Job service: how it works for you / U.S. Department of Labor, Employment and Training Administration, U.S. Employment Service
Online Resource
Job quality in an era of flexibility: experiences in a European context / edited by Tommy Isidorsson and Julia Kubisa
Dewey Library - HD6955.J633 2019
Jobs To Be Done
In this chapter, you’ll learn about these plays:
- How to create a jobs-driven roadmap
- Using job stories to solve specific design problems
- How to architect the structure of a solution
- Testing assumptions directed by JTBD
A software company I once worked for held what were called “hackweeks” once a quarter. This was a time for developers to work on “whatever they wanted,” as it was framed. Give engineers time to play around with technology, and they’re bound to find the next innovation, or so the theory went.
Hackweek was a big deal for us. Dozens of people organized it, and every developer in the company stopped work to contribute to the effort. It was costly, but we were committed to hackweek. After all, new software offerings come from new development, right?
Here’s how it went: small teams formed to cobble together starter projects representing the use of some new technology. At the end of the week, a panel judged the dozens of concepts that emerged, and the winning “solutions” were rewarded.
But in our case, hackweek was like shooting a shotgun in the wrong direction while blindfolded and hoping to hit the target. The result was inevitably a collection of concepts looking for a problem to solve. It was innovation theater at its best.
To be fair, not all hackathons are bad. Some organizations coordinate hackathons with strategic imperatives or with customer needs. And sure, it’s also good to flex creative muscles and practice collaboration across teams. But given their cost and imprecision, hackathons are often largely ineffective in producing usable concepts.
The problem is not a lack of ideas—companies are usually swimming in them. Like ours, many organizations have a Darwinistic outlook on innovation: generate more and more ideas, and the best will surely rise to the top. Said another way, when looking for a needle in a haystack, the best approach is rarely to add more hay.
The problem is knowing which ideas to pursue. The goal of innovation activities shouldn’t be to collect as many ideas as possible, but instead to get to the right ideas—the ones that matter most to the people you serve.
But more than that, the real challenge is in overcoming the natural forces in organizations that keep good ideas down. Chief among these is uncertainty, a leading deterrent to innovation. New ideas are a gamble for risk-averse managers, even if well-expressed in a high-fidelity prototype.
JTBD provides a way to increase your chances of success by first identifying the right problem to solve. Then JTBD gives you decision-making criteria for moving forward: bet on solutions that address unmet needs to create profitable differentiation.
Focus first on getting the main job done for the individual and fulfilling their needs in relation to the job. From this perspective, hackathons and other idea-generating efforts can be framed by JTBD as both inputs and outputs in terms of how concepts are evaluated.
After understanding the job landscape and defining the value you’re going after, you can continue using JTBD thinking to align teams around the design of your solution. Create a roadmap based on your JTBD landscape to set a common direction. Then use job stories to get everyone on the same page and tie local design efforts to the big picture and to architect the solution structure. JTBD can also guide the experiments you conduct to test your team’s assumptions.
Create a Development Roadmap
At its highest level, a roadmap is a sequence of development events—the relative chronological order in which features and capabilities will be built. Roadmaps serve as a central point of reference for teams to align their efforts. They show the path forward without defining individual tasks.
In the age of Agile and Lean efforts, roadmaps have gotten a bad reputation. People are quick to point out—and rightfully so—that long-term plans inevitably fail: priorities change, unforeseen challenges arise, and timelines slip. The solution, they might argue, is to have no long-term plans and to work on short initiatives with the flexibility to change as needed.
But while providing decision-making power to local development teams makes sense, overall alignment is still needed. An alternative way of viewing roadmaps is to see them not as a definitive project plan, but as a vision of how you’ll create an offering that customers will value. Roadmaps are not unchanging predictions of future activity, but a way to provide transparency for the sequence of steps your team will take to design solutions.
The information in a roadmap helps the entire organization get aligned, not just developers. It’s a strategic communication tool reflecting intention and direction. More importantly, road mapping isn’t just about the artifact: it’s about getting a common understanding of where you’re headed. In this sense, the roadmap occupies the space between the vision and detailed project planning.
JTBD can help create roadmaps that focus on the value that the organization intends to create and deliver for customers. The trick is to get the right problem to solve. Use the insights from your JTBD investigation to formulate roadmaps that are grounded in real customer need.
Mapping the Road Ahead
For a concrete approach to road mapping, I recommend the book Product Roadmaps Relaunched by C. Todd Lombardo, Bruce McCarthy, Evan Ryan, and Michael Conners.[1] In it, the authors clearly articulate the steps to creating meaningful product roadmaps.
