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How Working on Special Projects Can Significantly Boost Employee Engagement

Updated: Apr 16, 2019

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Stretch Assignments: What Are They and Is Your Employee Ready For One?

Stretch assignments are a cornerstone of a strong employee development plan. A statement that is backed by a number of research studies. In one conducted by the Harvard Business Review of 823 executives, it was found that 71% of respondents said stretch assignments had the biggest impact on unleashing their potential. In another, this one conducted by Korn Ferry , stretch assignments were named the most valuable developmental experience, ahead of things like mentoring, classroom training, 360-degree assessments, and even exposure to senior leaders.

An intentional and strategic stretch assignment can go a long way in accelerating an employee’s development or supporting the trajectory of their career at your organization, though their success relies heavily on the one assigning the task - their leader.

In the following article, you will learn more about what stretch assignments are, what they are not, how to tell when an employee is ready for one, and more. Let’s begin.

What are Stretch Assignments?

While there are countless ways to define a stretch assignment, the following definition from BeLeaderly perfectly sums it up for the purposes of this article: “Stretch assignments are temporary, internal learning gigs that simultaneously offer an employee a chance to develop new skills while helping the organization solve a real business problem.”

Most commonly, stretch assignments are implemented to prepare an employee for an upcoming promotion, engage a high-performing employee, encourage skill development, or evaluate an employee’s level of interest or aptitude for another role.

As the name implies, stretch assignments mean they “stretch” or challenge an employee to think and act outside their comfort zone or day-to-day job. But what exactly makes a stretch assignment challenging ?

• It presents employees with an unfamiliar challenge
• It challenges an employee to create change
• It gives an employee a high level of responsibility
• It challenges an employee to work cross-functionally

At this point, it is important to define what stretch assignments are not. Stretch assignments are not a chance for you to hand off work you do not want to do. They should also not be what Korn Ferry calls “glass-cliff projects.” According to them, “stretch assignments and glass-cliff projects both involve some risk and often include crisis situations, but one is about building your skills and the other is about proving your worth, despite your many successes. One is encouraging; the other is an affront.”

4 Signs Your Employee Is Ready For a Stretch Assignment

Of course, there is a fine line between “stretching” or challenging an employee and overwhelming them. To help you distinguish if an employee is ready for and can handle a stretch assignment or not, here are a few key things to consider: 

• Their Track Record An employee who is ready for a stretch assignment and can handle it will not only have a history of successful projects and good performance, but will have a track record of asking for help when they need it, respecting boundaries, proactively seeking learning opportunities, and taking accountability for their actions (whether good or bad). These behaviors show a level of discretion that is imperative to the success of a stretch assignment, where an employee is outside of their comfort zone.
• Their Engagement According to Gallup , “engaged employees are highly involved in and enthusiastic about their work and workplace. They are psychological ‘owners,’ drive high performance and innovation, and move the organization forward.” Whereas, “actively disengaged employees aren't just unhappy at work - they are resentful that their needs aren't being met and are acting out their unhappiness. Every day, these workers potentially undermine what their engaged coworkers accomplish.” Fortunately, stretch assignments are an ideal chance to further engage already engaged employees and those bordering on disengaged. You should be quite certain that the individual you will give the assignment to will see it as a positive opportunity and be willing to do their best work, not just because they have to, but because they want to.

An employee who has been given a stretch assignment is going to need your support more so than they would for their everyday job. Therefore, before you give a stretch assignment, be sure you have the availability and capacity to proactively support your employee from start to finish. 

• Your Relationship Given the nature of stretch assignments, there is always a risk of failure and for some employees, failure is hard to handle even if it is a valuable learning experience. That is why it is so important to have a relationship built on trust before delegating a stretch assignment. Your employee needs to feel comfortable sharing their challenges and questions without fear of judgment, or else they might try to “go at it alone,” which is ultimately where people get themselves into trouble.

