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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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Ask the Indeed Economist: Which Job Sectors Have Fared Better During Coronavirus?

Last week, the U.S. received a shock when the Bureau of Labor Statistics (BLS) released the monthly jobs report: Within a month, the unemployment rate had jumped by more than 10%, from 4.4% in March to 14.7% in April. 

April’s unemployment rate was the highest on record since the BLS started publishing the statistic in 1948. Economists are still determining what this means, and the extent  of the impact may not be known for years. Even so, in these hard times, it remains a fact that some employers are still hiring and that opportunities exist for job seekers. 

We sat down with Indeed economist AnnElizabeth Konkel, who has studied Indeed’s new job postings in depth, to get her take on what’s going on in different industries right now. 

What are the key findings?

No sector has been unaffected by the coronavirus. In some, like tourism, the impact is obvious: With travel severely limited, the closure of many businesses and health experts advising people to stay at home, hardly anybody is going on vacation right now. In other sectors, however, the impact can seem almost counterintuitive. For instance, although we are in the midst of a global pandemic, healthcare jobs have actually decreased as a pause on elective surgeries has impacted demand.

But certain industries are faring better than others. In order to find out which, AnnElizabeth measured how new job postings by industry on Indeed are growing relative to last year. She found that new jobs in the tech and healthcare industries have seen smaller downturns in postings. 

According to AnnElizabeth, “The impact by industry largely depends on how much the spread of coronavirus plays into the business model. For example, childcare — which saw nearly a standstill in hiring — involves a lot of physical proximity and contact. Tech jobs like software development, on the other hand, can often be done remotely.”

What does this mean for employers?

While some companies are expanding hiring and seeing increased demand for their products, it is undeniable that things are hard for many employers right now. Though we can’t predict where events will lead us or how long the economic slowdown will last, the ongoing efforts to limit the spread of the virus have undoubtedly impacted businesses’ budgets and their bottom line. 

However, as AnnElizabeth says: “Poor performance is not a reflection of a business; it’s a reflection of a public health crisis that has drastically changed the environment they function in.”

Meanwhile, many businesses can’t currently function the way they used to, and some are playing a difficult waiting game. While it’s difficult to gauge what will happen in the future, some sectors may see an uptick in business sooner, or may even be able to hire at a reduced rate. Others may have to wait for restrictions to lift before deciding what to do.

For example, though places like dental offices and beauty salons can’t operate normally right now, demand for those services will likely return when it is deemed safe to visit them again. At that point, there may even be a surge in demand for personal care services — like haircuts and teeth cleanings — that people have put off while at home. So businesses that want to be competitive when things reopen may want to have staff ready to go.

AnnElizabeth thinks that if employers are in a position to hire right now, “they can play a key role in combating the economic devastation that coronavirus is having on the US economy.” Offering someone employment and expanding business, where possible, could damper the economic impact of coronavirus.

What does this mean for job seekers?

There’s no getting around it — it’s a tough time for job seekers. But similarly to how she views business performance, AnnElizabeth points out that the struggle isn’t a reflection of a job seekers’ skill sets; it’s due to the larger challenges of the current situation.

Even in the current environment, there are still available opportunities for job seekers — it will probably just take longer to find a job than it would have a few months ago. The advice AnnElizabeth has for job seekers is this: “Continue applying for jobs and be open to a range of options and opportunities. Even if it isn’t a dream job, there are possibilities out there.” 

If possible, job seekers should consider developing new skills that may be useful when the job market starts to improve. For now, certain companies are hiring in vast numbers for things like tech support and a range of grocery-supply chain related roles.

In these unprecedented times as things continue to change quickly, we will continue to dig into Indeed’s data to keep you informed of what’s going on in the labor market, and what it means for you.


“New postings” are defined as having been on Indeed for seven days or less.

To measure the trends in new job postings, we calculated the 7-day moving average of the number of new U.S. job postings on Indeed. We index each day’s 7-day moving average to the start of that year (Feb 1, 2020 = 100 for 2020 data, and so on), or another date if specified on the chart. Military job postings are excluded.

We report how the trend in job postings this year differs from last year, in order to focus on the recent changes in labor market conditions due to COVID-19. For example: if job postings for a country increased 30% from February 1, 2019, to April 16, 2019, but only 20% from February 1, 2020, to April 16, 2020, then the index would have risen from 100 to 130 in 2019 and 100 to 120 in 2020. The year-to-date trend in job postings would therefore be down 7.7% on April 16 (120 is 7.7% below 130) in 2020 relative to 2019.