JTBD plays a key role in aligning to customer needs, as the authors write: “We recommend starting with the chunks of value you intend to deliver that will build up over time to accomplish your visions. Often this is a set of high-level customer needs, problems, or jobs to be done.”
Their approach breaks down the four key elements of a good product roadmap:
- Product vision: The vision outlines how your customers will benefit from your offering. How will the job performer benefit from the solution? What will getting the job done look like after the solution is in place?
- Business objectives: A roadmap must be aligned with the organization’s strategy and objectives. The goals of the business are important for measuring progress.
- Timefames: Rather than committing to specific dates, good roadmaps sequence work and set broad timelines for completion.
- Themes: These are the key problems that customers face when completing a job, or clusters of needs that align to the overall solution to be created. JTBD helps frame the themes of your roadmap in particular.
Figure 5.1 shows an example from their book of a basic roadmap overview for a fictional company, The Wombatter Hose, illustrating these main components. Note the disclaimer, as well, indicating that the roadmap is subject to change.
Putting it all together, the process for creating a JTBD-driven roadmap can be broken down into four phases.
Step 1: Define the solution direction.
Define the various elements of your overall product strategy to get agreement on how you’ll be using them. In addition to your solution vision, also define the following together with the team:
- Mission: What are your business intentions? The mission is about what your organization wants to ultimately achieve.
- Values: What are your beliefs and ideals? What is the philosophy of your organization and solution? Values define the philosophy of the team and what it believes.
- Business objectives: What are the specific goals your offerings will accomplish for the organization? Frame these in terms of outcomes, not outputs.
Step 2: Determine customer needs to pursue.
Next, decide on the customer needs to pursue. Here, the authors of Product Roadmaps Relaunched stress the importance of grounding the roadmap in actual customer need. JTBD is central to this step. They write:
“Identifying customer needs is the most important aspect of your roadmapping process. Roadmaps should be about expressing those customer needs. Therefore, most items on your roadmap will derive from a job the customer needs to accomplish or a problem the customer must solve.”
As outlined in Chapter 2, “Core Concepts of JTBD,” needs are hierarchical—from high-level aspirations to main jobs and sub-jobs to micro-jobs. Figure out the top-level jobs to explore and then drill down into the specific themes to target.
The “value themes,” as they are called, might come right from the job map. Locate the areas of highest underserved needs and use those stages as the categories of your roadmap themes. Or you can cluster needs to form themes that don’t necessarily follow the chronology of the job map. The important point is to ground the division of the roadmap in real-world observations of the customer’s job to be done and align the timeline to it.
Step 3: Set a timeline.
Next, create a sequence of value themes that your team will work toward. Timelines can be absolute, relative, or a mix of both. Absolute timelines with specific dates carry the risk of changing, which, in turn, can cause confusion or missed expectations.
Relative timelines give more flexibility but still provide insight into what’s coming and why. There are various terms to use, but the timeline is often broken into three phases for near-term, mid-term, and long-term. Examples include “now, later, future” or “going, next, later” or something similar. Find what works best for you.
Step 4: Align development effort to the roadmap.
Finally, conceptualize specific solutions to design and create. Use job stories to tie the overall project intent to customer needs, outlined in the next section. Then conceptualize solutions around getting the entire job done or the parts of it determined to be most strategically relevant to your business.
After a roadmap is created, you may then need detailed project plans to track progress. A simple Kanban board can serve that purpose in many cases. Or, for more complex software development efforts, tracking software may be needed. In Agile efforts, epic planning and then sprint planning come after you have an overall roadmap.
Tying the overall plan to customer needs gives the design and development teams the feeling that they are building something that matters to customers. Staying focused on customer needs helps avoid building things your customers don’t want. The nature of a job stays the same, even as features may shift. Grounding the roadmap in JTBD ensures that both its longevity and ability to absorb will change.
Learn More About This Play
Lombardo, C. Todd, Bruce McCarthy, Evan Ryan, and Michael Conners.[3] Product Roadmaps Relaunched. Sebastopol, CA:O’Reilly, 2018.
This book distills a wealth of practical information into a compact guide on roadmapping. The authors go to great lengths to provide numerous examples and stories from real-world cases. They use a realistic, modern approach for creating a roadmap that is driven, in part, by JTBD.
Align Teams to Job Stories
Agile development enables teams and organizations to work in a flexible way. The approach started in software development, but has spread to other domains, including government and the military. The principles of Agile development can apply to just about any field.