2 Major Things to Be Aware of With Stretch Assignments

• Stretch Assignments Should Not Impede An Employee’s Day-to-Day Job As a leader, you need to closely monitor the progress of a stretch assignment, the well-being of your employee, and the health of their day-to-day roles and responsibilities. If your employee is suddenly working an exorbitant amount or is showing signs of burnout , then you need to be prepared to step in. While the stretch assignment is important, it should not put your employee's core roles and responsibilities , not to mention their wellbeing, at risk. If this becomes an issue, use it as a learning opportunity to help the employee identify their signs of burnout and set boundaries .
• Stretch Assignments Need to be Fairly Distributed The unfortunate reality is stretch assignments are not always fairly distributed and accessible to all employees. This was highlighted in a study from BeLeaderly , which found that “women are less likely than men to receive challenging stretch assignments.” The report noted that “when stretch assignments are unclear, unadvertised, and unevenly offered, it makes women hesitate even more to pursue them. On the other hand, taking an open, equitable approach to stretch opportunities can create a thriving internal gig economy - one that’s accessible to all. This not only helps employees advance in the short term, but it can also set the course for diversifying, and therefore strengthening, your leadership ranks in the long term.” So, how can you ensure the distribution of stretch assignments is fair? According to a report by Catalyst , they recommend leaders link the distribution of stretch assignments to performance reviews, review the allocation of stretch assignments to ensure equitable distribution among women and equity-seeking groups, as well as consider providing new hires with a stretch assignment or assigning new hires to a team working on a stretch assignment. 

Employees who are given a stretch assignment will require more support, guidance, and encouragement than an average employee. Though the effort is well worth it as stretch assignments contribute to employee engagement, morale, satisfaction, productivity, and success, which in turn contributes to your success as their leader. It’s a win-win!

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If You’re Not Seizing Stretch Assignments at Work, You’re Doing It Wrong

These bonus opportunities have the power to boost your leadership cred and wholly transform your career. Here’s how to successfully take advantage of them without burning out.

Every Thursday, get the latest dispatches from Philly’s business and innovation community delivered right to your inbox.

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There’s mounting evidence to confirm the career-transforming power of stretch opportunities—those projects outside your traditional line of work that allow you to put your potential to the test, learn, and prove your capabilities.

Though stretch assignments might seem like a way for you to do more work without any recognition, when sought out and seized correctly a stretch assignment could be what’s standing between you, a promotion and, ultimately, the career development and recognition you deserve.

A Stretch Assignment Pays Off

Philly-based legal executive Amanda Bruno would be the first to admit that she wasn’t always purposeful about taking career risks. Now a chief business development officer with one of the largest U.S. law firms, Morgan, Lewis & Bockius LLP , Bruno says a career-defining defining moment arose when she was asked by the firm chair to launch a firmwide, first-of-its kind initiative.

The assignment involved developing and launching a client service program that would be rolled out to the firm’s advisory board just four months later, with plans to take it to all personnel.

“I had never done anything of this scope – let alone within this timeframe and with no dedicated team. With so much on the line, I knew this was an amazing opportunity. And I was up for the challenge,” said Bruno.

In that moment, though she was feeling somewhat nervous, Bruno had the self-awareness to realize, “I think I have good instincts. If I put in the work and keep pushing it along, I’ll be able to create the program, and it will probably be well received.”

Bruno accepted the assignment, and the experiences and exposure that came with it changed everything. “Our program received a 96 percent positive feedback rating from personnel and has been a finalist for multiple external awards.”

Bruno’s career felt the impact too. She says she gained a reputation as a “change agent.” She was named director of client service, then subsequently chief business development officer.

Stretch assignments like Bruno’s are the ultimate “two-fer” for employers and employees. Companies like stretch assignments because they’re inexpensive and low-risk proving grounds for developing talent. Employees like stretch assignments because of their capacity to help a person quickly “upskill.” They can also help an individual rebrand how they’re known—broadening one’s visibility and delivering access to new people, products or divisions.

How to Successfully Execute a “Stretch”

Executive search firm Egon Zehnder ’s survey of 823 international executives found that 71 percent of senior leaders identified stretch assignments as the biggest career enabler in unleashing their potential. Another report by Korn Ferry named rotational or stretch assignments as the single most valuable developmental experience – beating out mentoring, classroom training, 360° assessments and even exposure to senior leaders.

Given that women are less likely to receive these opportunities than men , we at Be Leaderly launched a study of 1,500 professionals to uncover the following: Do men and women differ in their perceptions of the enablers and roadblocks that come with taking on a “stretch”? And what factors motivate someone to say “Yes” to a stretch?

