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Big Things Ahead: Lead with Indeed is Coming

Sixteen years ago, the very first post on the Indeed blog was published. It was a brief, 120-word message posted the week launched in 2004, and signed by Indeed’s co-founders, Paul Forster and Rony Kahan. The post began: “Welcome to Blog Indeed, a new blog from a new company called Indeed,” and went on to explain that “Blog Indeed will keep you up-to-date on and developments at our company.”

Fast forward to 2020: we’ve kept that promise, and then some. From highlighting Indeed milestones and announcements in its early days to now keeping you in the loop with employer-centric articles, studies, reports, product how-to’s and compelling thought leadership — the Indeed blog has been home to it all. 

However, the time has come to begin a new adventure. Next week, the blog will move to a bigger and better destination: Lead with Indeed. Lead with Indeed will continue all the best traditions of the Indeed blog as a leading source of content for decision makers, recruiters and HR professionals in the business of hiring — but with the added bonus of exclusive videos, long-form content and other resources to help you do your job better.

But before we begin our next journey on Lead with Indeed, let’s take a moment to look back at some highlights from over the years.  

Celebrating Indeed’s milestones

Since that first post, blog readers like you have been witness to our growth and evolution as a global company. In 2007, we announced the launch of; a mere two years later we had websites in 19 countries and 10 languages. Today, Indeed is available in more than 60 countries and 28 languages. And during that time we have established offices in many countries around the world. In 2012, we announced the opening of our EMEA headquarters in Dublin, Ireland on the blog — and today we have a presence in cities ranging from Düsseldorf, to Hyderabad, to London, Paris, Sydney and Tokyo (among others!). 

And we’ve marked many other important Indeed milestones since then. In February 2013, we proudly announced that 100 million unique visitors had used Indeed to find jobs in the previous month. Little did we know then that in 2020, more than 250 million unique visitors would be using Indeed every month! In January of this year, we reported that recruiting tech company Breezy HR had named Indeed the best source of hire, superior to even employee referral and company career sites — all of which reinforces our status as the #1 job site in the world.1

Some big names have also graced the pages of the Indeed blog. In 2019, we interviewed Susan Cain, author of The New York Times bestseller “Quiet: The Power of Introverts in a World That Can’t Stop Talking” and whose TED talk on the subject has been viewed tens of millions of times. We got tips from author and former VP of Design at Facebook, Julie Zhuo on how to be a great manager (she became one at just 25 years old). Kim Scott, author of the bestseller “Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity,” also shared with us how to use radical candor — defined as “caring personally while challenging directly” — to more effectively communicate in the workplace. 

We’ve seen notable speakers from our annual recruiting conference Indeed Interactive, including Malcolm Gladwell — staff writer at The New Yorker and best-selling author — who gave us his thoughts on talent. And we’ve also interviewed numerous industry leaders, including JetBlue’s SVP of Talent, SAP’s Head of HR and Salesforce’s SVP of Global Recruiting on important topics such as culture, diversity and philanthropy. 

Guiding you with expert advice

Our most popular posts span a wide range of topics, from recruiting tips (such as how to stop candidates from ghosting employers) to best practices for using Indeed products (like how to make your Indeed resume stand out), or reports based on Indeed data (like the best jobs of 2020). 

Indeed’s own leadership team has also shared their thoughts and insights over the years. Our SVP of Human Resources Paul Wolfe has covered everything from the importance of building a workplace that includes everybody to the case for open PTO; meanwhile SVP of Product Raj Mukherjee has explored ageism in the world of tech and how companies can fight it. Most recently in response to the COVID-19 pandemic, we’ve published a series of posts addressing topics like how to get your messaging right, science-backed insights for working from home, and labor market trends we’ve been seeing. We’ve also shared information about Indeed’s newest product updates, which makes it easier for employers to find talent and job seekers to find jobs. 

Continuing the journey on Lead with Indeed

From its early days as a vehicle for news and announcements to its eventual role as a place for employer thought leadership, the Indeed blog is now ready for the next stage in its evolution.  With the launch of Lead with Indeed, it’s on to even bigger and better things. 