A key part of Agile is to break down efforts into individual units of work. User stories are short descriptions of features and functionality written from the perspective of the end user. Teams can focus on only a small part of the whole and make progress in a controlled way.
User stories are commonly written in a three-part format. The first element indicates a user’s role in the system. The second points to a capability that enables the person to get a task done. The last part often describes a benefit or reason for using the capability.
Although specific styles can vary, a typical user story resembles something like the following:
As a <role> I can <capability>, so that <benefit>
Examples of use stories in this format include:
- As a system admin, I can specify files or folders to back up based on file size, date created, and date modified.
- As a user, I can indicate folders not to back up so that my drive isn't filled up with things I don't need to be saved.
- As a user, I want to update the name of a document so that I can categorize it.
For any given system, there may be hundreds of user stories. Some can be quite granular, such as describing a single button and why a user would click it. Stories are then organized into a backlog or repository of functionality to be built. Teams break off logical groups of user stories in sprints or two- to four-week cycles of work.
Job Stories
Although user stories are good for breaking down work, they typically fail to connect the solution being built with user needs. They lack an indication of why someone would behave in a certain way and what they need to get a job done. In fact, often user stories are derived from the capability being built, not from observing actual behavior.
Job stories are an alternative to user stories. They follow the tradition of breaking down efforts into smaller pieces, but through the JTBD lens. The technique was first pioneered by the product development team at Intercom, a leading marketing communications solution. They wanted to avoid leading designers with a preconceived solution, as well as tying development to the company vision and strategy.
Paul Adams, an Intercom product manager, wrote about job stories for the first time, saying: “We frame every design problem in a Job, focusing on the triggering event or situation, the motivation and goal, and the intended outcome.”[4]
As a result, their job story format also has three parts. But instead of focusing on a generic role, like a “user” or an “admin,” job stories begin with a highlight on the situation and context, not the individual:
When [situation], I want to [motivation], so I can [expected outcome].
Examples of job stories include:
- When an important new customer signs up, I want to be notified so that I can start a conversation with that person.
- When I visit someone’s profile page, I want to see how many posts they have in each topic so that I have an understanding of where they have the most knowledge.
- When I have used the application multiple times, I get nudged to contribute so that I am encouraged to participate.
JTBD author and leader Alan Klement has done the most work refining the job story format.[5] He believes that adding more information about the circumstances shows causality better. Focusing on the context shifts attention from a persona to the situation. Klement advises that you avoid writing vague situations, but instead be as specific as possible.
For instance, consider these three possible situations for the first element of job stories:
- When I’m hungry…
- When I’m lost…
- When I want to check my email…
Instead, Klement recommends describing the circumstances in rich detail:
- When I’m hungry, running late to get somewhere, not sure when I’m going to eat again, and worried that I’ll soon be tired and irritable from hunger…
- When I’m lost in a city that I’ve never been to, don’t know the local language, and am worried that I’ll be wasting my time in places I don’t want to be in…
- When I want to check my email, but don’t want anyone around me to know I’m checking my email because they’ll think I’m being rude…
Each of these example situations provides more context for designing an appropriate solution.
Working with Job Stories
Job stories are modular, giving designers and developers the flexibility to solve problems in alternative ways. Job stories are grounded in real-world insight, and they are more powerful than user stories in guiding solutions. But creating job stories is more free-form than other JTBD techniques. Still, there are patterns that you can follow. Using the elements from Chapter 2, I suggest the following structure for job stories:
When I [circumstance + job stage/step], I want to [micro-job], so I can [need].
Examples:
- When I am one of the top posters while updating my social media feeds daily, I want it to show on my profile so that I can increase recognition as an expert on the subject.
- When I run out of materials needed while completing an art project, I want to find alternative materials so that I can maximize the number of uses of my current supplies.
- When preparing for my commute and running late, I want to know the current weather along my journey so that I can minimize the chance of arriving wet.
Consider the last example. The first element combines information about the circumstances (running late) of getting the main job done (commute to work) within a stage of the process (prepare for commute).
The second element points to an even smaller step or micro-job (check forecast). It should be formulated without reference to specific technology, but should be specific enough for designers and developers to create a specific capability.
Finally, the last element can be taken right from your list of needs. In this case, the job performer (commuter) wants to avoid showing up to the office wet (minimize the chance of arriving at work wet). You can leverage the elements your JTBD landscape already uncovered in research directly in the formulation of the job story statements.
