They say
What to say when an employee asks why a task was given to them: “Why me?”
When an employee asks why a task was given to them, give the actual selection reason, explain what you need them to own, and invite any concern about the assignment.
Your response
“You deserve a clear reason. I’ll explain why I chose you, what I need you to own, and what support comes with it. Then tell me what concerns you about the assignment.”
First, check this
Why did you choose this employee, and can you explain that reason without inventing a development story after the fact?
Why this works
‘Why me?’ can be a request for purpose, a concern about fairness, or the beginning of a practical objection. Giving the real selection reason lets the employee understand whether the task follows from their role, expertise, availability, or development. It also makes the manager examine whether the assignment was thoughtful. The invitation at the end lets the employee name the actual concern instead of making the manager guess.
Don’t say
“Because I said so.”
If they push back again
“You only gave it to me because nobody else wanted it.”
You could say
Partly, maybe. Nobody volunteered, and I won’t dress that up. I still chose you for a reason, and if this is work nobody wants, I’d rather rotate it than leave it with you every time.
After the conversation
- Look at who has received the unplanned or unpopular tasks over the last few months, and rebalance if one name keeps appearing.
- Confirm the deadline and the support you promised in a short message the same day.
- Ask the employee after the first week whether the task matches what you described when you assigned it.
Questions managers ask
Do I have to explain why I gave a task to one employee?
You don’t need to justify every assignment, though a short, true reason costs little and prevents most fairness complaints. “You know the client” or “you have the most room this month” is enough. Avoid inventing a development reason after the fact, because people can tell and it makes your next explanation harder to believe.
Can an employee refuse a task they think is beneath them?
They can tell you they’d rather not, and a reasonable task within the role still stands. Ask what worries them about it, since it may be how the work will look to others or the time it takes, and deal with that. If the task genuinely sits below their level, explain why it still needs them and for how long.
What if their question shows I didn’t think the assignment through?
Admit it and take a minute to decide properly. Ask yourself who has the skill and the time to own the result. If the answer is still this employee, explain why. If it isn’t, reassign the task now instead of defending a choice you made in a hurry.