PublicDisclosureAuthorizedPublicDisclosureAuthorizedPublicDisclosureAuthorizedPublicDisclosureAuthorized

OCTOBER2025

Makingjob

platformsworkforwomen

Aguideforpractitionersandresearchers

GutAdin

Gender

InnovationLab

THEWORLDBANK

IBRD.IDAWORLDBANKGROUP

Makingjob

platformsworkforwomen

EQ\*jc3\*hps47\o\al(\s\up54(2025),OCTOBER)

Aguideforpractitionersandresearchers

GutAdin

THEWORLDBANK

IBRD.IDAWORLDBANKGROUP

GEnder

InnovationLab

Photo:Shutterstock

Table

of

Contents

Acknowledgements·4ExecutiveSummary·5

·KeyRecommendationsforplatforms·6

Introduction·9

Methodology11

Recommendation1:BridgetheGenderedDigitalDividethrough

AccessibleDesign·12Recommendation2:BalanceScreeningforInterestwithJobseekerEffort

RequiredtoSignUpandApplyforJobs·19Recommendation3:RobustlyAddressPrivacyandSafetyConcernsfor

Jobseekers24Recommendation4:PromptEmployerstoSpecifyInformationThat

MattersforWomeninJobPostings·28

Recommendation5:LeveragePlatformAccesstoEncourageEmployersto

ConsiderFemaleJobseekers·31Recommendation6:ProvideReliableBig-PictureInformationaboutthe

MarketonthePlatformtoManageJobseekers’Expectations·34Recommendation7:UseMatchingAlgorithmstoHelpJobseekersand

EmployersFindGoodMatches,butExamineandAddressPotentialBias·40Recommendation8:OfferSkillsTrainingOpportunities,Leveraging

PlatformDataonWhatSkillsAreinDemand·45Recommendation9:OfferSkillSignalingandCertification·48References53Appendix·58

·A.1.1:PlatformsandPolicyPractitionersInterviewed·59

·A.1.2:AcademicsInterviewed·59

·A.1.3:AdditionalDetailsonInterventions·60

Acknowledgments

ThisreportwaspreparedbyateamofauthorsfromtheSouth

AsiaGenderInnovationLab(SARGIL),ledbyKateVybornyand

NikitaKohli,withmajorcontributionsfromPulkitAggarwal.The

teamappreciatesadditionalcontributionsfromHijabWaheedandOsamaSafeer.TheauthorswouldliketothankChristianMeyer

andSumanaHusainfordetailedfeedbackonthedraft.Theteam

thankstheDocumentEditingServiceteamforeditingandVito

Raimondiforthedesignofthereport.Theteamisgratefultothe

jobsplatformpractitionersandresearcherswhoparticipatedin

interviewsandinthe2024workshoponInclusiveJobsPlatformsorganizedbySARGIL.WegratefullyacknowledgethesupportfromtheUmbrellaFacilityforGenderEquality,inpartnershipwiththe

GatesFoundation.

ExecutiveSummary

hisreportexamineshowjobplatformscancreatebetterworkopportunities

forwomenandotherunderrepresentedgroups.Itfocusesonthemainbarrierstheyface,howplatformsoperate,andpractical

stepstomakeplatformsmoreinclusive.Thefindingsdrawoninterviewswithplatform

leadersandresearchers,academicstudies,andreal-worldexamples,highlighting

concretestrategiestoimprovewomen’sengagementandsuccessonplatforms.

Basedonthisevidence,thereportoutlinesninerecommendationsforplatformsto

betterengagewomenandmarginalized

jobseekersandexpandtheiraccesstoworkopportunities.

T

6Makingjobplatformsworkforwomen:aguideforpractitionersandresearchers

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KeyRecommendationsforplatforms

Bridgethegendereddigitaldividethroughaccessibledesign

Gendergapsinaccesstotechnologyanddigitalliteracypersist.

Platformscanleveragealternativewaysofreachingjobseekers,

includinglower-techinterfacessuchasUnstructuredSupplementaryServiceData(USSD)orInteractiveVoiceRecording-basedphone

callstoreachjobseekerswhodonothavesmartphoneaccess.

Platformsthatcombinedigitaltoolswithin-personengagement,suchaspartneringwithTechnicalandVocationalEducationandTraining

(TVET)institutesorleveragingjobseekers’socialnetworks,aremore

effectiveinreachingwomenandlow-socioeconomicstatusjobseekers.