Of course, having published so much good stuff over the years, we don’t want to take away any  valuable resources that employers like you might rely on. So our new site will include hundreds of blog posts featuring all of our most interesting and relevant historical content. Meanwhile, our new content — including articles, informative ebooks and engaging videos and podcasts — will help us establish Lead with Indeed as a global destination for talent leaders, managers and all people who hire. 

We’re excited for you to see what’s in store on Lead with Indeed. Thank you to everyone who has engaged with the Indeed blog throughout the years — whether by reading the occasional article, sharing a post or being a loyal subscriber. Stand by for next week when we launch at, where we’ll continue the tradition of sharing exclusive insights, resources and inspiration with you all. We are looking forward to continuing this journey together with you!

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Coping with WFH: the HR Community Speaks

The number of salaried employees working from home has never been higher. Google has announced it will let employees work from home until the end of the year. The same is true for most of Facebook’s workforce. If it’s possible to allow employees to work from home, many of the big tech giants are doing it, as are a number of other white-collar organizations, including Capital One. 

Many of our colleagues in the HR community are doing it as well. Often, we’re the bridge builders between workforce and workplace — whether we’re on the recruiting or the management side of things. Our roles often involve ensuring employees are able to work productively, safely and if possible, enjoyably. But the question is: Are we able to do that ourselves?

So we reached out to get some intel on how our colleagues in HR are coping with working from home (WFH). HR practitioners have a unique perspective. What we learned is that working from home for this cohort is a mixed bag. For those already used to working remotely, this moment in time of working from home is an entirely different experience. Factor in the additional disruptions — a full house under orders to stay put, new responsibilities that reflect the full impact of the pandemic, and the disembodiment of virtual connection — and some are less enthusiastic. Yet for others, this change presents opportunities to pivot to roles that better meet pressing needs, recalibrate a career that has been racing at high speed and spend more time with the kids. 

The bottom line: we’re finding ingenious ways to sustain ourselves, we’re finding the silver linings and we’re even finding meaning in today’s realities with regard to implications for the future. 

Here’s what some of our colleagues had to say about working remotely — whether from their headquarters in the basement, attic, kitchen, dining room, living room or back deck:

Slower Pace, Longer Days

“I am not rushing as much as I used to,” said Rachel Weeks, the marketing leader, team builder and brand amplifier for Reward Gateway. “I was always rushing to work, rushing to the next meeting, rushing to get home, rushing to get kids to activities. While I am starting earlier and ending later, I am taking time during the day for a little self-care and not worrying that I am supposed to be someplace else.”

Missing Face-to-Face

“There’s definitely a balance of benefits and challenges,” noted Mary Sweeney, an online career counselor at Boise State University. “Benefits: a much more flexible schedule, more productive because of fewer distractions, and my dog is my coworker. Challenges: finding a routine, missing coworker conversation and a lack of face-to-face connection with the campus, students and staff.”

Confronting COVID-19’s Impact

“I work for an essential services employer that supplies products to hospitals,” said Daryl Grayer, PHR, an HR manager for Shaw Industries. “The experience is rough as I try to parent and school our four-year-old and work simultaneously; [there’s] a lot of push-pull with my time. Also, my responsibilities at work right now mostly consist of COVID-19 tracking/tracing and unemployment claims filing and follow-up.”

Too Much Isolation  

“Honestly, I detest WFH! Totally not my cup of tea at all!” said Teresa Bustamante, an executive sourcer and recruiter. “I miss the camaraderie of a team and workplace relationships.” 

Chad Fife, Vice President of Marketing at Talview, concurred: “Office life has a great flow to it, and I miss the unexpected conversations that bring teams closer.” He also notes that,  “I think remote work requires more discipline for some, while for others it’s a joy to work ‘when creativity strikes.’ I’m a little of both.”

More Time With the Kids

Fife added that he appreciates “that I can talk to my teenage kids or take a mental break for 30 minutes in the afternoon and still have time to work a little later.” Others also relayed their thoughts on spending more time with their children — for better or worse. Kristen Harcourt, an executive coach and professional speaker, had already been working at home before COVID-19, but, “Working remotely during this pandemic has been a huge adjustment! In this new version, I have my 7- and 10-year-old at home who need a lot of assistance with their schoolwork, as well as mental, physical and emotional support. I go from working with clients to working with my kids throughout the day, so there is no transition time.” 

