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Director of technical sales job growth summary. After extensive research, interviews, and analysis, Zippia's data science team found that:
The projected director of technical sales job growth rate is 5% from 2018-2028.
About 23,800 new jobs for directors of technical sales are projected over the next decade.
Director of technical sales salaries have increased 12% for directors of technical sales in the last 5 years.
There are over 75,340 directors of technical sales currently employed in the United States.
There are 161,516 active director of technical sales job openings in the US.
The average director of technical sales salary is $96,380.
| Year | # of jobs | % of population |
|---|---|---|
| 2021 | 75,340 | 0.02% |
| 2020 | 67,452 | 0.02% |
| 2019 | 68,277 | 0.02% |
| 2018 | 63,599 | 0.02% |
| 2017 | 60,863 | 0.02% |
| Year | Avg. salary | Hourly rate | % Change |
|---|---|---|---|
| 2025 | $96,380 | $46.34 | +4.5% |
| 2024 | $92,263 | $44.36 | +1.9% |
| 2023 | $90,500 | $43.51 | +2.6% |
| 2022 | $88,198 | $42.40 | +2.6% |
| 2021 | $85,940 | $41.32 | +3.6% |
| Rank | State | Population | # of jobs | Employment/ 1000ppl |
|---|---|---|---|---|
| 1 | District of Columbia | 693,972 | 431 | 62% |
| 2 | Arkansas | 3,004,279 | 925 | 31% |
| 3 | Iowa | 3,145,711 | 939 | 30% |
| 4 | Minnesota | 5,576,606 | 1,494 | 27% |
| 5 | Colorado | 5,607,154 | 1,431 | 26% |
| 6 | North Dakota | 755,393 | 194 | 26% |
| 7 | Delaware | 961,939 | 240 | 25% |
| 8 | Illinois | 12,802,023 | 3,106 | 24% |
| 9 | Nebraska | 1,920,076 | 441 | 23% |
| 10 | Georgia | 10,429,379 | 2,173 | 21% |
| 11 | North Carolina | 10,273,419 | 2,143 | 21% |
| 12 | Alabama | 4,874,747 | 1,018 | 21% |
| 13 | New York | 19,849,399 | 3,877 | 20% |
| 14 | Massachusetts | 6,859,819 | 1,385 | 20% |
| 15 | Oklahoma | 3,930,864 | 778 | 20% |
| 16 | Connecticut | 3,588,184 | 710 | 20% |
| 17 | Pennsylvania | 12,805,537 | 2,479 | 19% |
| 18 | Kansas | 2,913,123 | 549 | 19% |
| 19 | South Dakota | 869,666 | 167 | 19% |
| 20 | Alaska | 739,795 | 141 | 19% |
| Rank | City | # of jobs | Employment/ 1000ppl | Avg. salary |
|---|---|---|---|---|
| 1 | Annapolis | 1 | 3% | $91,832 |
| 2 | Jackson | 1 | 3% | $110,637 |
| 3 | Peachtree City | 1 | 3% | $76,806 |
| 4 | Atlanta | 4 | 1% | $77,426 |
| 5 | Springfield | 1 | 1% | $84,506 |
| 6 | New York | 3 | 0% | $114,420 |
| 7 | Washington | 3 | 0% | $101,832 |
| 8 | Denver | 2 | 0% | $73,946 |
| 9 | San Francisco | 2 | 0% | $132,730 |
| 10 | Boston | 1 | 0% | $108,914 |
| 11 | Chicago | 1 | 0% | $88,517 |
| 12 | Los Angeles | 1 | 0% | $119,709 |
| 13 | Miami | 1 | 0% | $77,181 |
| 14 | Phoenix | 1 | 0% | $101,245 |
| 15 | Sacramento | 1 | 0% | $131,520 |
Texas Christian University