The professionals we surveyed concluded that executing a stretch assignment well is anything but simple or easy, and gave us detailed insights into the criteria they consider before accepting one. If owning a high-profile initiative like Bruno’s excites you, seize your own assignment and use these four strategies to execute it like a rock star.

• Define Your Direction : What if you’re not aware of any exciting, ready-to-launch stretch assignments? Reflect on your career goals, and scan your organization’s landscape for gaps, problems, and business opportunities that would be a good match for you. Once you have ideas, back them with evidence, proposing them to management with the same attention and care you’d give a VIP project. If you’re a woman, try not to “round down,” or understate your qualifications when deciding if you’re ready for an assignment, but rather “round up.”
• Negotiate for Your Success : Before taking on a new stretch, ask to fully understand the career benefits and options that might open up – even the financial incentives. Be unafraid to ask, “If I do an excellent job on this project, what can I expect as a result?” While you’re at it, negotiate the authority, resources and support you need to be successful. The last type of project you want to accept is one that is politically, positionally or otherwise doomed.
• Over-Deliver : If you’re selected for a special assignment, it means someone vouched for you and put their reputation on the line to advocate for you. This person, along with your organization, is invested in your success and will be watching to see how you perform. Rather than aiming to merely satisfy a project goal or stakeholder, find a way to deliver something that’s truly memorable and extraordinary.
• Translate the Experience and Promote Your Success : One complaint we hear from bosses is that it’s not always easy to see how a worker’s stretch assignment translates back to their job. Avoid this perception by developing a list of tangible, transferable skills you learned; articulate to your manager three actions you’ll take based on what you learned while “on assignment.” Spotlight your learning by ‘storytelling your stretch assignment,’ so it has a beginning, middle and end that illustrates the initial problem, some key context, and your solution.

Selena is a VP at Be Leaderly , where she teaches women at all levels to self-advocate and negotiate like a boss. She also consults to employers on how to make work truly “work” for women – by architecting workplace assessments and culture change. She’s the author of Pushback: How Smart Women Ask—and Stand Up—for What They Want and is based in Philadelphia. Follow her @SelenaRezvani.

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How to Use Stretch Assignments to Support Social Good

• Mark Horoszowski

Advance your career and give back at the same time.

A proven way to get ahead in your career is to take on stretch assignments. These projects can develop your skills and confidence, as well as prove to leaders that you can succeed at the next level. Many companies go to great lengths to create these assignments for employees as part of a retention and development strategy, and for good reason – if employees can’t find stretch opportunities, they leave. In fact, the number one reason people leave their jobs is because they lack a career path, according to recent  research . This fact is especially relevant for Millennials, who often value meaning in their careers and are actively looking for the opportunity to become leaders .

• Mark Horoszowski is the cofounder and CEO of MovingWorlds.org. He also serves as a volunteer with the American Cancer Society, cochairing its National Volunteer Leadership Advisory Team.

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How to Give Assignments to Team Members

Table of Contents

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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Can Your Scheduling Handle the Universe of Special Assignments? It’s More Important Than Ever

March 3, 2021 March 3, 2021 • Articles

J eff Duce, Senior Manager of Product Management

From pencil, paper and the expertise of the person writing the schedule to sophisticated scheduling technology, scheduling systems have come a long way. But the purpose has always been the same—to put the right people in the right place at the right time. Advanced scheduling systems allow the consideration of many factors, and the best of them can schedule “Special Assignments.” In this post, I will explain what “Special Assignments” are, why the ability to schedule special assignments is important, provide some common examples and discuss why special assignment compliance reporting is crucial.

What are special assignments?

“Special assignments” as I am using the term means scheduling a person because they have unique skills or certifications that fulfill requirements that are in addition to performing usual job or task duties. Historically, scheduled jobs or tasks are things like stocking in grocery, wrapping in the meat department, or clerking in the deli. Special assignment skills are different. Stores almost always have other considerations that need to be incorporated into the schedule. These considerations create no dedicated or scheduled hours but must be taken into account to assure that properly qualified associates are available to provide double duty—that is for both their task work and the special skills, qualifications or certifications.