Information based on publicly available information on the Indeed U.S. website (and other countries named in the post), limited to the United States, is not a projection of future events, and includes both paid and unpaid job solicitations.

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Labor Market Spotlight: Job Postings in the Time of Coronavirus

It can be hard to digest the current state of the world and economy because things have changed so quickly. Just a little more than a month ago, life and work still felt normal — complete with commutes, dinners out and birthday parties. 

Compared with our old sense of normalcy, the current times can feel scary. Unemployment claims have reached historic heights. And with offices closed, many people are working from home for the first time, in addition to helping teach children and caring for other family members. 

But what we’ve learned from the past, is that you can’t always learn from the past. As Jed Kolko, Chief Economist at Indeed, has pointed out, each time the U.S. economy faces a challenge is different. For example, the 2009 global economic recession was rooted in the housing and finance sectors. 

This time, there were no larger, underlying problems with the economy that caused the current contraction — for business and consumer spending to decrease almost overnight, and for so many people to lose their jobs. And none of the economic downturns in the last 50 years have been related to health, so the conditions of a global pandemic are truly unique — the priority being the need to stop the spread of disease by limiting mobility and business functions.

In these turbulent times, Indeed Chief Economist Jed Kolko is spending a lot of time looking at Indeed data to make sense of what is going on. “The labor market is changing so fast that official government data show an outdated picture. But on our site we can see real-time measures of the labor market,” Jed says.

The first major metric Jed is tracking is job postings on Indeed. Job postings typically increase early in the year, but this year, they turned downward beginning in mid-March. As of April 24, the trend in job postings is 36.7% lower in 2020 than in 2019. That means that job postings are over one-third below where they would have been if this year’s trend looked like last year’s. Some sectors have shut down operations almost entirely, while others have slowed or paused hiring. 

When we look at new job postings on Indeed — those that have been on the site for a week or less — we see an even more exaggerated effect. New postings have dropped significantly since the coronavirus crisis hit the United States. This is unsurprising given the number of businesses that abruptly closed their doors in mid-March, as businesses that have closed temporarily or permanently don’t have new jobs to post. Overall, the trend in new job postings is down 45.5% from April 2019.

Digging into detailed information about different industries shows us that some sectors have been more affected than others. The hospitality and tourism industry has been hardest hit as mobility and leisure activities have been greatly reduced during shelter-in-place orders — the trend in job postings for this industry is 63.4% lower than a year ago. In fact, the local markets most dependent on hospitality and tourism — like Miami and Honolulu — have seen the biggest declines in job postings. Other industries directly related to fighting COVID-19 — like pharmacy and nursing — have fared better, though job posting trends are still lower than last year.

Expanding our view globally, we see that New Zealand is the country that has seen the biggest slowdown in job postings, with postings 67% lower than where they would have been had they followed last year’s trend. This may be because the country went into total lockdown early, on March 21, with firm restrictions in place to protect their population from the spread of the coronavirus.

Countries with fewer jobs that can be done from home have mostly seen arger declines in job postings since the coronavirus crisis began. According to research done by Indeed economists, this would explain the presence of Australia, the U.K. and Canada near the top of this list.

This is an unprecedented time for the labor market and things are changing rapidly. Because of that, this snapshot may look different even a short time in the future. As businesses quickly adjust their hiring needs, the Indeed Hiring Lab will continue to publish regular updates on job postings and other major trends on Indeed to keep you informed.

To measure the trends in job postings, we calculated the 7-day moving average of the number of U.S. job postings on Indeed. We index each day’s 7-day moving average to the start of that year (Feb 1, 2020 = 100 for 2020 data, and so on), or another date if specified on the chart.
We report how the trend in job postings this year differs from last year, in order to focus on the recent changes in labor market conditions due to COVID-19. For example: if job postings for a country increased 30% from February 1, 2019, to April 24, 2019, but only 20% from February 1, 2020, to April 24, 2020, then the index would have risen from 100 to 130 in 2019 and 100 to 120 in 2020. The year-to-date trend in job postings would therefore be down 7.7% on April 24 (120 is 7.7% below 130) in 2020 relative to 2019. 
For new postings, we calculate a similar metric but the underlying measure is the number of postings that have been on Indeed for seven days or less.
In the tables for this post, the caption “change in trend in postings” represents the percent change in job growth rate from February 1 compared to the same date the year prior. Information based on publicly available information on the Indeed US website (and other countries named in the post), limited to the United States, is not a projection of future events, and includes both paid and unpaid job solicitations.