Flexing to New Realities

Many spoke about the need to manage their expectations, and as Harcourt put it — “ have a lot of compassion and grace with myself and others.” But in some cases, the adjustments we’re making extend beyond our own attitudes and behaviors, to our business models. As Ken Byler, owner of Higher Ground Consulting Group, explained, “[I] used the time to pivot my consulting practice business model to more virtual delivery of coaching and learning.” He’s also gone through a website redesign and rebranding, and has begun to offer “complimentary coaching for clients as needed.” 

And, he’s just one example of people being flexible enough to seize the moment and better accommodate the changes — not just now, but going forward. “I have always felt remote working is the future of work and the COVID-19 pandemic has really emphasized that,” said consultant Valerie Martinelli. 

Given that we’re still grappling with the effects of COVID-19, remote work — where possible — isn’t going away. One factor in getting early hires or new hires more comfortable with the arrangement may be to team them up with WFH veterans, such as the HR pros we talked to. As I see it, mentoring to boost the skills and best behaviors for remote working may begin trending —  very soon.

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Why Well-Being at Work Matters More than Ever

Today, workers and employers alike find themselves in uncharted territory. The impact of COVID-19 has left us all considering many factors, from how long the pandemic will last to its impact on the economy. But what about well-being? How does it factor into the situation?

According to Dr. Jan-Emmanuel De Neve of the University of Oxford (also co-editor of the United Nations’ World Happiness Report), well-being — and the factors that contribute to it — is perhaps more important than ever. “The only thing that can mitigate the negative economic and health shocks that we’re seeing will be the strength of our social ties and social capital being activated throughout this crisis,” he explains.

We spoke with De Neve to learn more. Here, he shares his insights into why well-being is so important in times of crisis, what employers can do to support it and how the current pandemic will transform the future of work.

Social ties are crucial for well-being

First, let’s take a look at what we mean by “well-being.” At the highest level, De Neve defines it as “how you are doing — both you and your community — and how that makes you feel.” 

Dr. Jan-Emmanuel De Neve | Associate Professor of Economics at the University of Oxford and Director of the Wellbeing Research Centre

Simple enough, perhaps — but when you look more closely at the work context, many different factors come into play, says De Neve. In fact, employee well-being is shaped by multiple intersecting forces, or “drivers”: Typically these include fair pay or a sense of feeling energized about work. But while these remain important, priorities shift during crises. So what should employers be focusing on right now? 

De Neve believes that the most important drivers of worker well-being during COVID-19 are belonging, appreciation and inclusion, which are all fundamentally social. Together, these factors help workers feel more confident about their future with a company and can also reduce fear and speculation during uncertain times. 

“There is some evidence from past traumatic events like Fukushima or tsunamis where you find that communities with strong ties and strong social capital to begin with are the ones that cope better,” says De Neve.

Workplaces are communities, too, and part of the larger community. But what does this mean in practice? Employers can support well-being and productivity during COVID-19 by nurturing belonging and inclusion, explains De Neve, and showing their appreciation for workers. 

For instance, De Neve advises letting workers know that everyone is in this together and reassuring them that the company recognizes this is an extremely stressful situation. Showing support and recognizing the constraints and challenges facing different workers will help build cohesion and morale during these tough times, and is important for coming out of the pandemic stronger than before. 

And remember: well-being isn’t just good for the soul — it also makes people better workers. 

Focus on openness, transparency and belonging to support workers now

With nearly 300 million Americans sheltering in place, millions are now working from home for the first time, while also juggling personal responsibilities. For many of us, this brings added stress to our lives, so another factor identified by De Neve — flexibility — is a crucial driver of workplace well-being right now. 

For example, workers with young children might need to shift their schedules to complete more work before or after typical business hours. Being sensitive to these needs can go a long way to maintain well-being among employees. Companies that already had flexibility for employees will experience “less displacement of work routines,” says De Neve, giving them a leg up during the COVID-19 crisis — but there’s still time for skeptics to embrace more flexibility than usual.