University of Maryland
University of Saint Mary

The Pennsylvania State University

Baylor University
The University of West Florida
Christopher Newport University

Indiana University Southeast

Longwood University
Aquinas College

Montana State University

Michigan State University

Upper Iowa University
Fordham University
Western State College of Law

Illinois Wesleyan University

Western Oregon University

National Retail Federation
MHI – Material Handling Industry
Morningside College
Texas Christian University
Specialized Sales, Merchandising And Marketing Operations
Ken Corbit Ph.D.: Strategic
Company Selection:
Focus on joining companies with robust sales training programs, emphasizing consultative selling. Look for organizations that invest in your development, providing live calling experiences, quota-driven sales processes, and exposure to tools like Salesforce.
Tech
Proficiency and Sales Tools Mastery:
Familiarize yourself with cutting-edge sales technologies, including CRM tools like Salesforce. Your proficiency in these tools will not only streamline your sales processes but also position you as a tech-savvy professional in the competitive sales landscape.
Hands-On
Experience:
Actively engage in live calling, take ownership of sales funnels, and work with senior hiring authorities during your training. This hands-on experience will not only build your confidence but also prepare you for the challenges of consultative selling.
Research
and Decision-Making Skills:
Develop strong research skills to evaluate companies based on fit, growth opportunities, compensation structures, and overall potential. This informed decision-making approach will set you apart and empower you to navigate the sales landscape strategically.
Mentorship
and Networking:
Seek mentorship both within and outside your organization. Building relationships with mentors who invest in your sales skills and knowledge will provide valuable insights. Additionally, actively participate in online forums to connect with practical sales
knowledge and best practices.
Ken Corbit Ph.D.: AI-Integrated Consultative Selling: Recognize the evolving role of AI in sales. Embrace AI tools that enhance your pre-call preparation, role-playing, agenda setting, and call talk track development. Stay ahead by incorporating AI into your sales strategies to deliver personalized and efficient client engagements.
Ken Corbit Ph.D.: Holistic
Knowledge Mastery:
Become an expert in your industry, staying abreast of market trends, and thoroughly understanding the products/services you sell. This comprehensive knowledge will empower you to provide exceptional value, resulting in higher sales success and increased client
retention.
Strategic
Question-Based Selling:
Master the art of question-based selling. Use insightful questions to uncover client needs, address pain points, and tailor your approach. This strategic skill will not only boost initial sales but also contribute to secondary sales and long-term client satisfaction.
Compensation
Structure Expertise:
Understand your organization's compensation structure thoroughly. This includes baseline compensation, commission and bonus plans, and additional benefits. This knowledge allows you to set realistic targets, maximize your earnings, and take full advantage
of uncapped commission structures.
Consistent
Target Achievement:
Consistently meet or exceed targets and quotas to demonstrate your value. This not only enhances your immediate success but also positions you for continuous earning potential, especially in roles with uncapped commissions.
Negotiation
and Value Recognition:
Develop negotiation skills to ensure you are compensated appropriately. Recognize your worth and, when appropriate, discuss compensation adjustments or additional benefits with your employer. A proactive approach to recognizing and articulating your value
contributes to your overall salary potential.
In a rapidly evolving sales landscape, continuous learning, tech adaptability, and proactive career management are fundamental for achieving sustained success in consultative sales.

