In the fast-moving world of tech and startups, it’s become routine to ask candidates—even seasoned professionals with 10+ years of experience—to complete unpaid “assessments” that take days to finish. All in the name of evaluating fit, skill, and thinking. But how did we get to a point where it’s normalized to ask for free labor just to consider someone for a job?
This article explores the motivations behind these assessments, why they’re problematic, and the deep contradiction they reveal when held against the industry’s loud declarations of diversity and inclusion.
But why companies do it:
Let’s be fair: companies aren’t doing this out of malice. Most are trying to reduce risk and improve their hiring process. Common reasons include:
Risk mitigation: Startups in particular fear hiring the wrong person. A bad hire can cost time, money, and momentum.
Skill verification: Especially when reviewing resumes from varied backgrounds, they want to see how someone works.
Standardization: A test feels like a neutral, scalable way to evaluate all candidates on the same playing field.
Why it’s problematic:
The problem isn’t that assessments exist—it’s how they’re used and abused.
Disrespect of time: A two- or three-day project—unpaid—is an unreasonable ask for someone with a full-time job or caregiving responsibilities.
Overlooks experience: Asking for a test that ignores a decade of proven skill devalues the candidate’s journey.
Free labor risk: Some companies recycle test tasks or benefit from candidate ideas without intention to hire.
Misaligned expectations: Short assessments rarely reflect the real nature of collaborative, ongoing team work.
Why it’s still considered “okay”:
Because it’s become normalized. It’s “just how things are done” in tech. Candidates agree out of necessity, fear of missing out, or hope. This passive acceptance perpetuates an unethical practice.
And worse, when candidates push back, they risk being labeled as “not hungry enough” or “not a team player”—a subtle form of gatekeeping.
The contradiction:
This leads to a bigger issue: the hypocrisy of hiring for “culture fit” while preaching diversity.
How can a company claim to value diversity and inclusion, but reject candidates who don’t “fit the team vibe”? What does “fit” really mean? Often, it’s code for shared backgrounds, communication styles, or even personality types—none of which align with the spirit of real diversity.
Why this happens:
Misuse of “culture fit”: It gets weaponized to filter out people who are different.
Fear of friction: Many teams equate harmony with productivity, and overlook the value of healthy, constructive disagreement.
Performative diversity: Some companies celebrate diversity in marketing materials but fail to practice inclusion where it matters—in the hiring room.
Real diversity requires:
Culture add, not fit: Hire people who bring something new, not just someone who feels familiar.
Psychological safety: Different voices need to be heard and respected to thrive.
Value-aligned hiring: Focus on shared mission, not shared hobbies
What some companies do better:
There are thoughtful, ethical companies who do get it right. They:
Offer paid assessments or keep them under 2–3 hours max.
Review portfolios and case studies instead of requiring new unpaid work.
Use structured interviews to assess problem-solving, communication, and values.
Offer trial paid projects for short-term evaluation if absolutely needed.
What you can do (as a candidate):
Push back professionally: “I’d be happy to walk you through my previous work or do a brief, paid test more aligned with your current goals.”
Clarify expectations: Ask what the company hopes to learn from the test and how it will be used
- Know your value: If a company doesn’t respect your experience or time upfront, it’s a red flag for what working with them might be like.
Final Thought
Assessment culture isn’t going away overnight, but it needs a massive rethink. Hiring isn’t just about filtering the best coder or designer—it’s about building teams that are skilled, diverse, and respected.
If a company wants real innovation, it must stop demanding unpaid labor and start valuing the human being behind the resume.
