Indeed

These companies use the creative tools of capitalism—including the profit motive—to address society’s unmet needs.

CTW-2021-23-Indeed.com

Indeed is one of the world’s largest hiring platforms—and as the Great Resignation has kicked in, it has focused on scrubbing bias out of the job-hunting process. In March, Indeed launched a virtual hiring platform that has helped more than 2.6 million people schedule interviews. Its screening tech offers all candidates who meet a recruiter’s criteria the option to remotely interview—helping sidestep potential biases based on name, race, or education. For job-seekers, Indeed’s Work Happiness Score grades companies based on survey data on issues like flexibility, compensation, and inclusion.

Change the World

Fortune’s annual list of the 100 Best Workplaces for Women highlights companies with generous benefits, flexible schedules, and an emphasis on balancing work and life. 

Best Workplaces in Texas 2017- Indeed

Employees say: "Upper management and senior leadership persons are highly accessible and very welcoming. I definitely feel comfortable just talking to the CEO or the President about anything that may be on my mind, and, generally, they will take the time to be thoughtful about answering my questions." 
 
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"Not only is our mission simple and clear but everyone is essentially working towards changing the world and bettering people's lives, one job at a time. Making a difference, along with all the amazing work perks, helpful colleagues, and the potential to grow in my career makes Indeed a great place to work." Read the .

100 Best Large Workplaces for Women

We surveyed tens of thousands of young employees to create this list of millennials’ favorite workplaces.

best workplaces for millennials 2017 Indeed

Employees say: 
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"Before working at Indeed, I was employed by a company focused in social media. I was worried that though I was looking for a more meaningful job, I would have to sacrifice the perks of working in tech (think unlimited PTO, catered lunches, trendy office space, fun team outings). But Indeed proved me wrong, in the best ways. Not only is our mission simple and clear, but everyone is essentially working towards changing the world and bettering people's lives, one job at a time. Making a difference, along with all the same work perks (except better!), helpful colleagues, and the potential to grow in my career (we span so many industries), makes Indeed a great place to work." 
 
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"Although the company is getting larger, Indeed is very good about distributing responsibility. All engineers are expected to understand their product and look for work that has maximum impact. Product managers enjoy hearing ideas from the engineers on their teams and discussing ways to improve the product. Indeed clearly invests in people for the long term. When I started, I spent three months doing rotations (spending one month with three different teams). During this time, I was given real work to accomplish on each team, learned the technology, and built relationships. It was clear that the company wanted to give me time and space to absorb the Indeed Way without lots of pressure." 
 
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100 Best Large Workplaces for Millennials

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Get insights into Indeed including business profile, stock information, news, and rankings from Fortune.

Indeed Company Profile, Stock Price, News, Rankings

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Indeed Company Profile, Stock Price, News, Rankings | Fortune

Preston Fore

Indeed CEO says the job market is stuck in a ‘vicious cycle’ if 1,000 qualified candidates can’t get hired: ‘Something’s wrong’

/2026/09/21/indeed-ceo-hisayuki-idekoba-broken-hiring-process-ai-fake-applicants-recruiter-struggles-cant-find-right-talent/

Emma Burleigh

Indeed chief economist says we’re entering an era of ‘great mismatch’ thanks to a generational imbalance of workers

/2026/05/22/indeed-chief-economist-svenja-gudell-entering-era-great-mismatch-generational-imbalance-workers/

Accenture exec says the consulting giant is hiring more entry-level workers out of college compared to last year

/2026/05/20/accenture-exec-future-proofing-org-chart-indeed-university-michigan-ai/

Indeed chief economist says the sectors most exposed to AI are seeing a big growth in job demand

/2026/05/19/indeed-chief-economist-svenja-gudell-sectors-most-exposed-ai-big-job-growth/

Truck driving is among the best jobs to have right now, Indeed says—it pays $160,000, with no degree required