Something else De Neve says that employers should bear in mind is that the COVID-19 pandemic is very difficult for people because they feel “they have no sense of agency.” Leadership needs to communicate “transparently and openly” about the company’s future, suggests De Neve. This helps reduce uncertainty and gives workers a sense of control. 

One way to boost communication and belonging simultaneously is through regular team meetings or even company-wide Q&A sessions. These help keep everyone on the same page while also bringing people together, helping workers feel both connected and informed during changing times. 

The impact of unemployment on well-being

“When people lose their job, they lose about 20% in terms of life satisfaction but only about half of that effect comes through the loss of income,” says De Neve.

His research shows that the other negative effects are from the social experiences that result from layoffs: loss of identity, self-esteem, social connections and daily routine. As a result, the negative effects of unemployment persist even after a worker restarts their career, because getting laid off isn’t just bad economically — it can cause psychological and emotional turmoil. 

It’s also why well-being is particularly vulnerable during economic downturns. “Overall we find that people are twice as sensitive to economic losses as they are to economic equivalent gains,” De Neve explains.

So what can companies do about this? De Neve thinks that the COVID-19 crisis is different from a typical recession: “This is really hitting the economic pause button and hopefully restarting in a month or two,” he says. He hopes companies and employees can weather the storm together. 

Some industries will face bigger challenges than others while the situation is changing. However, for employers who can persevere, De Neve advocates finding creative solutions to avoid layoffs. 

Possibilities include having employees work reduced schedules for reduced pay, or giving them the option of unpaid sabbaticals. According to De Neve, companies that took similar approaches during the Great Recession subsequently “came back roaring” and “had a competitive advantage over other companies because they had much higher employee morale, engagement, and well-being.” 

Unfortunately, this won’t be an option for every employer, of course. But De Neve argues that insofar as it is possible, everyone should “hold on tight and stick together.”

Prepare for future conversations 

Of course, there are many conversations going on right now about the future. Where will we be at the end of this?

Nobody knows, of course, but De Neve says that it is important to start having those conversations now. “One thing I would advise to senior leaders is to have a transparent and reasoned argument for … when they think people will be expected to come back to work and change from this ‘new normal’ back into the ‘old normal’,” suggests De Neve. 

Until now, some more traditional employers and managers refused to consider remote or flexible schedules. De Neve believes workers will push back if employers try to revert to their old ways once the pandemic passes. 

“People have gotten used to it now and they know it works,” he says. “It will be difficult now for a manager to say ‘No, I need everybody in the office from 9-5’ because we’ve shown that it is possible to some extent.” 

He notes, however, that remote arrangements often work best for teams with an established history of working together — and that’s exactly what’s happening right now.

“To have one or two meetings a week like this is completely fine, because we know how people are, what they look like [and] how their body language is,” De Neve explains. 

For these teams, technology can more fully replicate a face-to-face meeting, providing the flexibility workers need while preserving their sense of community and belonging.

Now is the time to nurture well-being and weather the storm

Supporting employee well-being isn’t just the right thing to do — it also helps support productivity. In fact, De Neve’s research shows that workers are up to 20% more productive when they feel happier — and this is even more critical during times of crisis.

Belonging and flexibility are especially important for workers right now, and companies that prioritize these will see long-term advantages. Employers should use clear, open communication to keep workers informed and give them a sense of control and — whenever possible — they should find creative solutions to keep people in jobs. Finally, De Neve believes that remote and flexible options are here to stay for many workers, and will shape a new future of work. 

These are unprecedented times for work and society, but if, as Dr. De Neve advises, we can work together and weather the storm — then we may very well come out stronger on the other side.