1

●

·2

●

3

Robustlyaddress

privacyandsafetyconcernsfor

jobseekers

Concernsaboutdataprivacy

andsafetydeterwomenfrom

engagingwithplatforms.Allowingcontroloverpersonalinformationandestablishingtransparent

communicationaboutdatausecanfostertrust.

Balancescreening

forinterestwith

jobseekereffort

requiredtosignupandapplyforjobs

Longformsandhighdigitalliteracy

demandscanexcludewomenand

marginalizedjobseekerswhomay

havelowerdigitalaccessandliteracy.Platformscanreducethesebarriersbyauto-generatingCVs,usingchatbots

forstep-by-stepguidance,orletting

jobseekerssignalinterestquicklywithabuttonorshortmessagewhilestill

filteringforseriouscandidates.

7Makingjobplatformsworkforwomen:aguideforpractitionersandresearchers

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4

5

Promptemployersto

specifyinformation

thatmattersfor

womeninjobpostings

Womenaremorelikelytoapply

Leverageplatform

accesstoencourageemployersto

considerfemalejobseekers

Platformscanworkwithemployerstoensurefemaleapplicantsare

consideredandjobadspromote

equalopportunity—forinstance,bydiscouraginggender-basedcriteria.

whenjobadsclearlystatewages,hours,andworkplaceconditions.

Keyfeatureslikeflexibilityorremotework,parentalleaveorchildcare,

andsafetransportareofparticularinteresttomanyfemalejobseekers.

Platformscanencourageemployerstopostthisinformationandenable

filteringofjobpostingsbasedon

thesecriteria,helpingwomenfind

relevantjobopportunities.Requiringemployerstopostthesefeaturesmayevenencouragesometoconsider

offeringthem,thusmakingtheirjobsmorefemale-friendly.

6

Providereliablebig–pictureinformation

aboutthemarketontheplatformtomanagejobseekers’expectations

Jobseekersoftenhavemismatchedexpectationsaboutwagesandtheavailabilityofjobopportunities;researchhasshownthatinitialinteractionswithajob

platformcanleadtoexaggeratedexpectations.Platformscansharesimplelabor

marketinsightssuchasaveragepay,competitionlevels,orpeeroutcomesto

helpindividualsmakemoreinformedchoicesanddirecttheirsearcheffectively.

8Makingjobplatformsworkforwomen:aguideforpractitionersandresearchers

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Usematchingalgorithmstohelp

jobseekersandemployersfindgoodmatchesbutexamineandaddress

potentialbias

ManyplatformsareincorporatingAIintothealgorithmstheyuseto

matchprospectiveapplicantswithemployers.Whilesuchautomationcanenhanceefficiencyandscalability,itrisksperpetuatingbiasesif

notdesignedandmonitoredeffectively.Stress-testingalgorithmsandintegratinghumanoversightarecrucialtomitigatetheserisks.

7

●

Offerskillstrainingopportunities,leveragingplatformdataonwhatskills

areindemand

Becauseplatformsarewellpositionedtoknowwhatskillsarein

8

●

demandbyemployers,theycanguidejobseekerstoinvestintrainingonskillsthataremostindemand—particularlyimportantforwomeninsettingswheretheyhaveagapinemployableskills.Platformscanalso maketrainingmoreaccessiblebyofferingprerecorded,on-demandmodulesthatfitaroundwomen’shouseholdresponsibilities.

9

Offerskillsignalingandcertification

Platformscanhelpjobseekerssignalskillsthroughassessmentsandcertifications,tailoredtospecificsectors.AIcanbeusedtomake

theassessmentprocessmorecost-effectiveandscalable.Thisis

particularlybeneficialforthosewithnon-traditionalworkexperience.Fordigitallydeliveredtrainings,platformscanalsocertifytraining

completion,allowingjobseekerstosignaltheirskillsandeffortcrediblytoemployers.

Thisreportprovidesaroadmapforleveragingjobplatformstocreateinclusiveandequitablelabormarkets.Addressingtheoutlinedchallengesandinvestinginscalable,evidence-basedsolutionswillempowerplatformstodrivemeaningfulchange.

