-prepared presentation can shave time off unnecessary questions and additional email inquiries.

It comes as no surprise that people work better and are more productive, when they know that their work has an impact on the company level.

And so, when you assign tasks, try to emphasize how they fit in the bigger picture. Simply saying: “ You doing X will help with Y and Z ” and how it reflects on the project as a whole will let an employee know that the task they were assigned is important.

Get your employees excited to commit

Telling people about the bigger picture and showing them what’s possible can only get them so far. It’s enough to ignite the initial spark, but for them to fully commit to the task, you need to define what that task entails.

They should be able to picture how to go about the work, what skills to use, and how to reach the desired result. The clearer the instructions, the more motivated they will be to work.

Simply put, give directions on how the task should be done, and make sure they understand. You can’t read each other’s minds, so it’s important everyone is on the same page.

Ask for task transparency

One of the best practices a company can employ is transparency among coworkers.

This is achieved by having everyone input their tasks for the day in a timesheet. The purpose of timesheets is to get an accurate idea of what everyone is working on at any given time.

When people know who works on what tasks, it’s easier for them to know if a person is available or busy, how far along they are with a task, etc.

So, when you give assignments to employees, label them with deadlines. Alternatively, you can ask for employees’ assessments on how long the work would take them, and use those timeframes.

Source: Clockify team timesheet

Timesheets are a great way to keep an eye on tasks and the people doing them. You get to:

• see who struggles with what (helps assess people’s skill sets);
• who burns through their workload and is available for additional tasks;
• whether your time estimates need correction;
• identify any wasted time.

💡 If your employees are insecure about keeping public records of their tasks, here are a few resources that can help:

• How to create order in your daily work tasks
• How to be more efficient with your tasks

Keep a crystal clear timeframe

While we’re discussing timesheets and deadline transparency, it’s important to mention that the times you set for task completions need to be clear-cut.

As we’ve mentioned, the safest way to assign deadlines is to consult the employees. They are better at assessing how long it will take them due to the tasks’ difficulty, overall deadlines, the standards that need to be met, and the skill required to complete it.

When they get a say in how long they should be doing an assignment, people tend to feel more accountable for the whole process. They will do their best to finish in time, since they actively participated in setting the deadline.

Set very clear expectations

Assigning a task should always include your (the supervisor’s) expectations pointed out. For example:

• Does a logo pitch need as many drafts as possible, or just a few finished pieces?

If you ask a designer to make some drafts for a logo pitch, you must specify the kind of quality you’re looking for. Explain whether you are looking for some sketches and drafts for a brainstorming meeting, or if you want clean, presentable pieces to show.

Additionally:

• How many pieces should the designer do?
• Is there a specific color palette they need to follow?
• How important is the task? Is this the day they finally decide on a logo, or is it still in the brainstorming stage? (decides on the quality of the work itself)

Assigning the task using the above questions, you help the designer understand how much effort precisely they need to invest. They become more motivated with clear instructions, as they know what is expected of them. There’s no fear of having their work criticized for something that wasn’t communicated in the beginning. And on your end, it prevents breached deadlines or subpar results.

Avoid creating dependency by being less involved

It’s not unusual for employees to ask their supervisors for their opinion on a certain task, or their performance.

The problem arises when a supervisor makes themselves too involved with the process. When they feel like the project might fall apart if they don’t have their eyes on every moving part all of the time. And when you have, say, 20 people waiting for that person’s approval, advice, or consultation, the workflow runs into a gridlock.

And wait time is wasted time.

Plus, people lose motivation, patience, and grow frustrated, as they could be doing other things.

So, learn not to jump in every time people call for your aid. Assign reliable people who can address smaller issues, while you handle the big picture. Learn how to expend your own energy where it is needed more.

For example – making a pitch presentation for potential investors keeps getting put off because one person needs you to check a client email they want to send, another wants your signature on a form, and the third wants to ask something about employee feedback that’s coming up.

In order to not be stretched thin, and have your time wasted on menial tasks, here’s where you can start:

How to mitigate the risk of being over-involved when assigning

• Remember that you match tasks to people

Which means that, by matching the right people with the right tasks, your involvement will be minimal. Take time to carefully choose who gets to do what. What is the point of assigning tasks if they can’t be done without you?

• Have a 10-point scale to judge the importance of items

How important are certain aspects of your leadership role? Are you absolutely necessary in every meeting, or during every call? Which tasks need your approval, and which ones can be approved by someone under you?