In researching this book, I’ve come across various alternative approaches to formulating job stories. Andrea Hill, a prominent advocate of JTBD on social media, suggests a slightly different approach. She sees the middle element pointing directly to a feature or solution of some kind, thus explicitly crossing from the problem space into the solution space. Her basic format is as follows:
When I [circumstance], I want to [solution capability], so I can [need].
A job story for the previous example of commuting to work might then look like this:
When I’m preparing to commute to work, I want to have weather forecast notifications pushed to my phone, so I can minimize the chance of arriving wet.
Steph Troeph, research and JTBD instructor in the UK, approaches job stories in yet another way. She thinks of them with this formula:
When I [circumstance], I want to [job], so that [benefit a solution offers].
Regardless of your interpretation, the key is to find a consistent structure and stick with it. The form you end up with needs to be appropriate to your team and your situation.
Jobs Stories in Action
Ultimately, job stories tie a local design and development effort to a broader JTBD framework. Because the format of job stories includes contextual details, they are portable. In other words, a job story should make sense without having to know the larger JTBD landscape or job map. As a result, job stories have a more “plug-and-play” versatility that is often required for Agile designs and development teams.
For instance, Agile planners can manage a backlog of job stories much in the same way that they would manage user stories. If a given sprint gets slowed down or changes direction, stories not addressed can be carried over to the next sprint. Having a smaller, self-contained description of the smaller job to be done has advantages during the design and development phases.
But to be clear: I have found that job stories typically do not replace user stories for development completely. Instead, job stories guide and frame the conceptualization of a solution rather than track implementation. They serve best as a design tool to create or determine concept direction and design. Developers and engineers will likely still need user stories to measure the burndown rate and overall progress.
Your job map provides an overall orientation to your JTBD landscape and allows you to zero in on a specific area for design and development. A roadmap gives you a high-level sequence of development with the rationale for planning activities. Job stories are more specific and guide the local design and development of features and capabilities.
Follow these steps to create job stories based on your JTBD research:
Step 1: Understand job stages and circumstances.
Base the relevant jobs and circumstances on previous interviews and observations. For each area of development in your solution, consider the steps in the main job. Then drill down and list the smaller and smaller steps as micro-jobs, using the rules of formulating JTBD. Also identify the circumstances that apply to that part of the main job in particular.
Depending on the depth of your prior research and how well you and your team understand the job, you may not need to do more research to create and validate job stories. It’s never a bad idea to speak with people again and drill down on specific problems and objectives they have. During additional interviews, ask “how?” until you get more granular in understanding of subgoals and objectives.
Step 2: Formulate job stories.
As a team, write job stories that are specific to your design and development effort. Decide on a consistent format for the job stories and stick to it.
Strive to come up with unique, mutually exclusive stories that target specific jobs and circumstances. Avoid redundancy. For instance, in the previous example, you probably don’t need separate stories for commuting by train versus commuting by car. Develop the job stories that matter the most and focus on a limited set. You may end up with anywhere from three to eight job stories per project or sprint.
Step 3: Solve for the job stories.
Make job stories visible and transparent to the entire team to solve for the job stories. For instance, post a relevant list of job stories in a brainstorming session for everyone to see. Or list job stories at the beginning of a design critique so that the team has context for making comments. Use JTBD to guide design and development decisions.
It’s also possible to then use the job stories to review the appropriateness of your solutions. First, the design team can use the job stories relevant to a project as heuristics. They should constantly ask if their designs are meeting the user’s goals set out in the job stories.
Then you can test solutions with users against the job stories. Show users your solutions (e.g., as a mock-up or prototype) and ask them how well each addresses the job stories. This can be done in an interview-style fashion or with a survey. The job stories ultimately become a measure for success of the designs before anything is built.
Job stories let you take a step back and look at the context of the job while designing a product or service. In this respect, job stories fill an important gap between the observations of customers and solution development, connecting insights into customer needs to individual features and development efforts.
Related Approaches: Needs Statements
Design thinking is a broad framework for creative problem solving. It is rooted in human-centered methods that seek to develop deep empathy for people and then to devise solutions that meet their needs. In design thinking, it is important to define the problem to solve before generating options for solutions.
One technique to encapsulate insights from research is to generate need statements, greatly resembling job stories in form. But these statements differ from “needs,” as defined in Chapter 2, in that need statements in design thinking are not specifically limited to the outcomes of a getting a main job done, and they can be aspirational in nature.
Need statements in design thinking also tend to be much more focused on a persona or an individual rather than the circumstances. For instance, writing for the Norman Nielsen Group, Sarah Gibbons refers to need statements representing a point-of-view for the user of a system:[6] “A user need statement is an actionable problem statement used to summarize who a particular user is, the user’s need, and why the need is important to that user.”