9Makingjobplatformsworkforwomen:aguideforpractitionersandresearchers

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Introduction

Women’semploymentoutcomescontinuetolagbehindmen’s,bothintermsof

participationandjobquality.Inmany

low-andmiddle-incomeeconomies,

particularlyinSouthAsia,theMiddleEast,andNorthAfrica,theshareofwomen

enteringthelaborforcehasstagnated

ordeclined(ILO2024).Thisremainsthecaseeventhoughwomen’seducation

levelshavebeenrisingsteadilyworldwide(WorldBank2023).

Onereasonforthesepersistentgaps

isthataccesstojobopportunities

oftendependsoninformalnetworks

andpersonalconnections.Network-

basedhiringcandisadvantagewomen,whomayhavemorelimitedsocial

networksandrestrictedmobilityin

manysettings(Beaman,Keleher,andMagruder2018).Digitalplatforms

offerapotentialsolutionbymaking

jobinformationmorewidelyavailable.

Jobsearchthroughsuchplatformsisa

fast-growingandincreasinglyprominentchannelthroughwhichjobseekers

connectwithemploymentopportunitiesworldwide(CarranzaandMcKenzie

2024).Jobplatformsallowemployers

topostvacancies,and,insomecases,

jobseekerstomaintainrésumésand

profiles.Byprovidingbetterinformationaboutavailablejobs,theycanhelp

reducerelianceoninformalnetworksandbroadenaccesstoemployment.

Recognizingthepotentialofdigital

toolsforjobsearchandmatching,many

governments(withWorldBankfinancingortechnicalsupportsupport)havestartedtoincorporatedigitaljobsearchplatformsintotheirlabormarketpolicies(Ezzat,deLorenzo,andTovar2025).Governments

maybuildtheirowndigitaljobplatformsorpartnerwithexistingonestoprovidejobsearchsupport.

10Makingjobplatformsworkforwomen:aguideforpractitionersandresearchers

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However,jobplatformsarenota‘silverbullet’forimprovingemployment

outcomes.Engagementremainslow:

areviewofrecentresearchshowsthat

jobseekersindevelopingcountrylabor

marketssubmitbetween0.03and3.33jobapplicationspermonthonplatforms,withthevastmajoritysubmittingnone

atall(Vybornyetal.2024,TableA3).

Moreover,platformsdonotalways

workwellforwomen,duetoarangeof

barriers.Theseincludelimitedaccessto

technologyanddigitalliteracy,timeand

mobilityconstraints,safetyandprivacy

concerns,andthetypesofinformation

andpracticesemployersincludeinjob

postings.Atpresent,themajorityof

jobseekersandworkersonplatformsin

developingcountriesareeducatedand

male(ILO2020).Understandinghow

individualsfrommarginalizedgroups

interactwiththistechnologyiscrucialfordesigningplatformsthatexpandaccesstoemploymentopportunities.

Thisreportfocusesononepotential

channeltosupportwomen’semployment:enhancingtheirengagementwithjob

platforms.Itaddressesthequestion:Howcangrowingjobplatformtechnology

beharnessedtoenhancelaborforce

outcomesforwomen—andmorebroadlyformarginalizedgroups?

ThereportcontributestoagrowingbodyofglobalworkonjobplatformsandlabormarketoutcomesandbuildsontheSouthAsiaGenderInnovationLab’s(SARGIL’s)broaderresearchprogramonimproving

women’slaborforceparticipation.

Ongoingprojectsincludereducing

informationalbarrierstojobsearchby

providinglabormarketinformationto

younggraduatesinIndiaviajobportals;

expandingaccesstojobopportunities

andtrainingfordomesticworkersin

Bangladeshthroughadigitalplatform;

supportingrecentgraduatesoftechnicaleducationprogramsinBangladeshwith

jobsearchassistanceincludingjob

platformsign-up;andimplementinga

seriesofinterventionsonjobportalsin

Pakistan.Theseinterventionsinclude

testingwhetherpublicizinggender-

friendlyfeaturesofjobssuchasflexible

workarrangements,supportforchildcare,andsafetransportationcanreduce

informationasymmetriesandpromote

women’semployment;usingacentralizedreferenceverificationservicetohelpclosegendergaps;andtestingwhetherfirms

canbeencouragedtoopenadstowomenandhowthisaffectsmaleandfemale

jobseekers.