Rank these items on a scale of 0 to 10, based on their importance to you and the project. Top priority tasks should get your undivided attention. And what can be delegated, should be.

• Analyze your schedule

Your energy and time are needed on a much broader scale. The best way to spot if you’re wasting time being too involved is to look at your schedule. Identify how much time you’ve spent on low-priority items, and assess which issues could’ve been solved without you.

• Take into account priorities and deadlines

Step in only when absolutely necessary. You are in charge of things getting done on time, by people most qualified for assigned tasks. Determine what your priorities are for each project, and concern yourself only with those issues, unless there is a risk of breaching a deadline.

• Formulate a list of dependable people

If you know your employees (or team members) well enough, then you should be able to single out those who are more dependable and ready to take on a little more responsibilities. Write out the reasons how they could help by getting involved on low-priority items instead of you. When the time comes, rally them and present them with the idea, keeping in mind that this solution helps push the project forward. When authority is delegated to several people, there’s fewer chances of a hold-up in the workflow.

This also falls into the realm of task delegation , which we’ll get into later.

How do you decide what tasks to assign to which employees?

1. assign based on priority.

Naturally, some tasks will be more important than others. When you break down a project into tasks , spend some time assessing their priority level.

High-priority tasks should be the first on your list to allocate. Whether it’s because they’re time-sensitive, or require more effort and dedication.

Low priority tasks can be allocated as fillers to the first available person.

2. Assign based on employee availability

Another factor to consider when assigning tasks is who is available at the moment.

As the project moves along, new tasks will be added. You will have to allocate new work, but odds are you won’t always be able to pick who you want. Especially if a deadline is approaching, the person with the smallest workload should be your first choice.

Overloading an already busy individual just because they’re more skilled or you have faith in them the most puts an unnecessary strain on them. It’s cause for frustration, poorer results, and decreased productivity.

And as we’ve mentioned, if you have a timesheet with an overview of all the tasks and employees working on them, it’ll be much easier to spot who is free and who isn’t.

3. Assign based on employee skill level

High-priority tasks should go to employees with more experience in a given field or skill. However, you should occasionally give such tasks to other employees as well, to help them grow and become just as dependable. Giving people challenging tasks that can boost their experience is essential to productivity and morale.

Not to mention you get to have multiple high-skilled employees.

Low-priority tasks can be assigned to anyone, despite their experience level. They’re a good opportunity to practice, pick up new skills, or get smaller tasks out of the way to make room for more important ones.

4. Assign based on preference

Last, but not the least, preference can also play a big part in how you assign tasks.

It’s a given that some employees will prefer certain tasks over others. So it could be good to assign tasks at a meeting with the team. As you discuss priorities, deadlines, and availability, ask them which tasks they would like to work on.

If someone shows interest in a specific type of work, they should (with some consideration), be allowed to take it. After all, people are more productive when they’re assigned to something they find new or exciting.

Note: Apply this rule with caution. Letting people do only the tasks they want can stunt their career growth. Getting out of our comfort zones and occasionally doing tasks that we don’t like is how we develop and learn. So, don’t forget to document assignments as you hand them out, to spot these potential issues early on.

Allocating vs delegating tasks

While semantically similar words, delegation and allocation in terms of tasks are two different things.

When you allocate tasks , you are assigning tasks without giving the employees much authority, challenge, or room to grow. It includes you keeping all of the responsibility – writing out the tasks, making deadlines, providing resources, tools, etc. These are usually recurring tasks that can become repetitive.

When you delegate tasks , you allow for some of that responsibility to fizzle out from your fingers. All you think about are the objectives, while letting the employees figure out the details and means to get there.

However, that doesn’t mean delegation is right and the allocation is wrong.

Task allocation has its own place. It is just as important, as a lot of tasks come down to repeated processes that are still vital to the project progress. Task delegation is just a good opportunity for employees to learn, challenge themselves, and assess their skills and performance.

When should you allocate tasks?

Management and BizDev consultant Artem Albul shared his concept on task assignment, which he dubbed an “algorithm”. He emphasized how these criteria are useful only and only when you wish that employees perform the tasks based on your guidelines and instructions (aka allocation).