Let me give a real-life example to help you better understand the idea behind special assignments. It is very common for retailers to have a policy where at least one person that is CPR certified be available on-premises during store open hours. This may be increased to two CPR certified associates during peak times. It makes more sense to have a smart scheduling system automatically schedule trained associates to the specific requirement at the same time task work is assigned versus having to edit a schedule and manually add associates with this qualification or skill at the times needed.

How to schedule special assignments

What is required in a scheduling system to accommodate special assignments? Each special assignment—the specific skill, qualification or certification—must be identified. Those attributes also must be present on the profile of qualified employees so the system can identify the proper candidates. Additional functionality may be useful to ensure the special assignment rotates among qualified associates rather than selecting the same person each time or to select the most qualified associate using skill ratings.

Initially an administrator would need to specify the associates meeting the requirement. Next the store or departments that have such a special assignment would be configured. Additional configuration would include timing—what days of the week, what times of the day—the number of associates required at the identified times, whether the assignment is to be rotated among associates and, finally, if necessary, an effective date.

Reporting on special assignments

Simply scheduling someone to perform a special assignment does not mean someone was actually on the clock for the scheduled times. It is critical that leaders monitor whether special assignments are actually carried out, particularly as many special assignments fulfill regulatory or policy requirements. Exception reporting is required so leadership can view whether stores are fully complying with special assignment scheduling. For example, where only one of a required two associates are scheduled or on the clock during the required time segment, there is a failure to comply and either situation should be reported as such.

The universe of special assignments

The need for special skills, qualifications and certifications arises in all forms of retail, from grocery to specialty to big box operators. I am sure you have a few ideas that come to mind that cannot be scheduled independently as a traditional job or task. The list of special assignments is almost infinite, but here are some examples for your consideration and to spark your imagination.

Manager on duty (MOD) is a very common need in retail stores. In larger stores this may be scheduled as a labor task, but in small stores this is usually an add-on responsibility. In those situations, select associates may be trained for MOD responsibilities. MODs are likely to be required to be working whenever the store is open to the public. Their MOD duties may be to carry the keys, access change, deal with customers, execute emergency procedures, and so on. The schedule must be built with MOD coverage in mind.

Another example may be a liquor license holder. Local ordinances usually require someone with a liquor license to be working on-premises while the liquor store or liquor department is open to the public. Failing to schedule such a person could result in a fine or even loss of the liquor license. In this circumstance it is certainly ideal to have a scheduling system ensure that this scheduling criteria is met.

Other candidates for special assignment scheduling might be backup customer service manager, someone who can run the front end in case the scheduled service manager is out or must be relieved during breaks and/or lunches. In a department like Deli or Service Meat, consider a lead counter clerk to ensure that among those who are scheduled is a person with leadership training capable of providing direction to other team members. Perhaps some stores have a need for a cash office key holder during the evening to access the change bank. Or there may be a need for a forklift operator at certain times.

Warning Will Robinson, warning!

Excessive use of special assignments will constrain the scheduling system’s ability to optimize the scheduling of task requirements and may drive more overs and shorts. This is a legitimate concern so be warned. Systems must have qualified employees configured and available to perform the work to fulfill your assignments. It cannot schedule when no one has the availability or skill.

Having the ability to schedule special assignments really is an important new tool within scheduling, and I am sure you can see the practical need for it. Because there is an underlying complication to trying to manually schedule special assignments yourself, you can see why it is so important to have this functionality built within the scheduling system. If your current scheduling system has it, that is great for you and your company. If your current scheduling system does not provide this feature, well then, I guess you are simply “Lost in Space.”

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How to Write a Memo That Assigns Additional Duties

by Anam Ahmed

Published on 29 Apr 2019

The business environment is dynamic and constantly changing. Successful companies know how to adapt to the fluctuations in the marketplace by adjusting their offerings to meet the needs of consumers. In order for that to happen, companies need to be able to remain flexible with their internal organizational structure. Sometimes, it’s necessary to change roles and responsibilities within the company in order to complement the external environment.

