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| Year | # of jobs | % of population |
|---|---|---|
| 2021 | 1,218 | 0.00% |
| 2020 | 1,190 | 0.00% |
| 2019 | 1,161 | 0.00% |
| 2018 | 1,063 | 0.00% |
| 2017 | 987 | 0.00% |
| Year | Avg. salary | Hourly rate | % Change |
|---|---|---|---|
| 2026 | $134,672 | $64.75 | +4.1% |
| 2025 | $129,400 | $62.21 | +2.1% |
| 2024 | $126,770 | $60.95 | +3.2% |
| 2023 | $122,883 | $59.08 | +3.7% |
| 2022 | $118,510 | $56.98 | +3.1% |
| Rank | State | Population | # of jobs | Employment/ 1000ppl |
|---|---|---|---|---|
| 1 | District of Columbia | 693,972 | 395 | 57% |
| 2 | South Dakota | 869,666 | 187 | 22% |
| 3 | South Carolina | 5,024,369 | 763 | 15% |
| 4 | West Virginia | 1,815,857 | 267 | 15% |
| 5 | Alabama | 4,874,747 | 544 | 11% |
| 6 | Louisiana | 4,684,333 | 537 | 11% |
| 7 | Oklahoma | 3,930,864 | 443 | 11% |
| 8 | Massachusetts | 6,859,819 | 440 | 6% |
| 9 | Oregon | 4,142,776 | 234 | 6% |
| 10 | Delaware | 961,939 | 49 | 5% |
| 11 | Rhode Island | 1,059,639 | 48 | 5% |
| 12 | California | 39,536,653 | 1,719 | 4% |
| 13 | Illinois | 12,802,023 | 491 | 4% |
| 14 | Washington | 7,405,743 | 329 | 4% |
| 15 | Virginia | 8,470,020 | 312 | 4% |
| 16 | Utah | 3,101,833 | 129 | 4% |
| 17 | North Carolina | 10,273,419 | 301 | 3% |
| 18 | New Jersey | 9,005,644 | 268 | 3% |
| 19 | Arizona | 7,016,270 | 194 | 3% |
| 20 | Maryland | 6,052,177 | 189 | 3% |
| Rank | City | # of jobs | Employment/ 1000ppl | Avg. salary |
|---|---|---|---|---|
| 1 | Grand Junction | 1 | 2% | $129,535 |
| 2 | Middletown | 1 | 2% | $118,431 |
| 3 | Clearwater | 1 | 1% | $108,823 |
| 4 | Austin | 2 | 0% | $132,301 |
| 5 | Baltimore | 1 | 0% | $143,735 |
| 6 | Chicago | 1 | 0% | $127,349 |
| 7 | Denver | 1 | 0% | $124,254 |
| 8 | Los Angeles | 1 | 0% | $144,587 |
| 9 | New York | 1 | 0% | $134,076 |
| 10 | San Francisco | 1 | 0% | $151,950 |
| 11 | Tampa | 1 | 0% | $108,744 |
| 12 | Urban Honolulu | 1 | 0% | $125,657 |
University of Missouri-St. Louis

University of Connecticut

University of New Haven
University of Missouri-St. Louis
Information Systems Department
Vicki Sauter Ph.D.: The most important trend is that we are all going to have problems going back to work. We are accustomed to the flexibility, the clothing trends, etc. If that is true, employers need to look for self-starters and self-motivators who can be productive home workers.
In terms of disciplines, I think the new hot jobs will be in supply chains and cybersecurity. We have certainly seen the impact of breaks in the supply chains and breaks into our computing files. We will all need to think along these lines: "How can we be sure our computers are safe when many people are not very good at keeping passwords and other security mechanisms? Is your system secure?"

Mohamad Alkadry Ph.D.: Just like 9/11 resulted in substantial investment in homeland security jobs, I believe that the pandemic will likely result in a substantial investment in our public health infrastructure. More than ever before, Americans understand the importance of public servants at all levels. Americans, who have historically undermined the importance of the public serctor, were all looking to public officials more than ever before. The pandemic also highlighted the importance of professional non-elected officials' expertise to our survival. There was a clear respect for the evidence-based scientific knowledge and recommendations of professional public servants like Dr. Anthony Fauci. We are also likely to see an investment in e-government programs that would allow citizens and employees to interact virtually. I believe the pandemic undermines the trend toward service industry and we will likely see a very slow return of service and travel-related positions especially if the virus mutates and the pandemic lingers over a few years.
Mohamad Alkadry Ph.D.: The ability to work independently has always been important, and its importance was put on steroids because of the pandemic and the work-at-home mandates that resulted from it. Results-oriented employees will stand out. The modern workplace wants employees who can get things done rather than employees who can clock-in and clock-out on time. Most modern workplaces were heading in that direction since the 1990s. The pandemic accelerated that trend and made it more universal.
Matt Caporale: In a nutshell, hands on and applied experiences stand out the most. What employers truly seek is not just what you know and what you did, but how you did it, where you did it, to what outcome, and what do you offer now because of those experiences. This isn't new, but employers are increasingly looking for details and level of specificity to a student's college experience - buzzwords won't suffice any more. The experiences that stand out are ones students can actively quantify and showcase success, hard skills, and soft skills.
These types of experiences include traditional experiences such as internships, research projects, study abroad, and campus leadership. But they more often now include diverse perspectives, interdisciplinary experiences, and roles in which students make a focused impact on the organization in which they served. Employers seek well rounded candidates with hard and soft skills; so, the experiences that stand out will need to be diversified, skill focused, and impactful.
For students in international relations, these experiences will include traditional internships and study abroad, but also Model UN, policy research and development, multi-cultural experiences (local and international), and data-based projects.