Like job stories, need statements have three components: a user, a need, and a goal. The user corresponds to a goal-based persona based on research (as outlined in Chapter 4, “Defining Value”). A need is expressed independent of a feature or technology. The goal is the result of meeting the need. Gibbons provides an example:
Alieda, a multitasking, tech-savvy mother of two, needs to quickly and confidently compare options without leaving her comfort zone in order to spend more time doing the things that really matter.
Note that the insight at the end of this statement, “doing the things that really matter,” is very broad and hard to measure. Job stories, on the other hand, favor a more specific context and outcome. For instance, rewriting the above example through the lens of job stories might yield something like the following:
When I’m multitasking and in a rush, I need a familiar way to quickly and confidently compare options so that I can minimize the time spent on finding a solution.
Like need statements in design thinking, job stories also avoid the mention of features or technology. Yet, they are much more specific to a given job and its context. While both a need statement from design thinking and a job story can feed into the creative generation of solutions, job stories will provide more direct guidance without prescribing a solution.
But the definition of a need in design thinking can vary greatly. For instance, IBM’s Enterprise Design Thinking approach also includes guidelines for generating statements.[7] Not surprisingly, there are three parts: a user, a need, and a benefit. Here’s an example from the IBM site:
A developer needs a way to make sense of minimal design so that they can prototype faster.
This example is much more specific than Gibbon’s approach, yet still avoids mentioning a specific solution. There are no aspirational elements, such as “pursuing lifelong dreams,” sometimes found elsewhere in design thinking. IBM’s approach to need statements is closer to the job story approach, but is also light on describing the circumstances of use.
In some sense, the differences between job stories—even with the variations in format—and need statements points to a key distinction between JTBD and design thinking. The former focuses much more on the circumstances than the person’s state of mind or psychology. Where design thinking seeks to gain empathy for the individual as a starting point, JTBD seeks to understand the circumstances of accomplishing an objective before factoring in emotional and personal aspects.
Learn More About This Play
Klement, Alan. “Replacing the User Story with the Job Story.” JTBD.info (2013); “5 Tips for Writing a Job Story,” JTBD.info (2013); “Designing Features Using Job Stories,” Inside Intercom (2015).
Klement has done the most extensive work to develop the job story technique. These three articles outline the basis for creating them. The technique has evolved slightly, but Klement points clearly to how he’s updated his approach. Klement and others have posted widely about their use for development efforts, but start with these resources.
van de Keuken, Maxim. “Using Job Stories and Jobs-to-be-Done in Software Requirements Engineering.” Thesis, Utrecht University, 2017.
This thesis project offers a detailed investigation of how job stories are applied to date. After illustrating the history of job stories, Van de Keuken presents the results of his original research variations in application of job stories as seen in practice. This work contributes greatly to making job stories a more formal part of software requirements engineering.
Jobs drought preceded farm crisis
Long before the drought bit deep, Anantapur was already in trouble. The close links
between workers, farming and industry were broken by the new policies of the 1990s.
P Sainath
continues his series on farmer suicides in Andhra.
Jobs, skills, shortages and future-proofing
India has only 5,100 Industrial Training Institutes and 1,745 polytechnics compared to 5,00,000 similar institutes in China. The USA boasts of 1500 trade training programmes compared to India's 171. A national conference in Delhi this February recommended measures to bridge the yawning gap between growth and jobs,
reports
Varupi Jain.
Job coach Adrienne Tom reveals 10 steps to writing the perfect resume
Professional resume writer and employment coach Adrienne Tom, from Alberta in western Canada, shared 10 simple steps to help you stand out from the crowd in a fiercely competitive job market.
Jobs boost for Jaguar Land Rover as Indian owners double investment to £1.5bn a year
The extra cash injection and prospect of thousands of new jobs comes as the firm is set to announce Jaguar and Land Rover production in booming China.
Jobless man rang Brexit Party HQ threatening to kill Jeremy Corbyn
Samuel Naylor, 37, wrongly described Mr Corbyn as leader of the Liberal Democrats and also called for an end to leaflets being delivered to his home in Eastwood, Nottinghamshire.
Jobs bonanza for Australians wanting work in UK as new immigration laws will favour English speakers
New post-Brexit immigration laws in the UK will favour skilled English-speaking migrant workers over cheap unskilled labour from within the European Union.