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Paycheck Protection Program for small businesses

It’s April 2020, and it feels a little strange to think that such a small organism has managed to heavily impact our lives and the way we conduct business. While things are difficult, initiatives like the PPP (Paycheck Protection Program) by the Small Business Administration (SBA) are here to give …

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Small Business Relief: Zoho Introduces Emergency Assistance Program 

We can see that times are tough right now. The coronavirus has triggered a severe economic disruption that could create significant changes in the global economy. For nearly 25 years, we have built our company by serving small businesses. We are sensitive to the particular challenges that small businesses currently face. …

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REPORT: Indeed Named Leading Source of Hire by Breezy HR

These days, job seekers have a lot of choices. The unemployment rate is at its lowest in years1,and more and more people are being selective with the jobs they apply to. And with the average person spending 90,000 hours at work over their lifetime, finding the right job is extremely important in order for job seekers to feel fulfilled, happy and purposeful.2

In fact, 95% of workers3 said if they were considering a new job opportunity, insight into a company’s employer reputation would be somewhat or extremely important. And 64% of employees4 say a potential employer’s commitment to diversity and inclusion would be an important factor in their decision to accept an offer. Nowadays, the idea of a great place to work has evolved, and a job is about much more than just a paycheck.5

Meanwhile in this world where candidates are increasingly in the driver’s seat, it’s all the more important that employers select the right partner to help them find skilled, talented candidates. So who can you turn to when it comes to making the right matches? Recruiting tech company Breezy HR’s most recent Source of Hire report shows that employers overwhelmingly turn to Indeed as a trusted partner in the sourcing and hiring process. 

Indeed continues to lead as the #1 job site for offers and hires5

Based on an analysis of Breezy HR’s ATS data, Indeed is far and away the best source for hire, superior even to employee referral and company career sites. According to Breezy HR, out of over 68,000 hires, recruiters sourced the most candidates through Indeed, followed by company’s own career sites.5

Breezy HR

Indeed also leads with the highest percentage of total hires and offers compared to other branded job sites, at 15% of hires and 9.2% of offers — and delivers over 2.5X more hires than the five other branded job sites combined.5

But wait, there’s more: Indeed and Ziprecruiter are neck-to-neck for fastest time to hire, but applicants sourced through Indeed have a higher conversion rate.5

15 years of prioritizing the job seeker

For the past 15 years, our mission at Indeed has been to put the job seeker first — informed by a conviction that what is best for the job seeker is also what is best for employers. Today, Indeed has more than 250 million people searching for jobs every month,6 and 10 new jobs are added to Indeed every second globally. 

We firmly believe that what works for the job seeker also works for employers and are honored to be named the leading source of hire by Breezy HR, as this recognition confirms the effectiveness of our approach. 

Indeed is also dedicated to constantly innovating and creating new products that will make hiring easier and more convenient to employers. For example, Indeed provides the option to look for top candidates through Indeed Resume, our resume database of 150 million resumes. We’ve also recently introduced Seen by Indeed, which matches companies to all levels of tech candidates. Indeed Apply lets employers reach even more job candidates through mobile recruiting, and Indeed Hire offers recruiting services powered by Indeed so employers can save time while receiving high-quality hires. 

We’re humbled, as we enter our sixteenth year, to continue to lead as the #1 job site7 for offers and hires, and we are excited to continue to help people get jobs around the globe. Thank you to all the employers and job seekers out there; our commitment to you is that the best is yet to come.

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1Bureau of Labor Statistics, U.S. Department of Labor, The Employment Situation — November 2019

2Happiness at Work by Jessica Pryce Jones

3Censuswide on behalf of Indeed (US), n=506

4The 2018 Yello Diversity Survey

5BreezyHR Source of Hire Report 2019

6Google Analytics, Unique Visitors, September 2018

7comScore, Total Visits, March 2019

Source: Indeed Blog

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Recruiting Generation Z: 5 Key Factors to Consider

New year, new hiring push — and your efforts probably include Generation Z. This generation of digital natives is the newest to enter the workforce, bringing 61 million potential new hires who are expected to comprise 36% of the workforce by 2020. But how do you bring them into your company?

First and foremost, don’t get mired in the same myths over this generation as you might have with millennials. Now the largest demographic in the workplace, millennials are not the self-involved, short-lived cohort some asserted, and neither are Gen Z. 