11Makingjobplatformsworkforwomen:aguideforpractitionersandresearchers

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Methodology

Thisprojectbringstogetherexpertise

fromjobplatformpractitioners,

academics,andpolicymakerstobetter

understandhowplatformscanimprove

labormarketoutcomesforwomen,whichincludesthefollowing:

Expertinterviews:Sixteenplatform

practitionersandtenacademics

participatedinexpertinterviews,

sharingtheirexperiencerunningor

studyingplatforms,identifyingbarrierstoengagement,anddiscussingwhathasworkedindifferentcontexts.

Literaturereview:Thereporthighlights

keyfindingsfromacademicresearchon

jobseekerengagementwithplatformsandtheireffectsonemploymentoutcomes.

Italsoincorporatesevidencefrompolicybriefsandinstitutionalreportsthat

discusstheevolvingroleofplatformsinlabormarkets.

Thescopeofthisprojectisasfollows:

Platformfocus:Theprimaryfocusison

platformsthatallowemployerstopost

adsandemployeestoapplyfortraditionaljobsthattakeplaceoffline(suchas

LinkedInorM),incontrasttofreelanceorgigworkplatformswhere

theworkconsistsofshort-term,definedindividualtasksonlineoroffline(suchasUberorUpwork).However,thereviewofevidenceincludessomematerialrelatedtogigworkandfreelanceplatforms

whererelevant,particularlywhenthesehelpillustratehowplatformfeatures

cansupportlaborforceparticipation

forwomenwhofacemobilityortime

constraints.Together,thesechannelsaccountforasignificantshareofglobaljobsearchactivity.Recentestimates

suggestthatthenumberofworkers

engagedingigworkinthegloballabor

forcerangesfrom160.6millionto438

million(4.4to12.5percentofthegloballaborforce)(Dattaetal.2023),whileover675millionindividuals(18.5percentof

thegloballaborforce)andover20millioncompaniesusetraditionaljobplatforms

worldwide(Johnsonetal.2020).

Regionalfocus:ExpertinterviewsfocusedonplatformsoperatinginSouthAsia

andSub-SaharanAfrica.Theliterature

reviewcomplementstheseinterviews

withrelevantcasestudiesandresearch

fromotherregions,includinghigh-incomesettingswhererelevant.

Sectoralfocus:Amongthesixteen

platformsreviewed,fourtargetwhite-collarjobs,threefocusprimarilyon

blue-collarwork,andtherestserve

amix.Whilethecasestudiesand

recommendationsapplybroadly,

particularattentionispaidtofeaturesthatmayenhanceengagementamongwomen,low-SESindividuals,andothermarginalizedjobseekers.

Eachsectionofthereportsynthesizes

insightsfrominterviews,academic

research,andpolicydocumentsrelated

toacoreaspectofthejobsearchprocessandprovidesrecommendationsfor

platformstosupportmoreinclusive

practices.Thereportconcludeswith

suggestionsforareasoffutureresearch.

1

Bridgethe

GenderedDigitalDividethrough

AccessibleDesign

●

13Makingjobplatformsworkforwomen:aguideforpractitionersandresearchers

Accesstodigitaljobplatformstypicallydependsondigitalliteracyandreliabletechnology—barriersthatdisproportionatelyaffect

marginalizedgroups.Thesebarriersareparticularlygendered.Oneofthemoreaccessibletypesoftechnologyisthemobilephone;

however,gendergapsinaccesstomobilephonespersistglobally.

InSouthAsia,thegendergapinphoneownershipstandsat15

percent,insmartphoneownershipat42percent,andininternet

useat41percent.InSub-SaharanAfrica,thepatternissimilar;thegendergapinphoneownershipstandsat13percent,insmartphoneownershipat28percent,andininternetuseat36percent(GSMA

2023).1Figure1breaksdownthesegapsbycountry.