University of Maryland
Robert H. Smith School of Business
Roland Rust Ph.D.: One might think that a stellar sales record would be most important, but that would be most relevant only if the individual has prior sales manager experience. If promoting a salesperson to sales manager, the thing that may be missing is administrative and managerial skills. In addition, we are in a technological revolution, driven by AI, which means that prior knowledge and experience with AI-related analysis would also definitely stand out (although probably hard to find).
University of Saint Mary
Division of Business and Information Technologies (DBiT)
Dr. Mark Harvey Ph.D.: Familiarity with software-basic windows packages, particularly MS Word and Excel. Candidates should not be afraid of quantitative data analysis. Analytics are necessary to figuring out what your business is doing and how it can grow. Also, familiarity with whatever social media platforms are used in that industry can be very important.
Dr. Mark Harvey Ph.D.: One consideration is, does the position pay commission? If so, the soft skills listed above are extremely important because the more you apply those skills, the more likely you are to grow your business.
When a manager is not on commission, there's little correlation between skills and pay while doing the job. The employer will hire you at a given salary level, and it is your job to negotiate to the best position. Once they have chosen you-that's the moment when you have the most leverage. You will never get a raise that is as substantial as what you might be able to ask for upon hire. After that, most raises are not going to be tied mechanically to performance and skills. Your next chance at a raise will be when you move or are promoted to a new position. Thus, those soft skills can affect your ability to negotiate.
I will repeat a previous theme: education and experience are probably more important than skills in terms of making more money. An employer can't really tell what your skills are from your resume. Just because you say you have a skill doesn't mean that you really do. They can reasonably guess that somebody with a degree is responsible enough to have accomplished something big. Somebody who makes it through a graduate program is probably very good at what they know. And somebody who has been in the industry and/or in a similar job is more likely to be able to walk in with little orientation and know what they are doing. Employers take risks on employees and hope that they can deliver. Thus, with more education and more experience, you are able to apply for higher-level jobs, which usually come with higher salaries.
Dr. Mark Harvey Ph.D.: Resumes are hard. It is very difficult to predict what any employer is looking for on any resume. The "skills" section of a resume is probably not the first thing most employers are looking at. The first consideration is probably education. Those with a bachelor's degree will be sorted first in fields-such as those who have business degrees, or particularly sales and marketing majors. Those with MBAs will be placed on the top. Those who have MBAs and marketing concentrations will likely be valued the most. The second consideration would probably be experience. Someone with several years of experience in business development or sales and marketing will be moved to the top. Someone with a bachelor's degree who has a lot of experience might beat out a fresh MBA. However, MBA plus experience beats almost everything. Someone with an MBA going for an entry-level position with little experience needed will likely beat out all bachelor challengers. For new graduates, getting some kind of internship in sales and marketing can differentiate them from those who do not.
Most hiring managers will probably assume that somebody who has sales and marketing education and/or experience probably has the skills necessary to do the job. An interviewer may probe on specific skills. I'll comment more specifically on other kinds of skills below, but it's also fair to say that a candidate's soft skills should shine in the interview. Simply saying that you have certain skills on a resume doesn't mean that you actually have them.
I think that the best thing a candidate can do is to research the company they hope to work for and tailor their resume to that employer. What does the business do? What kinds of things do you think that development manager is going to do in that particular industry? How do your skills as a candidate match what you guess they're looking for? The more you customize your resume, the better chances you have of resonating with the company. Employers are impressed when you already know something about the job and the industry.
Dr. Mark Harvey Ph.D.: First, critical and creative thinking. Employers value problem solvers. A Business Development Managers' problem usually is finding growth opportunities. Candidates need to learn to take the initiative to figure out how to solve problems like those.
Second, writing. The best employees know how to communicate in writing. More and more communication occurs through email and other forms of social media and apps, and as such, this skill is absolutely critical. You don't need to be a creative writing genius, but you do need to know how to write in a professional tone, present your ideas in an organized way, get to the point, and avoid errors. There is a direct line between a student's ability to write an academic essay with a clear thesis and an employee's ability to write a good email or proposal. If you can't do those things, then you risk embarrassment and possibly limited options for promotion.
Third, speaking. The American business world discriminates against introverts-sometimes at their own peril. Everyone needs to know how to give a quality speech, but more importantly, you need to sound confident and assertive in a board room during meetings. You need to be confident in front of clients. Fake it if you have to. The way you present yourself is absolutely critical.
Fourth, social skills. You need to be friendly. Get to know co-workers and clients. Find out what they like and show an interest. Find common ground. Your undergraduate degree hopefully exposed you to a wide diversity of topics you may have thought were irrelevant at some point. Now is the time to remember that stuff and use it to connect with people. Nearly everything you learned will have some application someday. It will help you connect with others. In addition, put away your cell phone when you are at work or on social occasions. To some people, a preoccupation with a cell phone communicates a lack of interest in the person you are with. It can alienate bosses, co-workers, and clients.

The Pennsylvania State University
Business Department
James Wilkerson Ph.D.: Skills, experience, knowledge, and abilities that matter especially strongly include target market analysis (including market research skills and knowledge), product/service positioning within competitive field, project work or coordination with sales staff, major client relationship management, and enough general business and industry knowledge to be able to relate business development to operational/production realities.
James Wilkerson Ph.D.: Verbal skills (both speaking and writing), negotiation skills, unfailing honesty, ability to empathize with clients' wants, and teamwork skills suitable for working collaboratively with sales and operations staff.
James Wilkerson Ph.D.: Spreadsheet (Excel) skills (including graph production from data), basic statistical knowledge, and online information search skills.
James Wilkerson Ph.D.: Skill at rapidly learning market trends, relating business development to product development, and persuading major prospective clients when brought in to help with closing sales. Bottom line: the business development manager must be on the cutting edge of new market conditions and new business opportunities to help the firm organically grow its sales, especially in new markets or product/service lines.