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How to Adapt Your Talent Acquisition Strategy During COVID-19

Typically, talent acquisition transformation is a strictly aspirational concept, with most teams too busy even to consider revamping any existing strategies and solutions. In light of the massive disruption caused to standard procedure by COVID-19, however, this transformation is now a reality — though few, if any of us, saw it coming. 

To get it right, it’s important to take a step back from the fancy consulting firm language. What does “talent acquisition transformation” really refer to? In short: change. It’s not rocket science, but rather, an exercise in evolution. 

The current slowdown gives organizations the time needed to assess and adjust practices in a way that will better position their teams for the future when hiring ramps up again (which it will). Here’s what you need to know: 

The six core components of talent acquisition transformation

The transformation of your talent acquisition strategy focuses on six core components, which we can divide into two groups. 

Underpinning everything you do are the first three components: people, process and product. That’s what keeps the whole engine running. When entering into a period of transformation, you’re looking to take those three Ps and evaluate them for the other half of the equation: price, quality and speed. You want to squeeze out the inefficiencies, lower costs and, ultimately, improve quality. But you can’t do that without first analyzing your people, process and product. 

It’s pretty clear why this rarely happens: it’s nearly impossible to change the wheels on a car when it’s driving 60 mph down the highway. So maybe you’re taking your foot off the gas, in response to what’s happening. In doing so, it’s possible to gain the clarity needed to dig into the thousands of micro-processes powering the whole operation. 

Don’t squander the opportunity. Instead, embrace it. If you have fewer open job reqs for now, then seek to demonstrate value to the organization by mapping out your core components and getting ready to enact change across the talent acquisition lifecycle. As you try and solve any problems, show your work, long-form. Orchestrate the overhaul. 

The importance of people to business continuity

If you’re working for a firm that has paused its hiring during the pandemic, then you have the time to ask the hard questions. You might need to think in terms of doing more with less. If that’s the case, think people first. Sourcing, recruiting and retention are critical factors in business continuity. 

Think about the conversations you should have with decision-makers. If recruiting is shut down, then how are you going to make sure it’s not too disruptive to the future of the organization? IT recruiter Paul DeBettignies recently put it this way to one CEO: “If you shut down your sourcing and recruiting for 60 days, and it takes 30 days to get it going again, and it takes 30-60 days to fill your open roles, you’re four to five months from your next hire. Can your business afford that?” 

However you answer that question, it’s important to remember that even during a transformation or downturn, people come first. They take precedence over everything else because they are the driving force behind organizational success. Process and product are supplemental to your people. Make people your number one priority. 

Of course, in doing so, it’s still OK to look for ways to hire faster and at a lower rate, without sacrificing quality. Pose different scenarios to determine what’s achievable. That might mean shaving two weeks from your time to hire, or reducing your overall recruiting spend. Just don’t lose sight of the end goal, and that’s hiring. 

Read the room 

Knowing that this too shall pass and one day your transformation will be complete, read the room. COVID-19 cut the future of work conversation short. The future is now, and work isn’t going to be the same as before. What’s going to happen is a rush toward digital transformation and an increase in remote recruiting, virtual onboarding and the like. How does that fit into your evolution? What moves can you make now? Have you tried video interviewing? What about virtual events? What support do you need internally, not just from leadership but from other teams, like procurement and IT? 

Start to connect the dots. That means looking at employer brand, recruitment marketing, outreach, interviewing, assessments and so on. What’s happening now that will impact your success later? What changes need to take place? Each step in the talent acquisition process deserves attention. The organizations that seek to understand and improve will be transformed — and those who don’t may find themselves behind the curve once a rebound takes off.  

Whether you realize it or not, transformation is part of the job. Most organizations avoid it because it’s hard. And rarely, if ever, are talent acquisition teams given a chance to go out and build something from scratch. There’s no telling how soon things will turn around. It could be July; it could be October. Either way, this is a “use it or lose it” moment. Go carpe diem it.

William Tincup is the President of RecruitingDaily. At the intersection of HR and technology, he’s a writer, speaker, advisor, consultant, investor, storyteller & teacher. Find him online Twitter, FacebookInstagramLinkedIn, and YouTube.

The views and opinions expressed in this post are those of the author and do not necessarily reflect the official policy or position of Indeed.