Here is how Albul broke down the algorithm:

Source: Artem Albul, TWA Consulting

As we can see, task allocation, while the more “controlling” of the two, also gives in-depth instructions and asks for confirmation on task clarity. A lot of it comes down to everyone being on the same page, leaving little to no room for misinterpretation (but also creative freedom).

How should you allocate tasks?

With all that we’ve mentioned in the previous section, here’s how your task allotment could look like, step by step.

• Break down your project

Detail out the goals, objectives, and some individual tasks (not all, be careful not to start micromanaging). Place the most important deadlines.

• Prioritize tasks and sort them

It’s important to know what tasks need to be done faster/better, to properly allocate your resources and manpower from the start.

• Make a list of teams and team members

Assign team leaders (if you don’t have them), and alternatively, ask for their input on individual employees skills, for a more informed decision on who gets what.

• Schedule a meeting

Make a meeting with the team leads and go through the points above. Assign tasks according to each team’s availability, interest, and skill required to successfully push the project forward.

• As team leads – assign tasks further down the pipeline
• Track task completion and make necessary changes along the way

Whether it’s pushing deadlines, reassigning tasks, or shifting around resources. This is perfectly fine and expected, so long as it doesn’t happen on every task you’ve assigned. Then, it is an indicator of poor pre-planning.

• Offer feedback and write performances

Don’t forget to track the progress and make notes of important details that might help the next task allocation/delegation process. It’s also a useful piece of information for the employees on what they need to improve on.

Allocating tasks is somewhat more complicated than we want it to be. But, this kind of thorough research and preparation will make projects run more smoothly. Employees will also be more satisfied with their work, and there will be less hurdles as deadlines approach.

When should you delegate tasks?

Delegation is a great practice in trust for both the employer/supervisor and the employee. The employer learns how to give away some of their control over the process, while the employee learns how to take more accountability for their work.

This lets you focus on big-picture aspects of your job, since you deal less with assignments that are low-priority for you. You save time and energy, while helping others move up in their careers.

How do you effectively delegate tasks as a leader?

As we’ve mentioned, delegating includes more employee independence. There are some additional components which make this type of task assignment more appealing than allocation, with great opportunities for growth.

Focus on delegating objectives instead of actual tasks

When you delegate, you focus on the objective that needs to be done. You shouldn’t give employees a “color by numbers” instruction on how to complete a task.

Communicate clearly what the end result should be and what expectations you (or the higher-ups) have. Leave the means for reaching that end goal to the employees themselves. Because how you solve a task may be completely different to how they will. And that is perfectly fine, so long as the result is the one you are looking for.

Keep the objectives challenging

When the objectives you’re delegating are too easy, chances are the person will either procrastinate, or feel like you don’t trust them enough. And if they’re too difficult, they get frustrated, anxious, and begin to panic.

It’s a good idea to be aware of an employee’s skill level, so you can gauge how much challenge and responsibility they can take on. For them to be the most productive and achieve great results, they need to enter “the state of Flow”.

Source: Optimal Experience , M. Csikszentmihalyi

💡 We’ve discussed the state of Flow in more detail in an article on time organization.

Encourage discussion and feedback

Let employees voice their opinions on the topic.

They should ask anything about the task, the goals, or the overall impact their work will have on the later stages or others’ workflow. It means they are interested in the task, and getting involved.

And if they aren’t asking questions themselves, you can always nudge them into proactivity.

• Is there something you’d like me to clarify?
• Do you already have any ideas on how to go about the task?
• Is the time we agreed upon enough for you?
• Will you need other resources, tools, or support?
• Do you see any problems or risks?

Questions like these help them feel valued, their efforts acknowledged, and let them know you care about the task and how well they perform. Just be careful not to overdo it, or you’ll start to look like a micromanager.

Give employees free rein, but offer support

Speaking of micromanaging, delegation means you let people problem-solve their way out on their own. There should be no reason for a manager to step in and control or supervise any step of the process, unless absolutely necessary.

However, what you should do is let them know you’re available for any advice should they feel stuck. Just because employees get authority on a certain task, and are left to their own devices, doesn’t mean the project has to suffer until they pull themselves up.

From time to time, ask them if they need anything from you, and make sure they know you’re there for any kind of support, consultation, or mediation. ANother good practice is to also give them additional learning opportunities – such as training, conferences, courses, etc.

Delegate objectives that move people forward

Choose assignments that boost the skills and employ all of their experiences, instead of something that simply needs to be done. For example:

• Tasks that require they brush up on their team communication skills;
• Learning how to allocate smaller tasks;
• Supervising others’ work and doing quality control;
• Learning to work with a new tool;
• Holding a meeting (or more), etc.