Baylor University
Hankamer School of Business
Andrea Dixon Ph.D.: Like salespeople, sales managers must focus their resumes on tangible, objective performance results that are achieved by their teams.
Growth in revenue or quota attainment for the overall team are examples of the types of objective performance results that matter.
High-performing sales managers also highlight long-term performance indicators, which includes both long-term revenue growth by the unit
AND investment metrics that signal the sales manager is building company results for the long run. For example, a high-performance sales manager focuses on building and maintaining a high-performing unit. Such a manager looks to move low performers to other roles where they can be successful.
Another investment metric that a sales manager can signal is the percent of their unit promoted to managerial roles in the organization.
Andrea Dixon Ph.D.: Since sales professionals have a lot of information available to them today via customer relationship management (CRM) systems, the sales manager's "supervisory" role is less important (especially for experienced sellers). Consequently, the sales manager needs to be more of a coach and enabler of high performance. Having confidence balanced with humility allows the sales manager to engage more effectively with their salespeople.
One of the critical soft skills for sales managers going forward will be the ability to connect members of the sales team to others in the organization - in other words, the sales manager of the future needs to have strong skills in network building for others. Sellers have access to data which helps them build success.
They also need access to the right people to turn to when they need specific expertise or assistance.
Andrea Dixon Ph.D.: One of the growing technical skill requirements for sales managers is in the area of data analytics. Our performance and customer systems provide a myriad of data, and the role of the sales manager is to be a sense-maker of that mound of data. What are the implications for changes in strategy or behavior evident in last quarter's activity? How can the sales manager help a specific seller "see" where the data suggest new approaches?
Andrea Dixon Ph.D.: People who can recognize patterns (in data, in people), build connections with and across others, create a focus on high-performance behaviors, and lead with a confident humility are those who will win today and in the future business environment.
The University of West Florida
Department of Accounting and Finance
Eric Bostwick Ph.D.: In a word, yes. The adjustments that both individuals and businesses have made during this time have shifted our expectations for life and work. For a generation of students who were already tech-natives, the shift to more technology-enabled interactions has reinforced the "click-to-do" mentality. And for non-tech-natives, the roll-out of intuitive, easy-to-use apps has overcome much of their resistance to these types of interactions. These shifts have affected everything from business meetings to family reunions and from buying lunch to meeting with your doctor. However, graduates will need to grow beyond being technology consumers. They must be able to effectively use technology to deliver a company's value proposition, especially in service-oriented fields such as accounting, finance, law, medicine, and consulting.
Christopher Newport University
Department of Communication
Todd Lee Goen: Pandemic or no pandemic, the best job out of college is one that sets you on the path to achieve your ultimate career goal(s). Reflect on where you want to be in five or ten years or even twenty-five years. Then consider positions that will set you on the path to achieve that goal. Very few people land their dream job upon graduation - dream jobs are typically those we're not qualified to do without some additional work experience and training. A good job is one that will help you achieve your goal(s) - just don't frame it that way in the interview.
Good jobs pay a livable salary for the location, offer benefits (health insurance and retirement at minimum), and provide professional development opportunities (these can take a variety of forms). Too often, college grads overlook professional development. If an employer isn't willing to invest in you, there's no guarantee you will succeed in the job. Good employers understand they need qualified employees who continually develop their skills and abilities, and good employers will make sure employees have the resources they need to succeed.
Todd Lee Goen: Technical skills are often industry and/or position specific. Applicants should highlight any technical skills related to the position advertisement and those that add value to the position/organization. Most importantly, requirements for technical skills change with time and technological advances. This means employers value workers capable of adapting to change and continually improving and acquiring new technical skills. Thus, it's usually more important to demonstrate you are capable of learning and developing technical skills than it is to have a specific skill set upon hire (although this is not true for some positions/industries).
That said, technical skills related to online presentations, virtual meetings, virtual networking, remote working and the like are hot commodities right now. While most organizations were in the process of adopting many of these technologies and ways of doing business pre-pandemic, the pandemic accelerated the process. Organizations are making it work, but they often don't know best practices or the most efficient means of working in the largely virtual, pandemic environment. Post-pandemic, many of the remote/virtual changes the pandemic brought will stay in some form. Technical skills that support this type of workplace will make applicants stand out to many employers because they need/want to do virtual/remote business better.

Dr. Uric Dufrene: First, I would not recommend a gap year. One of the skills that is critically important, regardless of the time period, is adaptability. Learning how to adapt to the circumstances around you is a skill that is valued in the workplace, regardless of the year. This is a key part of problem solving. Solving problems with the conditions and resources on hand will prepare you for a lifelong success in any field. As a graduate develops a reputation for problem solving, they emerge as a "go to" employee and will be seen by others as a leader, in their department or company.