While this generation does bring a whole new sensibility and digital savvy, you don’t have to change your work culture or employer brand just for them. Instead, focus on these five factors to attract and engage this growing demographic:

1. Brand and culture

Make sure your employer brand aligns with your workplace culture. While the workforce itself may be new to Gen Z applicants, they may already be aware of your employer brand, and that may shape a preconceived notion of your culture and company values. That perception could determine the kind of applicants you get: Gallup finds companies with a powerful and positive work culture attract the top 20% of candidates

However, don’t try to craft a specific perception of your company; make sure your brand authentically aligns with your internal culture. Gen Z candidates want the story they hear during the recruiting process to match the day-to-day reality when they come on board. If it doesn’t, they will be a lot less likely to stick around.

2. Learning and growth

Many members of Gen Z consider a four-year college degree to be crucial to future career success, and they’re quickly becoming the most educated — and debt-laden — generation in history. Offering growth and learning opportunities is vital, since organizations that invest in learning and skills/capabilities development will be especially attractive to this cohort. 

What’s more, they have high expectations for learning in the workplace: According to a recent Deloitte survey, 44% believe on-the-job training will be more valuable than what they learned in school. Leaders should ensure professional development and mentorship initiatives are at the heart of attraction and retention efforts.

3. Meaning and community

Gen Z is the most socially active generation ever, and they want their work to be meaningful. Social-good initiatives are a valuable source of pride for these employees. This will certainly contribute to your overall brand culture, and possibly to your bottom line, since purpose-oriented employees consistently outperform those who are less engaged

Social-good opportunities also go a long way in creating a sense of community; this is equally important to this group of digital natives, who are happiest when they feel genuinely connected to their coworkers. Get them involved in projects and teams, and foster a workplace with a culture of inclusion: one in which everyone feels equally welcomed, valued and part of the community.

4. Communication and feedback

Gen Z is accustomed to the responsiveness of online chatbots and automated customer service — and that consumer experience is the foundation for their expectations as candidates and employees. Interestingly, however, they fully understand the negative effect technology may be having on their interpersonal skills, and 83% say they prefer in-person dialogue to online communication. 

This cohort also wants on-the-job coaching, regardless of job position, intern/employee status or company size. Having grown up in the perpetual feedback loop of social media, they expect the same at work. Constructive, real-time feedback is going to deliver far better results than occasional performance reviews.  

5. Autonomy and flexibility

Gen Z craves — nay, demands — flexibility, autonomy, exposure to different work situations and work-life balance. They’re shaping their jobs to fit their daily lives, not the other way around, and they readily understand how technology facilitates flexibility. 

Today, you are vying to keep employees not only from your market competitors, but also from leaving full-time work altogether. The Bureau of Labor Statistics predicts the gig economy will comprise 43% of the current workforce by 2020. To offset a potential drain of new talent, build flexible opportunities into your company. 

Think outside the nine-to-five box where you can, using tech to enable part-time, contract work and job-sharing, as well as flexible schedules and telecommuting. Set your teams up with tools that support fast hiring, effortless collaboration and flexible working styles. And consider whether it’s time to shift the workplace emphasis away from time-based value to output value.

Building these five factors into your workplace culture will help you recruit, hire and retain Gen Z employees. And if they don’t respond to your recruiting and hiring efforts, don’t lose track of them; this generation expects you to keep in touch, and you never know when their situation may change. Start now to create a dynamic talent pool of great new candidates who will become tomorrow’s workplace leaders.

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Source: Indeed Blog

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Confidence Index Report: Confidence at Work Is the Soft Skill on Everyone’s Mind

We’ve all seen the stats: The job market is the strongest it’s been in decades, investments are up and the economy is booming. While such good news is always welcome, Indeed wanted to know how this impacts employees on the ground. Do workers feel confident in their abilities and career paths? And why should employee confidence levels matter to employers? 

We’ve been thinking a lot about confidence at work as part of our new Indeed Job Market, an experience that helps job seekers boost their confidence while on the job search. The Job Market will support job seekers throughout their career journey, and kicks off with eight in-person events at cities across the U.S. 

As we prepared for this exciting launch, we wanted to see how job seekers felt on the ground. To find out, we surveyed nearly 800 U.S. workers from a variety of industries and professional stages. Read on for a closer look at career confidence levels, why they’re important and how employers can nurture confidence to boost company-wide performance.

Confidence is key for success

What do we mean when we talk about confidence, and why is it so crucial? Confident people believe in themselves and their abilities. When we feel better about ourselves, our performance and our career prospects, our work tends to thrive. 