/2026/01/20/indeed-says-truck-driving-one-of-best-job-have-2026-pays-160k-annually-no-degree-required/

Indeed CEO says the job market is stuck in a ‘vicious cycle’ if 1,000 qualified candidates can't get hired: ‘Something’s wrong’

https://fortune.com/2026/09/21/indeed-ceo-hisayuki-idekoba-broken-hiring-process-ai-fake-applicants-recruiter-struggles-cant-find-right-talent/?itm_source=parsely-api

AI is doing job interviews now—but candidates say they'd rather risk staying unemployed than talk to another robot

https://fortune.com/2025/08/03/ai-interviewers-job-seekers-unemployment-hiring-hr-teams/?itm_source=parsely-api

Jo Constantz

Bloomberg

LinkedIn to tell job seekers how likely they are to get a response

https://fortune.com/2025/02/02/linkedin-indeed-greenhouse-job-seekers-likely-response-interviews/?itm_source=parsely-api

https://fortune.com/2026/05/22/indeed-chief-economist-svenja-gudell-entering-era-great-mismatch-generational-imbalance-workers/?itm_source=parsely-api

https://fortune.com/2026/05/20/accenture-exec-future-proofing-org-chart-indeed-university-michigan-ai/?itm_source=parsely-api

Healthcare jobs are practically recession-proof, says Indeed—here's how to get in and make over $100K

https://fortune.com/article/healthcare-jobs-reccession-ai-proof-indeed-nurse-six-figure-careers/?itm_source=parsely-api

Technological advances of the past few years have employees anxious about their professional endurance. As roles are reshaped by new tools such as AI, HR executives are being pushed to design a workforce strategy beyond traditional headcount where they can unlock real competitive advantage. In this panel, we’ll begin with the reality on the ground to see whether roles are indeed vanishing. Then we’ll reimagine workplace planning through evolving existing roles and creating new positions that will scale businesses both now and in the years ahead. We'll explore where executives can deliver further value to their organization and to their employees.

Maggie Hulce, Chief Revenue Officer, Indeed
Jeff DeGraff, Dean of Innovation, University of Michigan
Beck Bailey, Global Chief Diversity Officer, Accenture
Moderator: Phil Wahba, Senior Writer, Fortune; Co-Chair, Fortune Workplace Innovation Summit

Future-Proofing Your Org Chart: How AI and HR Can Plan the Workforce

Conferences

Entrusting AI with sensitive domains moves the conversation from operational efficiency to existential risk. Here, a single hallucination or data breach doesn’t just create a ticket; it can become a lawsuit and a breakdown of trust. The question isn’t whether AI can operate in these environments; it’s how far it should. In this discussion, leaders will debate how to draw the line between automation and oversight, where human judgment remains non-negotiable, and how to architect systems that can scale without exposing the enterprise. 

David Beitel, Chief Technology Officer, Zillow 
Diya Jolly, Chief Product and Technology Officer, Xero 
Anthony Moisant, Chief Information Officer and CSO, Indeed 
Jeremy Kahn, AI Editor, Fortune 

Hosted by Salesforce

Managing AI in High-Stakes Situations

AI is reshaping global labor markets faster than most organizations can track—but does the reality on the ground match the hype? The discussion offers a bird’s-eye view of today’s landscape—from shifting demand for entry-level jobs to how employees are adapting through automation, reskilling, and, in some cases, layoffs. We will pair real-time labor market data with firsthand executive experience to address the defining question of our time: What is AI doing to the workforce right now—and what comes next?