Dr. David Lehr: Most job growth will continue to be in urban centers and the surrounding suburbs. Rural areas will continue to struggle (remote work notwithstanding).
Dr. David Lehr: A premium on flexibility and having a variety of skillsets. Continued weakness across the board in labor markets.
Dr. David Lehr: Information flow skills, particularly surrounding data analytics.
Aquinas College
Business Administration Department
Kerri Orders: In terms of a gap year, I recommend that international business students acquire tangible skills, relevant experience and/or certifications which will enhance their success in their desired area of interest. For example, a gap year could consist of gaining technical or digital training overseas, which would also further the students' cultural intelligence and language proficiency. These types of enriching gap year experiences will assist students to distinguish themselves in a highly competitive market. Furthermore, students should focus on broadening and maintaining their global network during a gap year in order to be ready for the job market once the gap year is concluded.
Kerri Orders: There is more than one path to any given career, therefore students will benefit from being curious, creative, and collaborative as they embark upon their international business careers. More than ever, employers will be looking for students who are adaptable, flexible, and proactive. In this tighter job market, students should be more open-minded about opportunities and willing to work in a range of sectors and different sizes of companies. The pandemic has impacted businesses around the world, so this advice will apply to graduates from all regions of the world.
Kerri Orders: In 2020, companies of all sizes rapidly changed the way they were organized and conducted business daily, both internally and externally, with customers and suppliers. COVID has accelerated the potential and opportunity for remote work, both domestically and within the international business environment. Consequently, the future trends for international business will be a decrease in business travel and an increase in collaboration and communication via remote modalities. Many companies have now realized the ability for employees to conduct international business via remote networks, which are both effective and economically efficient. Increasingly, employers are looking for candidates with a global mindset, a culturally diverse range of experiences, and a broad skill set. In addition, employers will expect candidates to have a high level of technical and communication skills in order to thrive and have a shorter learning curve at the entry level. It is important for students entering the job market to highlight and promote their specific skills and value added to a potential employer.

Dr. Angela Woodland Ph.D.: There is still work that needs to be done. Those jobs that are necessary for the economy to continue and for the protection and service of the public will continue to need willing and able employees. The field I know most about is accounting. Publicly-traded companies are required to have audits of their financial statements. This is for the protection of all who use financial statements to make investing decisions. Think about your retirement savings plans, 401(k) plans, etc. So, every year there is a need to hire students who are ready to take the CPA exam and ready to become auditors. The same goes for students who are trained and ready to prepare income tax returns for corporations and individuals. Pandemic or no pandemic, we still need accountants. In fact, we now need accountants who are prepared to make certain that loans and grants related to pandemic relief have been used for their intended purposes and have been distributed appropriately.
Dr. Angela Woodland Ph.D.: Skills that are immediately useful stand out on resumes. Right now, data analytics skills are in hot demand. A desirable job candidate should be able to import large data sets in various formats, clean data, manipulate data, interrogate data, and draw conclusions from the data. Additionally, the job candidate should be able to prepare informative and easy-to-follow data visualizations of the results. This skill set allows a job candidate to be immediately useful in an organization. It is the new way of analyzing and communicating.
Dr. Angela Woodland Ph.D.: There are pockets of opportunity in most communities. The savvy student will meet and make connections with local businesses through internships, student clubs, guest lectures, and other college events. With a little effort, students can learn to speak the vernacular of local industries and tailor their resumes and skill sets accordingly.

Michigan State University
Broad College of Business
Wyatt Schrock Ph.D.: Based on my experience and discussions with recruiters, at least two things stand out for applicants looking for sales jobs. First, I think transferrable skills are important to signal on a resume. For example, working as a hostess or waiter at a restaurant could signal to recruiters certain interpersonal skills that are important in sales. Second, I think any experience that allows the applicant to quantify their success will help applicants to stand out. If a person did well at work, I think it is worth spending some time thinking about how to tell that story with numbers. I think numbers can be just as important as words on a resume, especially when applying for a sales position.
Wyatt Schrock Ph.D.: For graduates entering careers in sales, I expect the coronavirus pandemic to have at least one enduring impact. That is, I think the pandemic has changed the way that people think about the nature of buyer-seller interactions. In particular, I think we now know that a lot of relationship-building, problem-solving, etc., can be accomplished remotely with video meeting applications. This development might, for example, ultimately lead to lower levels of business travel for salespeople.
Wyatt Schrock Ph.D.: For graduates entering careers in sales, two skills that come to my mind are (1) listening skills and (2) analytical skills. First, I think listening is indeed a skill that can be developed with techniques and practice. Importantly, and for several reasons (e.g., building rapport, overcoming objections), I do not think you can be a good salesperson and be a bad listener. Second, I think analytical skills may be overlooked in terms of importance for salespeople. Certainly, selling is about relationship-building. However, and simultaneously, selling is also about delivering quantifiable value. It may be increasingly important for salespeople to have the ability to demonstrate exactly how or where they intend to help their customers grow revenue or reduce expenses.