Figure1:Gendergapinmobileownershipandinternetadoption

Maleandfemalemobileownershipandmobileinternetadoption,bycountry

MOBILEOWENERSHIP(%)MOBILEINTERNET(%)

LATINAMERICAASIAAFRICA

Egypt

Ethiopia

Ghana

Kenya

Nigeria

Senegal

Bangladesh

India

Indonesia

Pakistan

Guatemala

Mexico

WomenMen

2%

27%

7%

6%

5%

13%

20%

11%

10%

35%

9%

2%

GENDERGAP

12%

57%

26%

34%

38%

20%

43%

40%

15%

38%

14%

4%

GENDERGAP

|

Source:Figure1fromGSMAMobileGenderGapReport(2023).ItusesdatafromtheGSMAConsumerSurvey,2022.Base:Totalpopulationages18+.AmobileownerisdefinedasapersonwhohassoleormainuseofaSIMcard(oramobilephonethatdoesnotrequireaSIM)andusesitatleastonceamonth.Mobileinternetusersdonothavetopersonallyownamobilephone.Thegendergapinmobileownershipandmobileinternetusereferstohowmuchlesslikelyawomanistoownamobile(ortousemobileinternet)thanaman.

1Inthisreport,thegendergapiscalculatedasthepercentageofthemalepopulationwhoownaphoneminusthepercentageofthefemalepopulationwhoownaphone,dividedbythepercentageofthemalepopulationwhoownaphone.

14Makingjobplatformsworkforwomen:aguideforpractitionersandresearchers

Evenamongthosewhoaccessany

technology,womenmaybelessableto

useiteffectively(WEE-ConnectInitiative2024;WorldBank2023c).Forinstance,inPakistan,amongindividualswhohadusedacomputerinthepreviousthreemonths,42percentofwomencouldperformno

tasksoronlyonetaskoutofninetasksassessedinasurvey(suchassending

emailsorcreatingpresentations)versusjust16percentofmen,highlightinga

gendergapindigitalskillsevenamongthosewithaccess(WorldBank2024b).

Toaddressthesebarriers,mostplatformsreviewedforthisreportincorporated

somelevelofin-personsupportalongsidedigitaltools.Whiletechnologytypically

supportsfunctionssuchasrecruitment,CVcreation,interviews,andemployer

screening,theseservicesoftenrelyon

offlineengagementtoreachandretainmarginalizedusers.

Findingtherightmixoftechnology

and‘live’humansupportiscritical

forinclusion.Platformstargeting

underservedgroupsmustnavigate

howtodeliverservicesefficientlywhileremainingaccessibletouserswith

limiteddigitalskillsorconnectivity.

Thisraisesthreekeyquestions:What

typeoftechnologycanbestbalance

accessibilityandfunctionality?What

combinationofautomatedand‘live’

(inpersonortelephone)engagementismosteffectiveforreachingmarginalizedjobseekers?Andhowcanthisapproachbedeliveredinacost-effectiveway?

Theplatformsreviewedinthisreportusedavarietyoftechnologies:

|

Figure2:Harambee/SAYouth

SmartphoneApplications:Someplatformsreliedentirelyonsmartphoneapps,whileothersofferedtheminadditionto

websites.

Launchedin2021byPresidentCyrilRamaphosa,

aspartofthePresidentialYouthEmployment

Intervention,SAYouth.mobiisamulti-channel

(inbound/outboundcalls,text,WhatsApp)platformthathelpsyoung,unemployedSouthAfricans

findworkbyconnectingthemthroughtheonlineplatformtoprivateandpublicsectoremployers.

15Makingjobplatformsworkforwomen:aguideforpractitionersandresearchers

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Figure3:JobTalash

SMS:AfewplatformsusedSMStoconnectjobseekerswith

vacancies.

Figure4:ExampleofUSSD

UnstructuredSupplementary

ServiceData(USSD):USSDusescharactersonamobilekeypad

tofosterreal-timeinteractionbasedontheoptionsselected.

Source:Figure3fromNon-RepudiationforVoIPCommunicationinUMTSandLTENetworks-ScientificFigureonResearchGate.

InteractiveVoiceResponse(IVR):IVR

systemsuseautomatedvoicemenustohelpcallersgetinformationormakerequests.

Callerscaninteractwiththesesystems

(whichuseprerecordedmessages)using

theirvoice(shortphrasesorwords)orbypressingbuttonsontheirphone’skeypad.

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Table1summarizesthetypesoftechnologyusereportedbyplatformsreviewed.