Jobs bonanza in stewardship and sustainable investing teams
The number of people hired doubled between 2017 and 2020
Australia Job Advertisements
Job Advertisements in Australia decreased to 63806 in April from 136235.06 in March of 2020. Job Advertisements in Australia averaged 142388.93 from 1999 until 2020, reaching an all time high of 258085.47 in April of 2008 and a record low of 63806 in April of 2020. In Australia, job advertisements measure the number of jobs advertised in the major daily newspapers and internet sites covering the capital cities. This page provides the latest reported value for - Australia Job Advertisements - plus previous releases, historical high and low, short-term forecast and long-term prediction, economic calendar, survey consensus and news.
New Zealand Job Advertisements
Job Advertisements in New Zealand decreased to 44341.92 in December from 46008.12 in November of 2018. Job Advertisements in New Zealand averaged 28367.78 from 2004 until 2018, reaching an all time high of 46008.12 in November of 2018 and a record low of 14139.22 in July of 2009. This page provides the latest reported value for - New Zealand Job Advertisements - plus previous releases, historical high and low, short-term forecast and long-term prediction, economic calendar, survey consensus and news.
New Zealand Job Vacancies
Job Vacancies in New Zealand decreased to 171.86 points in the first quarter of 2020 from 191.05 points in the fourth quarter of 2019. Job Vacancies in New Zealand averaged 116.27 points from 2007 until 2020, reaching an all time high of 196.57 points in the fourth quarter of 2018 and a record low of 55.20 points in the third quarter of 2009. In New Zealand, Job Vacancies measures changes in online job advertisements from four internet job boards – SEEK, Trade Me Jobs, Education Gazette and Kiwi Health Jobs. Job vacancies are an important indicator of labour demand and changes in the economy. The Jobs Online trend series is used as the primary indicator as it reduces the month-to-month volatility. We only publish basic highlights each month and a more detailed report every three months. The relationship between job advertisements and labour demand is complex, particularly when disaggregated at an industry, occupation and regional level. This page provides the latest reported value for - New Zealand Job Vacancies - plus previous releases, historical high and low, short-term forecast and long-term prediction, economic calendar, survey consensus and news.
Austria Job Vacancies
Job Vacancies in Austria decreased to 53846 in April from 60722 in March of 2020. Job Vacancies in Austria averaged 35382.91 from 1960 until 2020, reaching an all time high of 84473 in June of 2019 and a record low of 11240 in January of 1983. This page provides - Austria Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Spain Job Vacancies
Job Vacancies in Spain decreased to 14.47 Thousand in April from 29.61 Thousand in March of 2020. Job Vacancies in Spain averaged 121.92 Thousand from 1950 until 2020, reaching an all time high of 541.53 Thousand in October of 1991 and a record low of 14.47 Thousand in April of 2020. This page provides the latest reported value for - Spain Job Vacancies - plus previous releases, historical high and low, short-term forecast and long-term prediction, economic calendar, survey consensus and news.
Malaysia Job Vacancies
Job Vacancies in Malaysia decreased to 204513 in the first quarter of 2020 from 217432 in the fourth quarter of 2019. Job Vacancies in Malaysia averaged 206451.37 from 1997 until 2020, reaching an all time high of 745205 in the fourth quarter of 2011 and a record low of 7850 in the first quarter of 2004. This page provides - Malaysia Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Czech Republic Job Vacancies
Job Vacancies in Czech Republic decreased to 332478 in April from 342287 in March of 2020. Job Vacancies in Czech Republic averaged 90229.40 from 1990 until 2020, reaching an all time high of 351624 in February of 2020 and a record low of 30803 in December of 2010. This page provides - Czech Republic Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Switzerland Job Vacancies
Job Vacancies in Switzerland decreased to 23632 in April from 26852 in March of 2020. Job Vacancies in Switzerland averaged 13009.38 from 1956 until 2020, reaching an all time high of 36848 in April of 2019 and a record low of 6014 in December of 1974. This page provides - Switzerland Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
United States Job Openings NSA
Job Vacancies in the United States decreased to 6597 Thousand in February from 6912 Thousand in January of 2020. Job Vacancies in the United States averaged 4505.96 Thousand from 2000 until 2020, reaching an all time high of 7746 Thousand in April of 2019 and a record low of 2157 Thousand in December of 2009. This page provides - United States Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Thailand Job Vacancies
Job Vacancies in Thailand decreased to 18775 in March from 22966 in February of 2020. Job Vacancies in Thailand averaged 42571.40 from 1995 until 2020, reaching an all time high of 115636 in February of 2004 and a record low of 12620 in March of 2007. This page provides - Thailand Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Japan Job Vacancies