Review the Current Job Description

If your organization needs to make some changes to an employee’s job responsibilities, you’ll need to provide them with the details in writing. Having a brief discussion with the employee is also useful as it enables them to ask questions and gain clarification. The memo acts as a written confirmation of what is discussed between you and the employee. The additional responsibilities letter format is short and clearly outlines what changes the employee can expect.

Before you draft your memo, review the employee’s current job description so you have a comprehensive understanding of what they do now. You may also want to review their past performance reviews to see what their strengths and weaknesses are. This will help you determine what kinds of changes the employee will be able to handle successfully.

For example, if your employee is a customer service representative, you may wish to increase their role by having them respond to customer inquiries over social media as well. However, if in their past performance reviews they have not had a great track record of written communication, then this may not be the best change in duties for them. However, if they excel in written communication and social media management, they may thrive with the new responsibility.

Make Sure the Changes Are Feasible

Ensure that the changes you want to make to the employee’s job description are realistic . If they already have too many tasks on their plate, then adding even more duties may overwhelm them and cause a loss in productivity. If you’re adding on additional responsibilities, you may also need to remove some other duties.

When learning about additional responsibilities, employees will want to know whether they will be compensated to reflect the changes in their role. A good sample memo for duties and responsibilities outlines if any changes will be made to the employee’s salary as a result of the changes in their job description. Ensure this increase in salary is within the budget.

Structure a Sample Letter of Duties and Responsibilities Carefully

Open your memo by stating the intention for the letter. Tell the employee that you are changing their job description. Also mention why the change is happening as it relates to the business.

In the next paragraph, focus on the employee’s strengths and the value they bring to the organization. Build on that by outlining the additional responsibilities they will be taking over. If you’re removing some of their duties to account for this change, let them know who will be taking over those areas.

Finally, if there will be a change to the employee’s salary as a result of their increasing job description, tell them about the change and from when it will be effective. Sign off by sharing your excitement for what this means for their career and for the organization. Offer to answer any questions and share next steps .

Sample Letter for Change in Job Responsibilities

Subject: Your new role

I’m writing to inform you about a change in your job description at XYZ Corp. In addition to your duties as Customer Service Representative, you will now also be responding to customer questions over our three social media channels. As we grow our business, we’re expanding the way we service our customers. We’ve conducted research with many clients and this is a service they are eager to have.

Since you’ve been with us here, you have excelled in all areas of customer service, particularly in the areas of written communication and timely response. These skills will be critical to your new responsibilities.

To reflect your changing responsibilities within our organization, and to show our appreciation for your work, you will receive a 3 percent raise effective immediately.

We’re thrilled about this new development and look forward to seeing you grow in your expanding role. Feel free to reach out if you have any questions. We’ll schedule a meeting to discuss the next steps moving forward.

Best wishes,

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How Do You Get A Special Assignment You Want?

By:  michael fernandez.

How do you get a special assignment you want? What makes you stand out in a crowd of ten plus candidates for one spot? As an Anaheim Police Sergeant I am often asked by officers, “What do I do to get a special assignment? What can I do differently? Why do I continue to get passed over?” The following is based on my personal experience of 17 years. My experience consists of Patrol, Traffic Unit including Motor Officer, Resort Policing Team, Vice Unit, Criminal Intelligence Unit and Patrol Sergeant. I completed my Bachelor of Science and the Supervisory Leadership Institute.  It is also based on numerous conversations with many officers, detectives, investigators, sergeants, special assignment sergeants and lieutenants throughout the years. I wrote this in the interest of career development for an officer relatively new to an organization.  Every organization is different. What each organization emphasizes in an officer’s development to make that officer more marketable changes from place to place. However, this article describes the “intangibles” applicable to any organization.

One factor out of your control is the needs of the special assignment, like if it requires extensive investigative experience. That aside and regardless of how the selection process is accomplished, there are several factors which separate an individual from the pack. These are factors you can personally impact and shape because time on the job is NOT usually good enough.

Personality goes a long way: Everyone has his or her own unique personality. Because we are human, the factor of personality and its impact on a selection cannot be overstated. Think of it this way: What kind of person do you want to be around and rely on day in and day out? Compatibility is the key and the only way to accomplish this is for you and the assignment personnel to know each other.