Svenja Gudell, Chief Economist, Indeed
Becky Schmitt, Chief People Officer, PepsiCo
Moderator: Ruth Umoh, C-Suite and Leadership Editor, Fortune

AI and Labor Markets: What the Data - and Leaders - Are Really Seeing

Thank you all for being here. Uh, AI is moving faster than most organizations can fully track, and the conversation around work has become incredibly polarized, to say the least. What I hope we can do today is ground this discussion and what is actually happening inside companies and across the labor market right now. Let me throw first level set, throw those questions to both of you. It seems to me, and again unfortunately we cover this ad nauseam, every AI conversation seems to swing between two extremes mass job loss or total hype. What's the single biggest misconception about what AI is actually doing right now? You know, from, from our perspective, we, we sit on a lot of data at Indeed. We have an incredible perch. We see the entire marketplace, so we're able to see demands that employers have for jobs and of course, uh, the job seeker side as well and what skills and experiences job seekers bring to the table. So and how, how the two interact. So it's a lot of data and this question comes up a lot of. you know, is AI destroying all sorts of jobs, or is it really all hype, and at the end of the day it's obviously the world in the middle, right, because we, our own research actually shows that AI will touch every single job out there, you know, every job will be touched by AI, some more so than others, but at least currently with today's technology, not a single job can be. Completely done by AI you still need the human in the loop, and I think having that recognition is super important and then, um, we are our research actually points to the fact that we will certainly see some jobs be very impacted by AI and we're seeing a little bit of that in the data already if you're a software developer, uh, you know, you, you are having a harder time finding a job right now um however. We're also seeing that AI is creating a whole bunch of new jobs and interestingly enough if you are an AI software developer, uh, things are looking quite good for you. There's a premium, a wage premium on your skills right now, and our entire sector of software development is actually up for job postings 14% year over year, uh, which is, you know, surprising to a lot of people because they're like, oh, that must be a hard hit sector. And the sectors that are most exposed to AI right now are seeing the most growth in terms of demand for those jobs, so there's a lot going on and there's no question that AI will transform a lot of things. I will leave you with one thing before I hand it over to Becky, but it's really important to. Also recognize that there's a lot of stuff happening right now. It's not just AI, and demographic change is a huge one that's knocking on our on our door right now, and we'll see a lot of impact. And when you say demographic change, you mean what exactly? We have an aging population in the US and really most industrialized countries are seeing an aging population. Uh, so we have baby boomers, you know, continuing to retire, and that's a huge generation, right? So we see a lot of jobs being impacted by that, and the younger generations aren't as large, and so we're entering really a new phase of really a great mismatch because we're going to have workers in places we actually don't want workers and we're going to have to reallocate a whole bunch of jobs to other people and Um, that's gonna cause a little bit of pain. We're gonna talk about that reallocation with more granular in a moment. Becky, I would love to hear from you. Yeah, well, first of all, thank you for having me, and I would, uh, echo everything that was just said, but for a global multinational 100 year old company, these challenges are very real, and a lot of, uh, when you see, oh, jobs are going away, I think right now there's just a lot of basic efficiency that's happening, and, uh, we can still. You know, derive a lot of, uh, process standardization, cleaning your data that creates more capacity in the system and I think for us at PepsiCo we have some jobs that people don't want to do anymore. They're very manual. It's hot outside. It's longer hours, so how are we using technology which may or may not be AI at this point. Sometimes it is, sometimes it isn't. Give us a for instance if you could, uh, so a couple of years ago. In our Mexico business we established a control tower so we deliver to over 800,000 retail outlets which could be anything from a restaurant to a bodega, what have you and we've got all these