Job Vacancies in Japan decreased to 831.73 Thousand in March from 876.12 Thousand in February of 2020. Job Vacancies in Japan averaged 547.77 Thousand from 1960 until 2020, reaching an all time high of 1026.96 Thousand in December of 2017 and a record low of 266.29 Thousand in September of 1965. This page provides - Japan Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Israel Job Vacancies
Job Vacancies in Israel decreased to 52646 in March from 91674 in February of 2020. Job Vacancies in Israel averaged 76344.08 from 2009 until 2020, reaching an all time high of 103832 in July of 2018 and a record low of 36223 in December of 2009. This page provides - Israel Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Germany Job Vacancies
Job Vacancies in Germany decreased to 626.42 Thousand in April from 691.14 Thousand in March of 2020. Job Vacancies in Germany averaged 367.70 Thousand from 1950 until 2020, reaching an all time high of 891.70 Thousand in June of 1970 and a record low of 57.80 Thousand in December of 1982. In Germany, Job Vacancies refers to unfilled job openings which are immediately available, and for which active recruitment steps are being taken on the survey reference date. This page provides - Germany Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Cyprus Job Vacancies
Job Vacancies in Cyprus decreased to 9543 in March from 10834 in February of 2020. Job Vacancies in Cyprus averaged 7347.32 from 2002 until 2020, reaching an all time high of 16194 in June of 2008 and a record low of 2137 in December of 2013. This page provides - Cyprus Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Bulgaria Job Vacancies
Job Vacancies in Bulgaria decreased to 18721 in the fourth quarter of 2019 from 18942 in the third quarter of 2019. Job Vacancies in Bulgaria averaged 18854.43 from 2006 until 2019, reaching an all time high of 25106 in the first quarter of 2008 and a record low of 14033 in the fourth quarter of 2012. This page provides - Bulgaria Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Poland Job Vacancies
Job Vacancies in Poland decreased to 47.20 Thousand in March from 68.20 Thousand in February of 2020. Job Vacancies in Poland averaged 54.63 Thousand from 2001 until 2020, reaching an all time high of 120.30 Thousand in May of 2017 and a record low of 5.30 Thousand in December of 2001. This page provides - Poland Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Slovenia Job Vacancies
Job Vacancies in Slovenia decreased to 7393 in March from 11324 in February of 2020. Job Vacancies in Slovenia averaged 12880.50 from 1993 until 2020, reaching an all time high of 24737 in September of 2008 and a record low of 4713 in December of 2014. This page provides - Slovenia Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Portugal New Job Offers
Job Vacancies in Portugal decreased to 7622 in March from 9876 in February of 2020. Job Vacancies in Portugal averaged 7581.24 from 1979 until 2020, reaching an all time high of 17645 in April of 2015 and a record low of 1083 in December of 1985. This page provides - Portugal Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Finland Job Vacancies
Job Vacancies in Finland decreased to 64743 in March from 93997 in February of 2020. Job Vacancies in Finland averaged 19739.04 from 1961 until 2020, reaching an all time high of 96096 in February of 2019 and a record low of 2624 in December of 1992. This page provides - Finland Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Chile Job Vacancies Index
Job Vacancies in Chile decreased to 8.50 points in March from 9.60 points in February of 2020. Job Vacancies in Chile averaged 86.42 points from 1986 until 2020, reaching an all time high of 167.10 points in November of 2005 and a record low of 8.50 points in March of 2020. This page provides - Chile Job Vacancies Index - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Norway Job Vacancies
Job Vacancies in Norway decreased to 63900 in the fourth quarter of 2019 from 65800 in the third quarter of 2019. Job Vacancies in Norway averaged 21006.64 from 1970 until 2019, reaching an all time high of 84500 in the second quarter of 2019 and a record low of 1395 in the fourth quarter of 1983. This page provides - Norway Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
United Kingdom Job Vacancies
Job Vacancies in the United Kingdom decreased to 795 Thousand in February from 817 Thousand in January of 2020. Job Vacancies in the United Kingdom averaged 635.13 Thousand from 2001 until 2020, reaching an all time high of 855 Thousand in December of 2018 and a record low of 432 Thousand in May of 2009. In the United Kingdom, job vacancies are defined as positions for which employers are actively seeking to recruit outside their business or organisation. This page provides the latest reported value for - United Kingdom Job Vacancies - plus previous releases, historical high and low, short-term forecast and long-term prediction, economic calendar, survey consensus and news.