Immediately traits come to mind such as humility vs. arrogance, team player vs. individual, modest vs. egotistic, friendly vs. rude, considerate vs. inconsiderate, pleasant to be around vs. unpleasant to be around, and on and on. Consider your own personality, put yourself in the shoes of the special assignment sergeant and officers, and ask yourself if you would choose yourself for the special assignment. If you have to answer “no,” then consider a change in your behavior.

Work ethic: A definition of work ethic from Dictionary.com: A belief in the moral benefit and importance of work and its inherent ability to strengthen character. Some people are thankful for having a job, believe they owe their employer an honest day’s work and are happy to contribute. Some people believe their employer should be thankful they work for them, believe they do not owe their employer anything, spread their cynicism about even the most mundane departmental and supervisory decisions and begrudgingly contribute at the minimum. A lot of people are somewhere in between. Who are you? This speaks volumes of your character, so consider it carefully.

A special assignment or unit wants someone with a solid work ethic who is willing to learn, help those around him or her and eager to contribute to the mission. Your work ethic is obvious to everyone around you and it will be clear to the special assignment supervisor and personnel if you are a hard worker. This is often more important than the other factors, personality excluded. The special assignment can usually mold a person into a knowledgeable expert in their field if the person has the good work ethic. A solid work ethic, like personality, is developed throughout a lifetime.  They cannot tolerate a weak work ethic regardless of how knowledgeable you are.

Knowledge and expertise: How much do you know about the special assignment and their work product compared to that of the other candidates? If you’re interested in gangs, have you developed an expertise in the field of gang investigations? If you set your sights on a particular special assignment, know as much about the unit’s responsibilities and develop an expertise in their investigations and responsibilities.

Your work product from patrol related to the special assignment you are interested in will reach that special assignment, and you should make sure they know about it. For example, you should bombard gangs with field identifications or traffic with citations and traffic collision reports. Continuously develop your knowledge and expertise. This is a great opportunity for you to reach out to personnel in respective special assignments with questions. For those working graveyard and weekends this can be accomplished with a simple phone call or email. Special assignment personnel are usually willing to help.

Work product: Ask yourself if you write thorough and accurate reports. Ask yourself if you conduct detailed investigations. I’m sure you’ve heard it a million times: those in special assignments know you only by the paper you write. We’re cops, so it only takes one or two shoddy work products for you to earn a lousy reputation with a special assignment. Like the saying goes, “you’re only as good as your last screw up.” When a report goes to a special assignment, a detective or investigator can tell how many corners you cut by how many holes in your report they have to fill. Many detectives and investigators routinely read the author’s name even before they read the report to gauge going in how much will have to be fixed in your investigation. You want to be the officer that gets this reaction from the reader, “This was written by Johnny Law. Great, because that means it’s a tight report.” Don’t be that officer who gets the reaction, “This officer cuts corners on everything. Now I have more work to do.”

Standing out: There are many ways to separate yourself from the pack based on the additional work you do. Separate yourself from other candidates by putting in work for the special assignment and showing the special assignment that everything else being equal, you already know how to write search warrants, or already know how to run a community meeting.

If your interest is to be a detective or investigator, your field sergeant will assist you with writing search warrants. If your interest is traffic, volunteer for as many traffic collisions as you can. If your interest is the community policing team, request to go to neighborhood meetings and assist with their projects. Continued training and professional development are vital for standing out. Whether you do this in-service or on your own, these actions demonstrate motivation and desire for growth.

Networking, networking, networking:  Express interest in a special assignment long before an opening is announced. Expressing an interest is about letting the people in the special assignment, including the sergeant, know you’re interested. If you do something noteworthy related to the special assignment of your choice, let someone in the special assignment know. Discuss your interest in the special assignment with your field sergeant, and your field sergeant can be your strongest advocate. Reach out to special assignment personnel, ask questions related to their expertise, and produce a work product that reflects the knowledge learned. Request a temporary assignment to the special assignment if your agency allows, so you and the special assignment personnel can gauge how well you work with each other. Ask to assist them when they need it. Become the special assignment’s patrol go-to officer for cold stops, uniform presence, search warrant assistance, and probably most importantly, tracking people down for them on nights and weekends. The special assignment needs to know you genuinely want the job and would be grateful to be selected. Doing this work ahead of an opening lets everyone know that you are applying out of genuine interest, rather than applying to get out of patrol.