Find out which skills your employees may want or need to develop, and then plan your delegations accordingly. You want them to complete the task while having learned something new at the same time.

How to choose who to delegate to

Paul Beesley, senior director and consultant at Beyond Theory proposed a nifty checklist for when you’re choosing an employee to delegate to. It’s meant to simplify and speed up the process.

To successfully complete the delegated task, your chosen employee needs:

S – the skill to perform and complete a task

T – the time to complete the task, and if needed, learn the required skill

A – the authority to handle everything concerning the task

R – the necessary level of responsibility

R – the recognition for successfully completing the task

This list is a set of important criteria that should be covered when you consider who to assign to a specific task. However, depending on your niche, type of service, company size and the project at hand, the criteria are likely to change. And it should accommodate your needs, not the other way around.

Common task delegation mistakes to avoid

With all being said, there are some common mistakes managers and employers make, sometimes without even realizing it.

• Being too vague concerning deadlines (using: as soon as possible, when you get to it, I need it by yesterday). It creates unnecessary pressure.
• Being unavailable for questions and concerns. While you shouldn’t micromanage, you should still be present for support if an employee feels stuck. Ignoring them or handing them over to someone else could cause distrust. However, if you are usually swamped with work, set consultation hours each day or week.
• Having unclear directions. Specifying the allotted time for task completion and expectations should be the bare minimum when delegating tasks.
• Not providing feedback. No feedback is worse than bad feedback. Employees need to be aware when they’re doing good work, as well. In one company I worked for, the mantra was: “If no one is complaining about your work, that means you’re doing good”. And while it sounds like sound logic, it actually caused a lot of frustration. We were left directionless, and simply “floating” from task to task, never knowing if any of them had a positive impact on our performance.
• Not listening to employees. Take into account how they feel about a task or the objective. Let them give you feedback and if there are potential problems from the get-go.
• Assigning other people to the same task. If you notice a person struggling, the first instinct should be to ask them how they’re faring, and if they need any help. Some managers tend to assign other employees to help them without consultation, which leaves a sore taste. The employee will feel even more incompetent and will be less likely to take on a similar task in the future.
• Assuming people will know what you mean. This is one of the biggest problems. When you’re formulating a task, be as clear as possible about the goals and expectations. Oftentimes managers think that these things are implied, but the truth is – no one is a mind reader. To avoid having information misconstrued or misunderstood, communicate clearly and directly.

There could be more mistakes, especially for every different field and industry. If at all possible, identify the most common ones, made either by you or your peers. Note down all the instances where certain tasks weren’t up to par, and see what you could have changed in your assignment process to fix it. Maybe there wasn’t enough time or resources, you were unclear, or the employee wasn’t ready for such responsibility. Use the same procedure in all future task delegations. It’s the only way to learn and make the process quicker.

Use Clockify to assign tasks with ease

Now you’re a master of task delegation — congrats!

But there’s more to it than meets the eye.

In fact, what if you used a digital tool like Clockify to increase the likelihood that each job would be completed on time and on point?

In Clockify, you can easily create highly descriptive assignments that contain information like:

• Start time,
• Billability status,
• Name of the employee,
• Period for getting the assignment done,
• Hours per day to spend on the assignment, and more.

That way, you can plan who works on what, how long, and when.

Similarly, Clockify allows you to create project milestones to achieve results faster.

With the Milestones option, you can select dates for deadlines, allowing you to pin down important events in your projects.

For example, if your client expects you to keep them in the loop about developments, you can inform them promptly on whether your team has reached the agreed-upon milestones.

Refocus on your company’s big picture with a project and time tracking tool.

Marijana Stojanovic is a writer and researcher who specializes in the topics of productivity and time management.

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Synonyms of assignment

• as in lesson
• as in appointment
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Thesaurus Definition of assignment

Synonyms & Similar Words

• responsibility
• undertaking
• requirement
• designation
• appointment
• authorization
• installment
• installation
• destination
• emplacement
• investiture
• singling (out)

Antonyms & Near Antonyms

• dethronement

Synonym Chooser

How does the noun assignment contrast with its synonyms?

Some common synonyms of assignment are chore , duty , job , stint , and task . While all these words mean "a piece of work to be done," assignment implies a definite limited task assigned by one in authority.

