- 2016Approved/Agreed
- 2019Implementation
- 2020Implementation
- 2021Implementation
- 2022Implementation
- 2023Implementation
- 2024Implementation
Background
From the beginning of 2010s there was a surge in the Maltese employment ratio for the age cohort 20-64, which was mainly driven by an increase in female labour market participation. However, despite the rise in the volume of the Maltese workforce, there remained a deficit in the skills base in Malta compared to the EU-28. Consequently, the Maltese employment policy 2014 was drawn up proposing various initiatives to upgrade the skills of the Maltese workforce which would contribute to more productive jobs. In turn, this would lead to convergence in the standard of living of Malta with the EU-28.
That structure of the public employment service (PES), designed around three divisions, did not facilitate the implementation of the corporate strategy built on the priorities highlighted in the National employment policy 2014 and the agility required to respond quickly to changing demands. A new management organisational structure developed around seven heads of division, with clear, coherent and manageable responsibilities, was proposed to the then ETC Board of Directors and approved. In 2016 the Employment and Training Corporation (ETC)(Malta's public employment service) was renamed Jobsplus by Act of Parliament.
Objectives
To make the PES a modern, efficient and effective organisation, capable of successfully fulfilling its mission and to implement the Government’s programme, while meeting labour market needs falling within its remit.
Description
The board of directors restructured the executive management team of the PES under the direction of the chief executive officer. Six divisions replaced the existing three, so that Jobsplus operations and support services would be better managed.
The corporate planning division was re-dimensioned and became responsible for business planning and development, performance management, involvement of Jobsplus in activities of the European network of public employment services, people management and corporate services including upkeep of premises and maintenance, archives and security.
The EU affairs, labour market analysis and employer relations division was assigned responsibilities for contributing to employment policy at both national and European levels, EU affairs related to employment, labour market intelligence and research, and representing training services, processing and maintenance of all national employment records.
A reorganised employment services division was to be responsible for jobseeker advisory services, employer services, employment schemes, registration, employment licences and EURES.
The finance and corporate services division was reorganised and became responsible for financial management, budgeting and control, information and communications technology, tendering and procurement.
An inclusive employment services division was created to provide services to disadvantaged jobseekers, supported and sheltered...
The board of directors restructured the executive management team of the PES under the direction of the chief executive officer. Six divisions replaced the existing three, so that Jobsplus operations and support services would be better managed.
The corporate planning division was re-dimensioned and became responsible for business planning and development, performance management, involvement of Jobsplus in activities of the European network of public employment services, people management and corporate services including upkeep of premises and maintenance, archives and security.
The EU affairs, labour market analysis and employer relations division was assigned responsibilities for contributing to employment policy at both national and European levels, EU affairs related to employment, labour market intelligence and research, and representing training services, processing and maintenance of all national employment records.
A reorganised employment services division was to be responsible for jobseeker advisory services, employer services, employment schemes, registration, employment licences and EURES.
The finance and corporate services division was reorganised and became responsible for financial management, budgeting and control, information and communications technology, tendering and procurement.
An inclusive employment services division was created to provide services to disadvantaged jobseekers, supported and sheltered employment services and the management and operation of partnership agreements with non-governmental organisations (NGOs). An EU-funded schemes division was given responsibility for the implementation of the 2014/20 ESF-funded projects operated by Jobsplus.
The restructuring plan of the organisation has been completed. During 2019, Jobsplus was supporting active labour market policies launched between 2014 and 2017. In view of the very positive labour market situation, no new schemes were launched after 2017.
Following an evaluation of the organisational restructuring that took place in 2016, the challenges being faced by the stakeholders in a labour market that had to deal with the consequences of a worldwide pandemic, and the organisation’s aim to be more customer centric, four of the six divisions set up in 2016 were re-dimensioned and assigned a new focus.
The employer services division has been set up and is responsible for training for employment, investing in skills, and access to employment EU-funded projects. This set-up will allow for a more coordinated approach in respect of the monitoring process of all three projects and contact with employers. This division is also responsible for employment records, the Employer Relations Unit, EURES and private sector recruitment services, thus serving as a one stop shop for employers.
The jobseeker services division has also been set up and is responsible for the jobseeking advisory function for all jobseekers: mainstream (unemployed and job changers), the vulnerable, or persons with disability. This division is now also responsible for all the jobseeker registers administered by Jobsplus for both mainstream clients and persons with disability. It is also responsible for all the specialised services like sheltered employment and job brokerage service and the NEET activation scheme aimed at persons with disability, migrants that have international protection status and the young, thus serving as a one point of contact for jobseekers.
The operations of the compliance, migration and public sector employment services division will focus more on the legal and compliance aspects in respect of the employment of third country nationals, of persons with disability and the adherence of the 2% quota by medium and large employers, public sector employment, and the illegal employment of workers.
The division formerly in charge of EU affairs, labour market analysis and employer relations has been trimmed down to focus more on research, gathering of labour market intelligence, and labour market analysis.
Jobsplus continued running its operations as usual.
Jobsplus continued running its operations as usual.
Jobsplus continued running its operations as usual.