In a perfect world, “it’s who you know” would not be a consideration. However, we are all human, so it would be foolish to ignore it. This is about bridges you build and burn over the long term. Your peers today could conceivably have input in candidate selections for a special assignment. Your field sergeant today could be the special assignment sergeant tomorrow. The impressions you make on the watch commander today could positively or negatively affect you when that lieutenant runs a bureau.

Networking is important, and here are some examples. Work special assignment overtime if available, and try to partner with someone from a different assignment so they get to know you. Volunteer to be on various committees, such as the awards banquet committee. Baker to Vegas (running or supporting) is another way to interact with folks with whom you wouldn’t normally interact. If you have the time, attend crime meetings, caps meetings, gang meetings, assist with the Explorers, etc. There are countless avenues, work related or otherwise, to develop your network so you are a known quantity when openings come up. Please note I make a distinction between networking and “apple polishing.”

Willingness to accept constructive criticism: If you test for a special assignment, but don’t get it, contact the special assignment sergeant to find out why. This can give you valuable information about what the sergeant perceived were your shortcomings and where you can improve. Sometimes an issue can be corrected quickly, and sometimes there are long-term solutions. Either way, you can only improve by hearing the criticism. It may open your eyes to how others perceive you.

This is a two-way street. You must be willing to accept the constructive criticism, and you must hope the sergeant isn’t pulling punches. It’s irritating to be ready for the criticism and you get the old, “keep doing what you’re doing.” This gives you no direction. If that happens, respectfully press him or her for specifics. Afterward, be willing to accept the criticism no matter how bruised your ego may be. How you receive the criticism will be viewed as a measure of your maturity and willingness to improve. Do not focus on the criticism and become bitter. This will only harm your chances going forward. The most important part of accepting constructive criticism is acting on it. If you take the advice, trumpet your success. Let the person know if the advice was beneficial.

Conclusion: For those who think special assignments are given to the best “apple polishers” and saw that in the above factors, your potential for getting a special assignment is already decided by your own actions and inactions. For those who think, “It’s about who you know,” you are partly correct. Human nature dictates people always prefer a known quantity to an unknown quantity. If you follow the suggestions above, you will soon see YOU are who they know. The opinions of your peers in special assignments are based on the above factors.

Every agency strives for a great reputation with the DA’s Office and surrounding agencies. Each special assignment contributes to this reputation by being professional and having all personnel produce a quality product. Every special assignment sergeant understands the importance of carrying on and building on the reputation of those who came before them. They must decide if you are the one to carry on this tradition. It can only help your chances of being one of the top candidates for a position desired if you follow the above suggestions.

About the author: Michael Fernandez is a Patrol Sergeant for the Anaheim Police Department, and he has worked Traffic, Resort Policing, Community Policing, Vice, Criminal Intelligence, and promoted to Sergeant in his 17 years there. Before the Anaheim Police Department, Sergeant Fernandez worked for the El Monte Police Department for 11 years where he was a Police Cadet, a Jailer and a Reserve Police Officer. Sergeant Fernandez holds a B.S. degree in Business Administration from the California State University at Los Angeles.

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What are solo leveling: arise special summons & how do they work.

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Solo Leveling:ARISE Preview: "Surprisingly Deep Tactical Options"

All active solo leveling: arise redeem codes (may 2024), 10 solo leveling: arise features & mechanics that will improve your experience.

• Solo Leveling: ARISE Special Summons are a mechanic in the game that enables players to get 15 pulls.
• Pull rates for Special Summons are the same as standard banners.
• Obtaining SSR gear or Hunters in Special Summons may be worth it for pay-to-win players.

Like many mechanics in popular gacha games, Solo Leveling: ARISE can sometimes feel confusing, with core portions of the game like Special Summons not being explained very well. With so many screens and ways to gain extra pulls, it's no wonder that some people might be confused as to what the mechanic actually is, especially those who are planning on being F2P players throughout the campaign.