When is it sensible to use chore instead of assignment ?

While the synonyms chore and assignment are close in meaning, chore implies a minor routine activity necessary for maintaining a household or farm.

When is duty a more appropriate choice than assignment ?

Although the words duty and assignment have much in common, duty implies an obligation to perform or responsibility for performance.

When might job be a better fit than assignment ?

The synonyms job and assignment are sometimes interchangeable, but job applies to a piece of work voluntarily performed; it may sometimes suggest difficulty or importance.

When could stint be used to replace assignment ?

In some situations, the words stint and assignment are roughly equivalent. However, stint implies a carefully allotted or measured quantity of assigned work or service.

When can task be used instead of assignment ?

The meanings of task and assignment largely overlap; however, task implies work imposed by a person in authority or an employer or by circumstance.

Examples of assignment in a Sentence

These examples are programmatically compiled from various online sources to illustrate current usage of the word 'assignment.' Any opinions expressed in the examples do not represent those of Merriam-Webster or its editors. Send us feedback about these examples.

Thesaurus Entries Near assignment

assignments

Cite this Entry

“Assignment.” Merriam-Webster.com Thesaurus , Merriam-Webster, https://www.merriam-webster.com/thesaurus/assignment. Accessed 15 Aug. 2024.

More from Merriam-Webster on assignment

Nglish: Translation of assignment for Spanish Speakers

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• Work assignment

What is a Work Assignment?

Work assignment as work instruction or service directive.

The term “work assignment” is not standardized and is therefore used differently in different situations. In the simplest case, a work order leads to an activity. Since the term “work assignment” is composed of “work” and “assignment”, it can be deduced that this activity, i.e. the task or work, is ordered separately. The assignment can take place both in projects and in line activities. Synonyms are “service instructions”, “service regulations” or “service directive” in public administrations and “work instructions” in the private sector.

The German V-Modell XT as a guideline for the planning and implementation of system development projects knows the work assignment as a tool of the project manager for the control of the project employees. With the work assignment he communicates essential information such as

• task description,
• completion date,
• expected results and
• responsibilities.

The work assignment in V-Modell XT is recorded in writing.

The Form of Work Assignments

In principle, the form of work assignments can vary:

• verbal or written,
• situational or standardised,
• offline or online.

Documented work orders offer the essential advantage that

• priorities,
• stage of completion etc.

can be understood more easily.

In addition to the instruction or order of an activity, a work assignment can also be the trigger for a project; however, many organisations tend to use project applications and business cases for this purpose.

What does t2informatik do?

Here you will find additional information from our Smartpedia section:

What is a Business Case?

How can the stage of completion be calculated?

The Importance of Giving Complete Work Assignments

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Synonyms for Assignment of work

19 other terms for assignment of work - words and phrases with similar meaning.

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The Sydney Morning Herald

Group assignments prepare you for life, just not in the way you think, bella westaway, save articles for later.

Add articles to your saved list and come back to them any time.

I can’t tell you how many hours of my life I’ve spent complaining about group assignments.

For three years, I listened to tutors and lecturers dish out the same vague explanation of their value, arguing that they teach us essential workplace skills such as “collaboration”, “negotiation” and “conflict resolution”, which, to be frank, I thought was BS.

More than 75 per cent of Gen Z workers want to spend two or three days in the office as part of a hybrid-work policy. Credit: istock

“In what workplace,” I would emphatically exclaim after a few glasses of prosecco on a Wednesday night, “would you have to work with a stoner who simply refuses to show up to meetings? Or someone who cannot, for love nor money, shut the f--- up?” I pretended the tutor could hear me. Is that why it’s called Dutch courage?

But over time, I’ve learnt that group assignments do, in fact, help prepare you for the workplace, and for life, but just not in the way you might think. Here are some of the lessons I’ve learnt from the dreaded endeavours.

Lesson 1. Life isn’t fair

Group assignments are not fair and neither is life. That person who doesn’t pull their weight in class is absolutely going to get a job one day and will probably continue to shirk responsibility and somehow get away with it.

Is it wildly unfair? Yes. Do you need to learn how to suck it up and get over it? Also yes. Dobbing on them is just not an option, so you need to call on your well-practised university skills and rise above.