While confidence is often thought of as a fixed trait (something you either do or don’t have), it’s actually a soft skill that changes over time. There’s ample evidence that happier employees are more productive — and our research reveals that confidence brings similar benefits. While confidence may ebb or flow depending on circumstances, it’s something we can work to build up, and it’s in employers’ best interest to help.

confidence at work

Our survey respondents overwhelmingly agree that confidence is key to professional success. This holds true at all stages of the job search and after starting a new role. Virtually all workers (99%) believe confidence is vital in finding a job, and 95% say it’s an “important” or “very important” factor in securing a position. When it comes to interviewing, 97% agree confidence is a critical skill, and 98% consider it crucial when negotiating a hiring package. 

But confidence matters long after getting the gig: It’s “important” or “very important” to completing daily work for 94% of respondents. Meanwhile, 97% say confidence matters when securing a promotion, and 94% believe it’s a major contributor to overall career growth. 

Interestingly, this soft skill helps people avoid poor choices: 90% of workers say confidence clarifies whether a job is a bad fit. As in any part of life, trusting ourselves lets us know when something isn’t right for us. 

Workers believe in themselves and in the market

Clearly, confidence is important — but how is this playing out with workers? Our research shows confidence levels are rising in two key areas: belief in themselves and in the job climate. 

Respondents feel good about their skills, with over 90% confident they can perform their jobs at a high level. Workers also report feeling better about their ability to find a new job today than they were either two or five years ago, and many are optimistic about their company’s future. 

When it comes to available positions, workers are confident there are jobs that match their skills and experience (91%); meet their desired work-life balance (88%); and fit their long-term goals (84%). 

Despite murmurs of a possible economic downturn, respondents are overwhelmingly confident in their ability to meet milestones, with 93% believing they can achieve their one-year goals. Meanwhile, 88% are confident they’ll meet their five-year goals, and 90% believe they’ll meet career-long objectives. 

Confident employees make stronger, happier companies

The real impact of confidence stretches beyond the individual; confident workers also bring big rewards for employers. Nearly all workers (98%) say they perform better when they feel confident. This makes sense, since many foundational workplace skills, including work ethic, are driven by confidence.

confidence at work

What’s more, 96% of respondents are more likely to stay at a company when they feel confident. Teams and companies that support this skill and nurture it among employees can help reduce turnover. 

Better yet, our survey suggests confident employees can boost morale across the organization: 94% of respondents say they’re happier when they feel confident at work, and happiness can have a major impact on workplace culture.

confidence at work

Recognition, promotions and strong teams help build worker confidence

When it comes to shaping confidence across the workforce, some factors are outside a company’s control: For instance, confidence suffers when financial performance takes a dip or if management changes. However, the factors that most impact confidence are ones employers have a strong influence over. 

As ranked by respondents, the top five contributors to workers’ confidence in their career outlook are positive feedback from their managers, the company’s financial performance, pay increases, promotions and being part of a strong team or department. What’s more, feeling valued by their employers boosts confidence for nearly all workers (97%). 

Luckily, company leaders can build a culture of confidence that uplifts the entire organization. Our respondents say this starts with promoting strong managers who set the tone for their teams. Employers must also hire the right people for the right roles, recognize good work, offer learning and development opportunities, and provide a clear path for advancement for all employees. Finally, it’s important to clearly communicate the company’s goals and vision so everyone understands the work to be done.

Most of the issues that decrease worker confidence are personal problems, such as difficulties at home or health complications. Since these are an unfortunate part of life, employers should have clear processes to support employees during challenging times, such as flexible schedules or temporary leaves of absence. 

Today’s confidence boom brings big benefits for employers

We are in the midst of a confidence boom, with most respondents reporting overwhelming confidence in their abilities and career outlook. Since confident workers are happier, more productive and less likely to leave, the rising tide benefits teams and companies, too. 

Employers can — and should — nurture this quality across the workforce. Promote a company-wide culture of confidence by hiring and promoting strong managers, recognizing and supporting employees, prioritizing clear communication and offering opportunities for professional development and advancement.