drivers on the road uh if there's unrest, weather patterns, construction, how are we monitoring what's happening in that vehicle at all times so we can either deploy help or reroute the drivers now that practice which is actually creates a really safe. Environment which is attractive to people who have those jobs. Now we are underpinning that with AI so your drivers are not going to know oh now AI is helping us be safer, but actually that can synthesize at a much faster rate what's happening through news channels, traffic reports, etc. and do dynamic routing for our drivers as well as make sure they have the safest, most, most efficient route. So in many cases what started. As process standardization using a common set of data standard automation now you underpin that with AI and I think you create velocity in the system and that helps us deliver more predictable, make the proper amount of products, as well as streamline some of the harder jobs that because of the demographic changes people are just less interested and we're even finding in countries where you still have large populations and a lot of young people. You know they wanna be influencers they don't actually wanna be a sales person and so how do you say, well, you're gonna influence our customers, right? So there is this mismatch also in interest and so we've got to be more efficient. Let me follow up with you there, Becky, because you sit inside a company that is quite large, uh, quite operationally complex, over 300. 1000 employees if I'm not mistaken, spanning some 200 companies. Does this moment, this AI era internally feel like a true workforce revolution, or does it feel like yet another layer in a long running productivity agenda because I hear time and time again enhanced productivity. Does it feel markedly different to you? Um, I think it feels different in a sense that there is more pressure to explain things to the workforce because people are getting a lot of information and I mean even me every day I have another group that wants to talk to me or help me plan the effects of AI. I mean we still have legacy technologies. We have 50 year old factories. Things still need to run, but again, like how do I make jobs safer, better. more productive and more attractive and that's the discussion we keep having is like can we create transparency for our people? How do we use a human centric design? what is the accountability and how do we audit these new technologies so that they're doing what we said they would do and they provide value uh because we do believe that humans are going to create new opportunities and we believe in reimagination. And I think that's going to come from our people, not just from the tech and people using tech in the right way. So that's what we keep talking about. And even when we roll out simple things, you need adoption for it to work. Uh, and there are some places where we have not actually had a lot of technology innovation in certain countries, and they're like, where's mine? So I think it's a mix in the middle. Uh, some geographies are getting more focused than others just based on like the density of our business, but people are looking for a change because in your personal life we're all using this all day long through our devices. So why would you come to work and fill out paper, right? It feels like we should have a change. Let's ground this in additional labor market data, Sonia. I wanna turn to you. Indeed recently published new research, and your data suggests that AI is transforming tasks more than it is eliminating whole occupations. But at what point does task erosion become job erosion? I think there's a lot in that, and interestingly enough, our research also shows that we're In the very early days of all of this, right, every, right, and every stage will look a little bit different, right? Overall, um, our AI tracker actually shows that only 5% of job postings right now have an AI mention in them. So there are a lot of jobs that don't mention AI at all that probably don't use AI at all yet. So it's still very early days. And then, um, on the skill side of things when you're actually looking at how jobs are being transformed, we're seeing a lot. Of the normal skills that for example you know take a program manager, they have to have all the skills that they used to have plus AI skills so we're layering AI right now and to me that is also a sign that it's still very early on because we're not actually you know changing whole processes quite yet. We haven't gotten really good at infusing AI into the process. You probably have to change the process a whole lot to make it work well with