Similarly, just like at uni, praise is rarely doled out fairly at work. The bitter frustration of pulling an overnighter to fix everyone’s work with zero appreciation is replicated in the workplace, as managers are mostly too busy to pat you on the back for doing your job. Instead, you get rewarded and acknowledged for the most random things, like helping the CEO convert a PDF to a Word document.

Lesson 2. You’re not the smartest person in the room

When you start your career, literally everyone is better than you at everything. So if you find yourself in a group project where your ideas are overshadowed by someone who is smarter or more creative, try to put your ego aside and learn from the experience. Build on their ideas. Ask them to help you. Keep trying. And enjoy being part of creating something that’s better than what you could do alone.

Lesson 3. You’re not the dumbest person in the room

While it can be humbling to learn that there are people more capable and clever than you are, it can also be confidence-boosting to work with people who have no clue what’s going on. You may find the readings confusing, but Jason can’t even work out how to log in to MyStudentAdmin. You might not know how to pronounce Nietzsche’s name, but at least you know he’s not a brand of German skincare, which is more than can be said for Sarah. Take comfort, you’re doing OK.

Lesson 4. You must respect other people’s contribution, even when it sucks

If you’re the type of person who wants to rewrite everyone else’s work at the last minute because it’s not up to scratch, I feel you.

But if you try to do this at work, you will end up at the office ’til midnight every night while your colleagues are at the pub (or, in this WFH era, watching Bridgerton on the couch). You need to learn how to get the desired outcome while respecting, and valuing, others’ efforts.

And it’s not just at work that this skill will come in handy. Whether you’re dealing with a new housemate who wants to deck out your sleek Japandi living room with prayer flags and salt lamps, or your new partner who has proudly cooked you risotto before learning the value of salt, your diplomacy will be put to the test when you least expect it. Practise up!

Lesson 5. Hard work always pays off in the end

It might not be today or tomorrow, this semester or even the next. But at the end of the day, at the end of your degree, everything comes out in the wash. It’s the same in the workplace. If you’re the hard worker who expects nothing less than excellence, your overall marks and career will reflect this. If you have other priorities like family, sport or travel, your efforts will be rewarded in a different way.

And if you’re happily coasting along on the coattails of your group mates thinking nobody has noticed? Everyone knows mate, everyone knows.

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Meaning of assignment in English

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• It was a plum assignment - more of a vacation really.
• He took this award-winning photograph while on assignment in the Middle East .
• His two-year assignment to the Mexico office starts in September .
• She first visited Norway on assignment for the winter Olympics ten years ago.
• He fell in love with the area after being there on assignment for National Geographic in the 1950s.
• act as something
• all work and no play (makes Jack a dull boy) idiom
• be at work idiom
• be in work idiom
• housekeeping
• in the line of duty idiom
• join duty idiom
• undertaking

You can also find related words, phrases, and synonyms in the topics:

assignment | Intermediate English

Assignment | business english, examples of assignment, collocations with assignment.

These are words often used in combination with assignment .

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Charlotte-Mecklenburg Schools to evaluate student assignments, impacting thousands of students

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Charlotte-Mecklenburg Schools (CMS) is set to evaluate student assignments, Superintendent Crystal Hill said during Tuesday’s Charlotte-Mecklenburg Board of Education meeting. 

The proposed changes would impact around 2,230 students and take effect during the 2025-2026 school year, according to CMS. 

Hill discussed Phase I of the CMS Comprehensive Review. The first phase focuses on four key projects to expand early college offerings, expand Montessori programming, improve school building facilities and expand creative arts programming, according to CMS Deputy Superintendent ​​Melissa Balknight. 

Hill’s plan would involve several changes to schools within the district, with some increasing capacity or expanding grade levels while others lessen; one will close entirely. The proposal also seeks to change or expand several magnet programs.

The review will be completed in three phases. Phase I will be complete on September 10, Phase II, will occur from Sep. 11 to March 25, 2025, and Phase III from March 26, 2025, to June 30, 2025.

The latter two phases will focus on the enrollment process, community needs, transportation and school feeder patterns, among more.

Upcoming school year stats

Ingrid Medlock, CMS’s chief of staff, said the 2024-2025 school year will focus on “providing learning experiences and opportunities for all students to succeed.”

Medlock shared these statistics about CMS’ 2024-2025 school year:

• A total of 141,149 students are projected to enroll in CMS for the upcoming school year.
• Black students make up the majority of students enrolled in CMS at 34%, followed by Hispanic students at 31%. 
• Ninety-six percent of classroom teacher positions at CMS are filled. 
• The CMS teacher residency program is set to support its largest cohort ever — with 204 teacher residents for the school year.