Denmark Job Vacancies
Job Vacancies in Denmark decreased to 34487 in the fourth quarter of 2019 from 36644 in the third quarter of 2019. Job Vacancies in Denmark averaged 25415.28 from 2010 until 2019, reaching an all time high of 37228 in the second quarter of 2019 and a record low of 15507 in the fourth quarter of 2011. This page provides - Denmark Job Vacancies- actual values, historical data, forecast, chart, statistics, economic calendar and news.
Sweden Job Vacancies
Job Vacancies in Sweden increased to 1361 Hundred in March from 1358 Hundred in February of 2020. Job Vacancies in Sweden averaged 395.06 Hundred from 1981 until 2020, reaching an all time high of 1520 Hundred in February of 2019 and a record low of 51 Hundred in December of 1992. This page provides - Sweden Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Estonia Job Vacancies
Job Vacancies in Estonia decreased to 3.36 Thousand in March from 3.62 Thousand in February of 2020. Job Vacancies in Estonia averaged 3.30 Thousand from 1993 until 2020, reaching an all time high of 9.53 Thousand in March of 2019 and a record low of 0.51 Thousand in February of 1997. This page provides - Estonia Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Hong Kong Job Vacancies
Job Vacancies in Hong Kong decreased to 54433 in the fourth quarter of 2019 from 63032 in the third quarter of 2019. Job Vacancies in Hong Kong averaged 56076.01 from 1980 until 2019, reaching an all time high of 127765 in the first quarter of 1989 and a record low of 15919 in the first quarter of 2003. This page provides - Hong Kong Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Australia Job Vacancies
Job Vacancies in Australia decreased to 226.50 Thousand in the first quarter of 2020 from 237.10 Thousand in the fourth quarter of 2019. Job Vacancies in Australia averaged 107.60 Thousand from 1979 until 2020, reaching an all time high of 244.90 Thousand in the first quarter of 2019 and a record low of 28.40 Thousand in the third quarter of 1982. This page provides the latest reported value for - Australia Job Vacancies - plus previous releases, historical high and low, short-term forecast and long-term prediction, economic calendar, survey consensus and news.
Mauritius Job Vacancies
Job Vacancies in Mauritius increased to 13963 in 2019 from 4124 in 2018. Job Vacancies in Mauritius averaged 3729.37 from 1990 until 2019, reaching an all time high of 13963 in 2019 and a record low of 1558 in 1998. This page provides - Mauritius Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
France Job Vacancies
Job Vacancies in France decreased to 247.80 Thousand in February from 269.70 Thousand in January of 2020. Job Vacancies in France averaged 255.97 Thousand from 1995 until 2020, reaching an all time high of 363.80 Thousand in June of 2007 and a record low of 121.10 Thousand in December of 1995. This page provides - France Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Belgium Job Vacancies
Job Vacancies in Belgium decreased to 139420 in the fourth quarter of 2019 from 140948 in the third quarter of 2019. Job Vacancies in Belgium averaged 109732.28 from 2012 until 2019, reaching an all time high of 149180 in the third quarter of 2018 and a record low of 70256 in the fourth quarter of 2014. This page provides - Belgium Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Latvia Job Vacancies
Job Vacancies in Latvia decreased to 27316 in the fourth quarter of 2019 from 28712 in the third quarter of 2019. Job Vacancies in Latvia averaged 9603.56 from 2008 until 2019, reaching an all time high of 29704 in the second quarter of 2019 and a record low of 1643 in the first quarter of 2010. This page provides - Latvia Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Hungary Job Vacancies
Job Vacancies in Hungary decreased to 74824 in the fourth quarter of 2019 from 78315 in the third quarter of 2019. Job Vacancies in Hungary averaged 45025.52 from 2008 until 2019, reaching an all time high of 87665 in the third quarter of 2018 and a record low of 21130 in the third quarter of 2009. This page provides - Hungary Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Singapore Job Vacancies
Job Vacancies in Singapore increased to 50000 in the fourth quarter of 2019 from 45000 in the third quarter of 2019. Job Vacancies in Singapore averaged 38239.17 from 1990 until 2019, reaching an all time high of 67400 in the third quarter of 2014 and a record low of 12000 in the second quarter of 2003. This page provides - Singapore Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.
Iceland Job Vacancies
Job Vacancies in Iceland increased to 132 in February from 120 in January of 2020. Job Vacancies in Iceland averaged 398.35 from 1999 until 2020, reaching an all time high of 1912 in August of 2005 and a record low of 47 in December of 2018. This page provides - Iceland Job Vacancies - actual values, historical data, forecast, chart, statistics, economic calendar and news.