The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, its uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Indeed UK Operations is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.
Indeed UK Operations
The Rt Hon Lord David Blunkett, MP
The Rt Hon Lord Eric Pickles, MP
BEST PRACTICE REPRESENTATIVE 2019
Bill Richards, Managing Director
Indeed’s mission is to help
people get jobs
Indeed are a global HR and technology company with a simple
but powerful mission: “We help people get jobs”. Over
7,000 global employees are dedicated to this vision, and it
drives every decision that they make as a company. They are
the world’s number-one job site and have 250 million unique
visitors. UK Managing Director Bill Richards explains how their
model of “one search for all jobs” has democratised access to
opportunities, and how they continue to streamline the process
for both jobseekers and employers.
There is a significant advantage when you focus on doing one thing well – and
for us, it’s getting people hired. That’s how we measure success. Every market is
distinct in the way they hire or look for jobs, which is why we have teams in place
in 28 offices across 14 countries. The features we offer, such as tailored searches
and alerts, company reviews and salary data, are all designed to help jobseekers at
each stage of the journey.
Every day, we connect millions of people to new opportunities
We have millions of jobs on Indeed that can’t be found anywhere else. In 2017, we
set out to bring offline jobs online with our “Job Spotter” app in the UK, the USA,
Canada and Australia. This put the power in the hands of consumers, allowing
them to upload pictures of “help wanted” signs they saw in shop windows.
We proudly offer the most comprehensive selection of jobs available and support
small businesses that would otherwise struggle to advertiseonline.
»UK Managing Director:
»Established in the UK in 2007
»Headquarters in Austin, Texas,
and Dublin, Ireland with UK
operations based in London
»Services: Worldwide job search
»No. of employees: Over 7,000
in 28 offices across the world
»500,000 jobs are added to
indeed.co.uk each month
»Over 11 million UK CVs
»Over 100 million global
company ratings and reviews
THE PARLIAMENTARY REVIEW
Highlighting best practice
18 | INDEED
Continually improving the
experience for jobseekers and
Ultimately, we want to make it easier
to both find the right job and hire
great talent. Applying and hiring
shouldn’t be cumbersome.
Our algorithms use 14 years of
behavioural data about jobseekers to
learn and continuously improve the
relevance of opportunities available.
The technology we use is constantly
evolving to find matching jobs that
are the best fit – including those
you would have never otherwise
considered or searched for.
Indeed’s Hiring Lab, our international
team of economists, provide insights
that help drive the global labour market
conversation. They hold a mirror up to
job trends and can identify emerging
patterns in areas such as labour
migration, skills gaps and salaries.
The odds remain stacked
against those searching for
At Indeed, we believe that the best
person for any given role should
get the job based first and foremost
on their skills and experiences.
Unfortunately, the typical hiring
process remains flawed. As a result, we
believe there’s a fair chance that most
people are in the wrong job:
»Most people are selected for
interviews without any real insight
into the skills and qualifications they
possess for the position in question.
This causes severe work–skill
mismatches and is undoubtedly a
»As humans, we innately prefer
individuals who can relate to
us, leading to hiring processes
that include people with similar
backgrounds and the rejection of
those who differ – be that by race,
gender, religion, sexuality, accent or
»Without an objective measure,
employers rely on a “best guess”
of what we think a great candidate
should be like.
»CVs can be a poor vehicle to
represent a candidate. Employers
spend little time reviewing them and
this process is filled with unconscious
bias – they tend to opt for well-
known brand names, or the prestige
of a top university.
Technology can rid hiring of
some of these biases
Our research shows that almost
of jobseekers – 46 per cent – in
the UK say they or someone they
know has experienced human bias
or discrimination in the recruitment
process. We have set out to combat
systemic issues such as unconscious
bias by encouraging employers to
adopt a data-driven hiring approach
and focus on jobseekers’ real skills,
instead of subjective factors.
Being objective, scientific and data-
driven in hiring is crucial in the modern
world. It benefits jobseekers by
providing more opportunities for each
person and also helps employers widen
their talent pool to find the best fit for
The global job site hosts
jobs on Indeed
that can’t be
BEST PRACTICE REPRESENTATIVE 2019
Employers are increasingly using data
to understand if candidates match a
role. A focus on ability, rather than
other often subjective factors, allows
us to open up to previously untapped
pools of talent – for instance, those
who have developed skills in non-
traditional ways or were self-taught.
Alongside a renewed focus on data,
we are also seeing the use of AI
become more and more prevalent
throughout the hiring process. There
is demonstrable evidence that this is
rebuilding candidates’ confidence in
recruitment – one third of UK workers
think that AI will help remove bias
from the process altogether.
Changing the way the UK
We have made large investments in
a new product that will hopefully
democratise opportunity. After a
successful launch in the USA, we
expect to roll out Indeed Assessments
in the UK this year.
Indeed Assessments is a new free
screening tool that helps employers to
identify the best-fit candidates for roles.
Developed by expert psychologists,
the tool uses real-life simulations,
skills tests, work samples, one-way
video, audio interviews and more to
effectively and accurately narrow down
choices to high-quality applicants with
greater accuracy in lesstime.
When they’re able to score someone
on their ability to do the job, employers
will make better decisions about hiring,
thus replacing flawed human biases
with objective measures. Assessments
will help to democratise hiring by giving
people an equal chance to showcase
their qualifications when applying for
jobs, allowing them to more easily find
the opportunities that are right for them.
A kaleidoscope of trends
We’re seeing a vast range of both
positive and negative trends emerging
in today’s labour market. The UK
is experiencing record levels of
employment, the rise of the gig economy
and flexible working, a growing skills
shortage, the introduction of AI and
automation in work and, of course, job
roles that have never previously existed.
The world of work remains filled to
the brim with exciting prospects. We
are committed to following our vision
and keeping up the work that we’re
passionate about: helping people all
over the world to find the right jobs.
Indeed has offices in 14
countries, with one in
the UK (below)
A focus on
than other often
us to open up to
The Rt Hon Theresa May MP's Foreword For The Parliamentary Review
British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone.
The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.
But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.
Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.
I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country.
British politics provides ample material for analysis in the pages of The Parliamentary Review