While there are various ways people can gain free tickets and get great SSR Solo Leveling: ARISE characters like Choi Jong-in or Lim Tae-gyu, like many similar games, certain mechanics are gated behind paywalls. Although Solo Leveling enables anyone to enter the Special Summons screen and pull 15 times for free, actually obtaining the Hunters or weapons is a different story entirely .

Solo Leveling:ARISE does enough to entice those already familiar with Sung Jinwoo to stay, but glitches & pacing issues prevent a broader appeal.

Special Summons Are A Paid Feature

You can pull, but you can't own.

Special Summons is a paid mechanic in Solo Leveling: Arise that enables players to pull 15 times . Upon completing the 15 pulls, players can then decide which pull to draw and add to their inventory for a price. To actually draw the cards, people must purchase the Hunter Association Premium Subscription Ticket for $9.99 per month or one Special Summons Ticket (per month) for $21.99 . To access the Special Summons panel, click the Special Summons icon on the left side of the screen.

The 48-hour timer at the bottom of the Special Summons screen indicates how long your pulls will remain on your account, not how long it is until it becomes free.

This is probably highly disappointing to F2P players who thought they could potentially get good items, especially if one of the 15 pulls resulted in something amazing. Some pulls may only result in low-level SR hunters and R gear, while others may result in multiple SSR items. Players should select the pull with the most SSRs or items or Hunters that they've been trying to obtain but haven't been able to through the standard banners.

The action of Solo Leveling: ARISE can be enjoyed even more with free rewards offered through all the active redeem codes being offered in May 2024.

What Are The Pull Rates & Odds For Special Summons?

Pull rates don't differ from standard banners.

Like the standard banners in Solo Leveling: ARISE , pull rates vary depending on whether the pull is SSR, SR, or R item or Hunter. For Special Summons, players have a 1.2% chance to pull an SSR, an 8.8% chance to pull an SR, and a 90% chance to pull an R . Within each of these categories, specific Hunters and weapons each have different percentages of getting pulled within their level.

Are Special Summons Worth It In Solo Leveling: ARISE?

Highly dependant on f2p status.

As Special Summons are pay-gated, there is currently no way to get a free Special Summon without subscribing to the Hunter Association Premium Subscription Ticket for $9.99 or buying one Special Summons Ticket per month for $21.99. For those who don't want to pay anything, it's best to ignore Special Summons. However, those who plan on putting money into the game may want to buy it.

In Solo Leveling: ARISE , Special Summons are worth it for lower-spending pay-to-win players because they provide an avenue to obtain specific SSR gear or Hunters to round out the team composition, with theoretically better odds. Those who get the Hunter Association Premium Subscription Ticket also get a few other benefits, including Auto Mining, one Check-In Gift per day, as well as other check-in rewards like Rate Up Draw Tickets and Heroic Blessing Stones. The pull limit for Special Summons also gets doubled with a second page, providing 30 total pulls.

The regular ticket may also be worth it, depending on how long a person plans on playing the game. Again, while pay-gated, the Special Summons Subscription Ticket option provides an avenue to obtain specific items or Hunters that have otherwise been hard to achieve through typical banners. Really, it'll come down to how long someone plans on playing, as it becomes more valuable the more subsequent days & months someone plays . That said, there's no note of how long Special Summons as a game mechanic will even last, so like other aspects of gacha games, it's best to proceed with caution either way .

Solo Leveling: ARISE features a slew of familiar gacha game mechanics, but knowing what to focus on can improve your experience dramatically.

Special Summons Are Disappointing

No, it's not free.

Although the timer at the bottom of the Special Summons screen would indicate that at some point, players would receive a free guaranteed draw, the 48-hour timer, according to Netmarble's website , indicates that " Guaranteed Summons will be available until time runs out, " shedding light on the fact that enticing F2P players with 15 potential draws, some which probably contain at least a few SSR items is more than disappointing. Perhaps the translation from South Korea got mixed up, or perhaps the language is intentionally confusing, but either way, it is a letdown.

Ultimately, it'll be up to players whether investing in Solo Leveling: ARISE is worth it and whether the Special Summons banner is a great way to round out team composition or a confusing monetization practice that should probably be updated to be more clear. With the amount of confusion surrounding it, it should probably be updated either way.

Source: Netmarble

Solo Leveling:ARISE