We do our best work when we believe in ourselves, our work and our futures. Confidence is key to long-term success.

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Source: Indeed Blog

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Recruitment Process Outsourcing: Solve Your Top Recruiting Challenges

Hiring is not an easy task — and with the current low unemployment rate, employers need all the help they can get to find top talent. It’s a job-seeker’s market, and recruiters are facing challenges identifying and attracting quality candidates, filling open positions in a timely manner and collaborating with team members to make hiring decisions. 

If you’re among those who are struggling, recruitment process outsourcing (RPO) may be the answer. RPO helps solve the top recruiting challenges, bringing in outside experts who hire quality candidates more efficiently. 

What is recruitment process outsourcing? 

According to the Recruitment Process Outsourcing Association, RPO “is a form of business process outsourcing where an organization outsources all or part of its recruitment processes to an external service provider.” The RPO provider may bring in their own staff, technology and processes or use your company’s existing resources. 

To job seekers, there isn’t a noticeable difference between an RPO recruiter and an in-house one. In many cases, RPO recruiters will use the same systems and resources (and even email addresses) as your recruiters do, without actually being employees of your company. 

RPO providers are often confused with staffing or recruiting agencies, but there are some key differences. Staffing or recruiting agencies are third-party entities that operate entirely independently from your organization; they’re often used for quick help with specific hiring problems, such as finding temporary replacements. RPO providers, on the other hand, act as strategic consulting partners for your organization. They address underlying issues with your recruitment strategy, while shaping and refining the process itself so your team can hire better in the future. 

Any size company can opt for an RPO provider’s services. Some use them only for specific purposes in which a specialized partner can reduce the overall time and cost of hiring, such as hard-to-fill job categories or high-volume hiring. In these cases, most employers pay a flat fee per placement. Other employers bring in RPO providers as partners to help them achieve broader goals, such as improving time-to-fill, standardizing the recruiting process, reducing churn rates or increasing their quality of hire.

Let an RPO do the work for you

Whether you’re a Fortune 500 company with on-going, high-volume hiring needs or a small business that wants help finding the right candidates, RPOs can be a game-changer. Here are three benefits of implementing recruitment process outsourcing at your organization: 

1. It lightens recruiters’ workloads. Hiring an RPO provider means that not only will they do the heavy lifting of recruiting for you, they will also be invested in seeing positive results, just as if they were your own employees. This frees up time and resources for your recruiting team to focus on big-picture issues — without compromising the quality of your hires. 

2. You’ll get access to advanced technology. With their dedicated focus on hiring, RPO providers stay up to date on the recruiting technology that best drives quality candidates. By combining their expert knowledge of technology with the specific knowledge they gain about your company, they can find the best system for you. 

Most RPO providers can even build custom, in-house technology suites. These may include applicant tracking systems, which manage candidate information throughout the hiring process; candidate relationship management systems, which help recruiters foster candidate relationships to create a pool of potential hires; chatbots, which automatically update candidates on their status; and sourcing and screening platforms for reviewing applicant information. 

3. Recruitment costs go down. The right recruitment process outsourcing provider can help improve hiring while lowering overall costs. While providers themselves come at a price, it’s typically more cost-efficient to hire RPO specialists than full-time employees, especially when you already have a recruiting team but need to bring in outside experts to solve a specific recruiting problem. What’s more, an effective RPO helps strengthen and streamline recruiting processes, decreasing time to hire and cost per hire. It also brings better-quality hires, increasing productivity, boosting efficiency and reducing turnover — which improves your company’s bottom line. 

Find the right provider with Indeed and Best of RPO 

As more employers adopt RPO as a recruitment strategy, the demand for providers will only increase. That’s why Indeed is partnering with ClearlyRated’s Best of RPO program, which spotlights providers who have demonstrated exceptional service quality (based exclusively on ratings provided by their clients). This will help distinguish the industry’s top-rated providers so employers can find the right one. 

If you’re interested in implementing recruitment process outsourcing at your company, look for our announcement with the Best of RPO winners in February. 

Want to be on the list? RPO providers who want to prove they’re one of the best can contact their Indeed representative to learn more.

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Source: Indeed Blog