Phase 1 – Proposed changes to school assignments

• University Park Creative Arts Academy will become a countywide arts magnet for K-5 students.
• First Ward Creative Arts Academy will become a countywide arts middle school. 
• Northwest School of the Arts, which currently serves grades 6 – 12, will only serve grades 9 – 12. 
• Non-magnet students assigned to University Park and First Ward Creative Arts will be rezoned to Bruns Avenue Elementary School. 
• Davidson K-8 School will become an elementary school, and middle school students will be assigned to Bailey Middle School.
• Central Piedmont Community College’s Cato, Harper, Levine and Merancas locations’ high school programs will add ninth and 10th grades, becoming early college high schools. 
• Montessori magnet students at J.T. Williams will be moved to Marie G. Davis, which currently serves as a K-8 IB magnet school and will become a Montessori magnet 7-12 school. Non-magnet students will be reassigned to Dilworth Elementary School and Sedgefield Middle School.
• Dorothy J. Vaughan Elementary School will be closed due to aging facilities; students will move to Parkside Elementary.

The lottery for the 2025-2026 school year will begin this fall.  

Responses to the review

Liz Monterrey, an at-large member of the board, questioned schools’ capacities versus the number of students enrolled. For example, Dilworth Elementary will have an adjusted enrollment of 740 students but has a projected capacity of 560.

Balknight said Dilworth is an “unusual” case and that the district plans to work with “national partners” to make long-term plans. She said other capacity concerns would be considered and addressed as needed. 

Lisa Cline, who represents District 5, asked whether the district has considered using mobile learning cottages, or trailers, at Dilworth Elementary School as a year-long solution for cost-effectiveness.

Bualknight noted that another possible solution would be to evaluate the possibility of

A public hearing will be held on Aug. 27, and the board will vote on the proposal at its Sept. 10 meeting.

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Tim Walz's military record: What to know about potential VP's National Guard service

Democratic presidential candidate Kamala Harris selected Minnesota Governor Tim Walz as her running mate on Tuesday, choosing a progressive yet plain-spoken VP candidate from America’s heartland to help her win over rural, white voters.

“I’m pleased to share that I’ve made my decision: Minnesota Governor Tim Walz will join our campaign as my running mate,” Harris said via text to supporters. “Tim is a battle-tested leader who has an incredible track record of getting things done for Minnesota families. I know that he will bring that same principled leadership to our campaign, and to the office of the vice president.”

We look at Walz, a 60-year-old U.S. Army National Guard veteran, and his military career over the years.

More: Tim Walz is Kamala Harris' VP pick: Minnesota governor named running mate: Live updates

How long was Walz in the military?

Walz served in the military for 24 years, enlisting in the Nebraska National Guard at 17 in 1981 and then transferring to the Minnesota National Guard in 1996. He retired in 2005 to begin his successful run for the U.S. House, representing Minnesota as command sergeant major, among the highest ranks for enlisted soldiers. His battalion went on to deploy to Iraq shortly after Walz's retirement.

Walz specialized in heavy artillery and had proficiency ribbons in sharpshooting and hand grenades.

But during the 21 years that Walz spent working with large artillery pieces, he suffered hearing loss and tinnitus in both ears, Minnesota Public Radio reported. He was allowed to continue his service after undergoing surgery, which partially resolved his hearing loss.

Where did Walz serve, and what did he do in the National Guard?

During his service, Walz responded to natural disasters, including floods and tornadoes in Minnesota and Nebraska, and was deployed overseas for months at a time, according to MPR.

In 2003, he was sent to Italy, where he served with the European Security Force to support the war in Afghanistan. He was also stationed in Norway for joint training with other NATO militaries.

Walz told MPR that he reenlisted in the National Guard after the September 11 attacks but never saw active combat in his years in the military.

Stars and Stripes reported in 2020 that Walz credited his Army experience with helping him steer Minnesota through the COVID-19 pandemic as governor.

As governor of Minnesota, Walz is commander in chief of the 13,000-soldier Minnesota National Guard. “I’m certainly proud of my military service, but it’s one piece of me,” he told Minnesota Public Radio in 2018. “It doesn’t define me.”

Reuters and USA TODAY reporter Tom Vanden Brook contributed to this story.