In 2024, Jobsplus issued a strategic document entitled, ‘Jobsplus strategic plan 2024-28 Enhancing Jobsplus in the National & European context, which aims to reinforce the entity as a significant force both nationally and within the European network of PES. Grounded in a commitment to innovate, enhance service excellence, support employee well-being, and national leadership, this plan aligns with the shared values of the EU PES network and Jobsplus’ mission to meet Malta’s dynamic employment needs.
In addition, Jobsplus underwent restructuring to streamline its operations and enhance service delivery. The organisation now operates through three major divisions: Jobseeker services division, the People management division, and the EU and international affairs, Research and intelligence division. Each department oversees specialised units that focus on key areas, including migration, inclusive services, access to employment, research, labour market analysis and skills training. This restructuring aims to improve the agency's responsiveness to labour market needs while supporting Malta's workforce with targeted initiatives.
Bodies responsible
- Jobsplus (Public Employment Service)
Target groups
Learners
- Unemployed and jobseekers
Other stakeholders
- National, regional and local authorities
Thematic categories
Governance of VET and lifelong learning
This thematic category looks at existing legal frameworks providing for strategic, operational – including quality assurance – and financing arrangements for VET and lifelong learning (LLL). It examines how VET and LLL-related policies are placed in broad national socioeconomic contexts and coordinate with other strategies and policies, such as economic, social and employment, growth and innovation, recovery and resilience.
This thematic category covers partnerships and collaboration networks of VET stakeholders – especially the social partners – to shape and implement VET in a country, including looking at how their roles and responsibilities for VET at national, regional and local levels are shared and distributed, ensuring an appropriate degree of autonomy for VET providers to adapt their offer.
The thematic category also includes efforts to create national, regional and sectoral skills intelligence systems (skills anticipation and graduate tracking) and using skills intelligence for making decisions about VET and LLL on quality, inclusiveness and flexibility.
High-quality and timely skills intelligence is a powerful policy tool, helping improve economic competitiveness and fostering social progress and equality through the provision of targeted skills training to all citizens (Cedefop, 2020). Skills intelligence is the outcome of an expert-driven process of identifying, analysing, synthesising and presenting quantitative and/or qualitative skills and labour market information. Skills intelligence draws on data from multiple sources, such as graduate tracking systems, skills anticipation mechanisms, including at sectoral and regional levels. Actions related to establishing and developing such systems fall under this thematic sub-category.
Supporting lifelong learning culture and increasing participation
Lifelong learning refers to all learning (formal, non-formal or informal) taking place at all stages in life and resulting in an improvement or update in knowledge, skills, competences and attitudes or in participation in society from a personal, civic, cultural, social or employment-related perspective (Erasmus+, Glossary of terms, https://erasmus-plus.ec.europa.eu/programme-guide/part-d/glossary-common-terms). A systemic approach to CVET is crucial to ensure adaptability to evolving demands.
This broad thematic category looks at ways of creating opportunities and ensuring access to re-skilling and upskilling pathways, allowing individuals to progress smoothly in their learning throughout their lives with better permeability between general and vocational education and training, and better integration and compatibility between initial and continuing VET and with higher education. Individuals should be supported in acquiring and updating their skills and competences and navigating easily through education and training systems. Strategies and campaigns that promote VET and LLL as an attractive and high-quality pathway, providing quality lifelong guidance and tailored support to design learning and career paths, and various incentives (financial and non-financial) to attract and support participation in VET and LLL fall into this thematic category as well.
This thematic category also includes many initiatives on making VET inclusive and ensuring equal education and training opportunities for various groups of learners, regardless of their personal and economic background and place of residence – especially those at risk of disadvantage or exclusion, such as persons with disabilities, the low-skilled and low-qualified, minorities, migrants, refugees and others.
This thematic sub-category refers to providing the possibility for individuals who are already in the labour market/in employment to reskill and/or acquire higher levels of skills, and to ensuring targeted information resources on the benefits of CVET and lifelong learning. It also covers the availability of CVET programmes adaptable to labour market, sectoral or individual up- and reskilling needs. The sub-category includes working with respective stakeholders to develop digital learning solutions supporting access to CVET opportunities and awarding CVET credentials and certificates.
This thematic sub-category refers to providing high-quality lifelong learning and career guidance services, including making full use of Europass and other digital services and resources.
This thematic sub-category refers to making VET pathways and programmes inclusive and accessible for all. It concerns measures and targeted actions to increase access and participation in VET and lifelong learning for learners from all vulnerable groups, and to support their school/training-to-work transitions. It includes measures to prevent early leaving from education and training. The thematic sub-category covers measures promoting gender balance in traditionally ‘male’ and ‘female’ professions and addressing gender-related and other stereotypes. The vulnerable groups are, but not limited to: persons with disabilities; the low-qualified/-skilled; minorities; persons of migrant background, including refugees; people with fewer opportunities due to their geographical location and/or their socioeconomically disadvantaged circumstances.
Subsystem
Further reading
Country
Type of development
Cedefop, & ReferNet. (2026). Restructuring the Maltese (public) employment service: Malta. In Cedefop, & ReferNet. (2026). Timeline of VET policies in Europe (2025 update) [Online tool].
https://www.cedefop.europa.eu/en/tools/timeline-vet-policies-europe/search/28663