AI and I'm sure you're seeing this on your side as well. Where you, you can't do it the way you did it yesterday, you have to do it differently, uh, but we haven't quite gotten there yet, so it's currently still a layer on top of that. And then you're absolutely right, there's going to be a rearranging, right? It's perhaps if it makes you more productive, a company will not need to hire 5 people for that particular task. They'll need to hire 3 people, right? So there is, there's a. Little bit of job loss potentially and something like that, but, uh, it also makes you more productive. It reduces costs potentially, although yeah, it's kind of expensive right now, but uh you know, in the, the, the future will hopefully hold some cost reductions and then um you can do bigger, better things, and then maybe you will hire 7 people. So all these things kind of play out and there are lots. The forks in the road and at every fork you have to decide and it'll be interesting to see what fork every business will take. I mean, AI without a doubt it's dominating the public conversation. It's certainly dominating conversations among HR leaders, but I noticed indeed data it shows that AI hiring is still highly concentrated. Um, AI jobs remain a relatively small share of total postings, a relatively small. Number of firms accounts for most of that demand. Are we overestimating how broadly AI transformation is actually spread across the labor market? I think we're overestimating the speed at which we're going to see this transformation. I think we're underestimating the long term impact it will have, right? I think it's going to significantly change the way we do things, um. But not, not tomorrow or the day after, but months and years into the future. So I think that's, that's a really big driver and, uh, for all of you in the room, right, that change happens with you too, right? How you integrate all of this into your processes and that's why I think it's so important to kind of have the data and to be able to act now to kind of kick off the things that you need to do in order to be set up for tomorrow. Um, a difficult task for sure, but something that's really important. Certainly. Let me turn over to you, Becky. Uh, you earlier in this conversation alluded to something that set off something in my brain. You said AI infrastructure compete investment. They're concentrated in a relatively small number of countries, certainly also companies, but absolutely countries. How does that reshape the global map of talents, let's say at PepsiCo over the next 5 years, and what is Company like PepsiCo need to do to avoid creating uneven opportunities across regions. OK, this is a problem I don't have an answer to. So anyone listening today, I welcome the dialogue, but I think about this a lot, and I thought about it before the impact of AI. Sometimes when you have a company that exists in over 200 countries and territories, you end up having haves and have-nots, right? Some factories get. More efficiency or they're producing a product line that's more profitable so it drives greater innovation versus some markets well the cost of people and technology is disadvantaged, so you let it be but really our people around the world are asking what about me? You know, I'm seeing in the news or I'm hearing about this happening in one part of our business. When are we going to see it? And I do think about like there is one stock price. We have one CEO and we do try to have a common employee value proposition and part of our success has been moving people around the world so no one's going to want to go from a really advanced place to a place that's not getting the investment unless they're there to go make it happen so I don't have an answer for this, but I do think how do you manage a big organization when one part's moving faster than the other. And that's something we're working on internally right now. And what pieces do you invest in one place that are very scalable and the what, where have you invested that's quite scalable? Uh, well, we, there's a lot that we do in the Americas. And when I talk about the Americas, I talk up and down this part of the world just because that's, uh, 80% of our revenue, right? So it gets that investment. But the way that you make it scalable is by having standard processes, accepting common data sets, having core parts of your job that have. You know, one job in one country and another be translatable, so then then the technology can move. But if you want to let everybody have their own kingdom, you're going to invest heavy in one part of the world and then it can't go someplace else. And we see