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How Indeed’s New Product Features Help You Quickly Hire #ReadytoWork Candidates

The COVID-19 crisis has upended many of our traditional approaches to even the most simple, everyday tasks, and hiring and searching for jobs are no exception. Social distancing has made traditional in-person interviews a challenge, and in industries needing to fill roles as rapidly as possible, job seekers and employers are looking to communicate and connect however they can.

In this environment, fast, creative problem solving is more important than ever. Job seekers are still searching for jobs and employers are still hiring — and Indeed is here to help. In order to make these connections as fast and efficient as possible, we have added several new features to our products. Let’s take a quick look at what those features are, and what they mean for employers and job seekers. 

At a glance: Indeed COVID-19 product updates

Now let’s take a closer look at the changes we’ve implemented so that employers and job seekers alike can get the most from these new resources.

Instantly find top talent that is #readytowork now

In order to support job seekers to the fullest, we’ve tapped into the power of Indeed Resume — which includes more than 175 million resumes of job seekers who use Indeed. To indicate to employers that they are available to start work immediately, job seekers can now add #readytowork to their Indeed Resume. 

Employers have always been able to instantly search and filter resumes based on their needs, but they can now also zero in on job seekers who can start work right away with the new “ready to work now” filter. Employers can then message any of the 1 million+ job seekers who have already added the #readytowork hashtag, easily connecting organizations who need a role filled quickly with job seekers eager to get started.

Additionally,  for existing customers whose Resume contacts expire in Q2, Indeed is extending the shelf life of Resume contacts to now have a July 1, 2020 expiration date. 

An easy way for employers to communicate remote work opportunities

In recent months, job seeker interest in remote work has increased significantly, with searches for it more than doubling between February 1 and April 6. However, job postings advertising remote work options have lagged behind the interest job seekers are expressing for these types of roles. And even though we know remote job postings were steadily rising on Indeed prior to COVID-19, employers may find that offering remote options is now more important than ever and could continue to be so in the future. 

To make it easier for employers posting a job on Indeed to share that a job can be done remotely, they can now specify that their job is fully remote or only remote temporarily due to COVID-19. 

Employers can take advantage of this new feature whether or not a job is posted directly on Indeed. If a job is posted directly on Indeed, employers can simply log into their account, choose a role to edit, and answer the question about whether the job can be performed remotely when prompted. 

Employers with jobs aggregated on Indeed — meaning they didn’t post the job directly, can add language to their job description that indicates the nature of remote work possibilities, such as “This is a remote position,” or “Work from home during coronavirus.” 

When employers update their job posts with this information, it’s easier for job seekers to find them when searching for remote jobs. Jobs that are temporarily remote due to COVID-19 will now show up in searches for remote work and when job seekers use the new remote search filter to narrow down their search results. Jobs that are both temporarily and fully remote will have a new tag that says, “Remote Work Available” that appears in search results and on the job description.

Virtual hiring events make interviewing fast and easy while staying home

For employers who need help as soon as possible, the number of job seekers adding #readytowork to their Indeed Resumes is great news. The challenge, however, lies in screening, interviewing and extending offers to a high volume of candidates on a very short timeline.  

We’ve already been working on helping employers with many openings hire quickly, through Indeed Hiring Events — where employers can conduct interviews with multiple candidates during a single event to fast-track hiring. Now, with social-distancing requiring things be done differently, we’ve allowed Indeed Hiring Events to be conducted virtually. 

Job seekers can sign up to attend a virtual hiring event, where interviews hosted by employers will be conducted online. And since Indeed provides the technology, which manages candidate RSVPs, screening, scheduling and automated reminders, all job seekers and employers need to do is show up and interview. 

Use Company Pages to provide jobseekers with the latest updates about your company 

In these uncertain times, we want to make it as easy as possible for employers to be transparent with job seekers. So we’ve added a new section to the Company Page “Reviews” tab, which can link to important information their company is sharing related to COVID-19, such as an official statement or blog.  

Employers can also use Company Pages to indicate to job seekers that they are still hiring and whether those jobs are ready for an immediate start. To share these types of updates they can use the “News & Updates” section, or feature any jobs that require quick hires by clicking on the “Feature this job” box on the “Jobs” tab of their Company Page. “Feature this job” capability is available to Company Page Premium clients.


It’s hard to know how the current environment will change work in the future. But Indeed is here to help job seekers and employers by providing tools and resources to efficiently connect talent with jobs. We’ll help keep hiring going — even as the way we hire changes.

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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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