Table1:JobPlatformTechnology

Typeof

Technology

TechnologyAccess

SkillRequiredfromJobseeker

Strengths

Weaknesses

Websites

Requiresaccesstotheinternet

Requiresbasic

computeror

mobilewebpageliteracy

Allowforricher

informationand

profilebuildingforjobseekers,more

detailsinvacanciesposted

Accesstocomputersandtheinternet

isexpensive;

marginalized

populationsexcluded

Canbuildmany

features(suchas

networking,learning)onwebsite

Smartphone

applications

Requiresaccesstoasmartphonewithstable

internet

Requires

familiaritywith

smartphoneusageandapps

Easilyaccessibleforthosewith

smartphones

Requiresaccess

tosteadyphone

internet;notcheapinallsettings

Morefrequent

interactionpossible

SMS

Requiresaccesstoabasicphone

Requiresminimaldigitalskillsandliteracy

Cheaperandeasiertoaccess

SMSsgetlostamongspam

Limitedinformationcanbecollectedandconveyed

USSD

Requiresaccesstoabasicphone

Requiresminimaldigitalskillsandliteracy

Instantinteractions(unlike‘blast’SMS)forsearchingor

applyingforjobs

Limitedinformationcanbecollectedandconveyed

Canbeexpensivetosetupandmonitor

IVR

Requiresaccesstoabasicphone

Requiresbasicphoneuse

Allowsinteractionsoverphonefor

groupswhocannotread

Limitedinformationcanbecollectedandconveyed

Canbeexpensivetosetupandmonitor

In-person

interaction

Notechnologyneeded

Noskillsneeded

Easiertoreachlow-incomejobseekers

Expensive;noteasilyscalable

Makesplatforms

accessibletothosewithlimiteddigitalskills

Fosterstrustin

theplatform;morepersonalized

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CaseStudy:YuvasamparkIndia

Chakravortyetal.(2023)supported

jobseekersinruralIndiatosignupwithagovernmentjobplatform,Yuvasampark,inanefforttohelpthemduringeconomicrecoveryfromtheCOVID-19pandemic.

Unfortunately,theresultsofthe

experimentshowednoimprovementin

labormarketoutcomes;theresearchersfoundinfollowupsurveysthatkey

barriersincludedacumbersomethe

registrationandlog-inprocess,aswellasauserinterfacethatwasdifficulttouse

andprovidedonlyinEnglish.

CaseStudy:Text4JobsGhana

Insettingswhereinternetaccessis

limitedandmanyworkersareengagedininformalorlow-skilledjobs,low-

technologysolutionscanexpandaccesstodigitaljobplatforms.InGhana,the

Text4JobsinitiativedemonstrateshowUSSDtechnologycanhelpovercome

connectivityanddigitalliteracybarriers.

TheplatformusesanAI-enabledsystemtomatchjobseekerswithrelevant

vacanciesfromacentraljobdatabaseandsendsnotificationsencouragingthemto

apply.Earlyresultsindicatepositiveuserfeedbackandimprovedjobplacement

outcomes,suggestingthatlow-tech

solutionscanbeeffectiveincontexts

withlimitedinternetpenetrationorwithpopulationswithlimitedsmartphone

access(Lambon-Quayefioetal.2024).

CaseStudy:HarambeeSouthAfrica

InSouthAfrica’sGautengprovince,

thegovernmentlaunchedtheTshepo1Millionyouthempowermentinitiative

toconnectunderservedunemployed

youthtojobopportunities.Theinitiativewasimplementedinpartnership

withHarambee,ayouthemploymentaccelerator.Harambeeuseda

combinationof‘feet-on-the-street’

agents,socialmedia,andword-of-mouthtorecruitjobseekers(WorldBank2023b).Youthwererequiredtoregisterona

centralwebsite,afterwhichHarambee

agentscontactedthemdirectlytoinitiatethejob-matchingprocess.Harambee

nowusesadatafreemobileplatform

whereyoungpeoplecansignupand

completetheirprofileswithoutincurringanycosts.Thisblendedoutreachmodel,combiningin-personsupportwithdigitalengagement,mayhelpinreaching

disadvantagedyoungpeoplewhomightotherwisebeexcludedfromonline

platforms.

Recommendations:

1.ProvideLow-Technology

Alternatives:Toreachuserswithout

smartphonesorconsistentinternet

access,platformsshouldofferlow-

technologychannelssuchasSMS,

USSD,orIVR.Thesechannelscan

broadenparticipationamongjobseekerswithlimiteddigitalskillsoraccessto

infrastructure.

2.NegotiateLo