this even in product innovation. Like if you like baked lays, how do we make sure that technology for oven baked can scale? I know that's not something we're thinking about when we talk about AI, but it's the same concept. How do we move that across the world at scale? Follow up on the Pepsi. Go thread. One thing that your employer is known for is being a Fortune 500 CEO Minton factory. You have quite a stringent and deliberate process for sourcing and tap in high potential employees and developing and training them to be leaders internally and certainly externally as we've seen time and time again. How does AI change what high potential means inside an organization? Are there certain skill sets that are increasingly requisite? Or conversely have atrophied in the AI era so it's a great privilege to be able to be at PepsiCo with this sort of history, but it's also, uh, a challenge for me to evolve what it means to have a dynamic profile that continues to generate great leaders whether they can they stay with us or they move to other organizations. I think there's a couple things that are part of our secret sauce, and I'm sure a lot of companies would say this, but our people have hustle. And we have to be able to identify the hustle, uh, problem solving, which I think is a key, uh, component to being agile for the future and whatever jobs come up. How do you solve problems? How do you stay like have that internal fortitude to work through it? How are you curious? How are you always asking questions just because you've had a process that's been working for 40 years. Years why would we keep doing it that way? It can be different. What's stopping us from the future? So we are actually have a big project underway right now. It's called like GM, general manager of the Future, and we're looking at all the data we've collected for 20 years. What makes people successful? Did their data, their assessment, was it their lead indicator or actually was it the jobs we put them in? Was it the products they innovated? Was the problem they solved? And how do I reformulate that so that I can have a deep bench and so we've got a whole team working on it and I think that it's really about, you know, what's the person's education, the one they come with, the one we provide, what exposure can we give them, how do we look at on the job experience and then how are we modifying our evaluation process so we're finding these jewels. Wherever they sit in the organization, it doesn't just mean the next line down, but like deep in the organization and we rotate them. So it's like it's the kind of work all HR professionals really wanna do. Absolutely. Let me turn over to Yesenia because one of the most consequential findings in your data is what's happening at the entry level, especially in sectors like tech if AI is absorbing a lot of the routine work that junior employees have historically learned from. Are we quietly breaking the bottom rung of the career ladder? Where do experienced employees come from 5 years, 10 years down the line? You bring up a really interesting, um, point because we do sometimes hear employers saying, I don't hire entry level anymore, right? And I would like to hire only people that have 3 to 5 years of experience and we see this in the, in the data where we actually have seen a pickup in job postings requiring. More experience within the tech sector, uh, this doesn't happen so much in other sectors, but, um, it does break your pipeline, right? And, uh, in 3 to 5 years from now you're not gonna have the people with 3 to 5 years of experience because you never hired them to begin with, right? And so, um, that is a distinct pipeline problem that we're all gonna have to bridge and I think that means what it means to have an entry level job is going to change. The job itself has, has to adapt and, and change. And um obviously you know I always think AI is not going to take your job, but the person that knows how to use AI productively will, right? So how can you infuse AI how can you infuse technology and meet the needs of this, this new job, uh, with, with these different task skills and whatnot and then of course schooling has to change and the entire roadmap into, you know. From, from growing up into the into a job we have to adapt, right? And so that works will have to be done. I mean it's an entirely different conversation, but I certainly do think that one of the key fears is that we're training employees for yesterday's economy, to your point, um, but this has been such an insightful and honest conversation. So thank you both for what has really been a robust discussion. Thank you so much.

The job search landscape has undergone a dramatic transformation, with online platforms like LinkedIn, Indeed, and Glassdoor reshaping a multibillion-dollar industry. As these giants adapt to new competitors and evolving expectations, they're turning to AI to revolutionize job seeking with "personal talent agents." But will the rapidly evolving tech be a good or bad thing for job seekers? 

Inside the $11 Billion Job Recruiting Business

Careers

The job search landscape has undergone a dramatic transformation, with online platforms like LinkedIn, Indeed, and Glassdoor reshaping a multibillion-dollar industry.

How we search for jobs has transformed drastically over the last two decades. Platforms like LinkedIn, Indeed, and Glassdoor are among the key players in online recruitment. These companies have reshaped their industry, carving out an $11 billion market projected to grow to $41 billion by 2032. And in a survey of 1000 job seekers, 40% of respondents credit job search engines to securing an interview. 35% say company websites are the way to go, and 34% say word of mouth networking is the best. way to nail down an interview. But today, the industry is more than just listing a job or networking to find one. The rise of AI and evolving expectations from both employers and employees are driving hiring companies to new levels of innovation. But just how are these companies adapting with new competitors coming to the market, and how will AI play a role in our future job searches? Indeed is one of the key players in an increasingly competitive market. It's owned by Recruit Holdings, a Japanese employment agency with a market capitalization of $75 billion. That's larger than some of Japan's biggest named companies like Honda Motor and Nintendo. Indeed flexes as the number one job site in the world with over 350 million unique visitors every month in 2023, and it intends to stay that way. Leading the effort is Chris Hyams, CEO of Indeed, who joined the company in 2010 as vice president of product. Hyams credits the company's job-first approach for building trust in its 20-year history. We exist only to help people get jobs and I believe the most important factor in influencing how a company makes decisions about their products and their services is how they make money. That's because Indeed gives employers the option to sponsor a job listing with prices starting at $5 a day or $150 a month. We only make money when we are helping an employer and a job. Or connect, which means that all of the data that we collect from job seekers is used only to help them better match for the best opportunities possible. They're going to find the opportunities they're looking for, and they won't be finding themselves reached out for irrelevant things or targeted for advertising. That's not why they came to the site in the first place. In deer is a hiring space with other sites like LinkedIn, which offers not only a constantly updating job board, but also a space to network with other career focused professionals. But Hiam says this comes with a cost. If you look at other businesses like LinkedIn, an amazing company, we have a huge amount of respect for them. A portion of the revenue comes from employment. They also make a huge amount of money from advertising and from sales and Other things. And so as a person who comes onto the site, are you being targeted just for employment opportunities or for a whole host of other things? But adding social media into the mix of hiring has been massively successful for LinkedIn. In the 2024 fiscal year, LinkedIn reported revenues exceeding $16.37 billion up from almost $15 billion in the previous year. The platform boasts over a billion members in 200 countries and regions and has also ranked 116th on America's most innovative companies by fortune. LinkedIn's revenue streams include a significant contribution from advertising, which generated $5.9 billion in 2022. Meanwhile, its premium membership surpassed $1.7 billion as of March 2024. Glassdoor, also acquired by Recruit Holdings, has built a reputation for services that encourage transparency in the job market. Christian Sutherland Wong, CEO of the job site, emphasizes that Glassdoor's platform allows people to hold employers accountable, particularly around pay transparency, a critical issue in today's labor market, and at the end of the day, it's. that's going to be the ultimate solve for a lot of pay inequity that we see in the US and around the world. The platform's option to be anonymous has made it a popular outlet for employees to be honest about their employers, and the anonymity has built trust and help prospective employees understand what really goes on behind the scenes at companies. As of 2024, Glassdoor reports. 63 million unique monthly visitors and hosts more than 212 million reviews, salary details, and workplace insights. The value of Glasso's platform is that we have trust with the people who use it, and so we put in a ton of processes and a ton of investment in making sure that people can trust the platform. Without that trust, we can't exist, so we take it really, really seriously. Despite their progress, these companies, like many others in various industries have also faced layoffs. In 2024, LinkedIn reportedly laid off about 200 employees from its engineering and customer support teams. In May, Indeed laid off around 1000 employees, representing about 8% of its workforce. Artificial intelligence has also become a focal point for job sites looking to utilize technology to improve efficiency. Rere Holding is investing heavily in AI. The company's leaders tout this as a new era in hiring that will provide users with a personal talent agent powered by generative AI. I see what AI can do is effectively take this kind of very white glove experience and make it available for the masses. An agents could be on your side to take you through your job seeking journey and make it a much smoother and more powerful experience for you as a job seeker. For Indeed, this approach to AI is also at the core of their strategy. If you think about how a talent agent works for athletes and for musicians, that is someone who understands everything about. You about the market and who works tirelessly on your behalf. This is one of the things that generative AI can actually bring. We have the first versions of this that we are going to be releasing in the coming months, and we see a real future where every single person will have a champion just for them that is helping and working tirelessly to connect them to the best opportunities. As the hiring landscape evolves, platforms like Indeed, LinkedIn and Glassdoor aim to connect people with opportunities in smarter and more efficient ways. AI is set to play a pivotal role in transforming job seeking, promising agent-like chatbots to improve the experience for users. But the question remains Will AI be a force that better connects humans to jobs, or will it diminish the number of humans needed in the workforce?

Indeed

Latest news on Indeed

Indeed CEO says the job market is stuck in a ‘vicious cycle’ if 1,000 qualified candidates can’t get hired: ‘Something’s wrong’

Indeed chief economist says we’re entering an era of ‘great mismatch’ thanks to a generational imbalance of workers

Accenture exec says the consulting giant is hiring more entry-level workers out of college compared to last year

Indeed chief economist says the sectors most exposed to AI are seeing a big growth in job demand

Truck driving is among the best jobs to have right now, Indeed says—it pays $160,000, with no degree required

Indeed in Fortune Rankings

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