Upper Iowa University
School of Business and Professional Studies
Dr. Karla Gavin: At this time, it appears that individuals will continue to be interviewed and hired virtually without meeting their employer face-to-face. To retain these new hires, employers need to have stellar orientation programs to be completed remotely and onboarding that engages them before Day 1 of employment. Constant communication is critical, especially in the hiring process.
Work is very likely to be conducted in a virtual format for many employees in at least the first six months of 2021. Candidates with experience working with multiple virtual communication platforms will stand out during this time frame.
Employers may require employees to be vaccinated for COVID-19 before returning to face-to-face work with colleagues and clients. Depending on what happens as this vaccine is more widely administered, it could impact employee and new hire decisions to stay or to leave.
Dr. Karla Gavin: College students who graduate and move into the workforce need to think of themselves as independent contractors. They need to articulate their abilities to be flexible and adaptable, and to communicate very clearly in written and verbal communication. Job candidates will benefit from viewing issues as challenges instead of problems and using out-of-the-box thinking to resolve those issues.
They need to share their ability to work with diverse groups of people in team settings. Their willingness to be lifelong learners is important and they should reflect their desire to attend professional development activities and to pursue advanced degrees or certifications. Examples of leadership positions and opportunities need to be indicated on the resume.
Each of the areas mentioned above requires related examples to be stated concisely to reiterate their accomplishments and future goals.
Dr. Karla Gavin: The world of work is in great flux right now. Willingness to relocate and to learn the field from the bottom up is very important, wherever that might be. Too many students have unrealistic expectations for salary and job title upon graduation.
They also need to know themselves well enough to understand how their personal purpose and passion match that of their chosen field and of their specific employer.
Peter Johnson DPS: There are three things that employers are looking for:
1. Demonstrated ability to solve problems
2. Ability to analyze and make decisions based on data
3. Communication skills with management, teams, and clients
Peter Johnson DPS: From an academic standpoint, I believe there will be a minimal long-lasting impact on our graduates. All students will be required to complete the necessary credits and be assessed for their performance. Many of their courses will be online, but there is currently no research body that clearly indicates that online teaching is significantly less effective than in class. Several studies of work from home (WFH) indicate comparable or increase productivity.
Peter Johnson DPS: For entry-level positions, resumes need to include the basic "table stakes" type of skills: career-related coursework, leadership experience, and technical competencies: PowerPoint, Excel, CRM, and something like Python, if analytics are required. To stand out and for mid-level positions: published articles or white paper; original research, for demonstrated expertise in a product or service category.
Deirdre Kelly: It's difficult to tell at this point what/if the enduring impact of Covid 19 will be on graduates. It appears that there may be a shift in how lawyers work and in their work environment, with more remote work and job flexibility a possibility. In fact, it may be possible for some lawyers to live long distances away from their jobs, even in different states, and work remotely.
Deirdre Kelly: Young graduates will need the same traditional legal skills that they have always needed. Additionally, they will need to be resilient and creative to weather a more challenging and ever-evolving work environment. They will need to be very disciplined and able to work independently, if they are working more remotely, and have enough technical skills to navigate the virtual world. New graduates will need to think about how they build relationships with their co-workers and develop mentors, as well as develop clients and networks, if the future means working remotely more and not as many in-person meetings.
Deirdre Kelly: Practical experience. There is no substitute for learning from actually working in the field under real conditions with real clients, opposing counsel, and judges under the pressure of deadlines and the need to have a successful outcome. Graduates and students need to remember that the depth and quality of an experience are far more impactful than sometimes what you perceive as a more prestigious opportunity on paper.

Brian Richardson: For recent graduates, the job search process has essentially been disrupted due to a level of uncertainty being experienced on an industry-by-industry basis. This doesn't mean jobs have disappeared, which is supported by the number of employers who still have hiring needs and will continue to do so. What this means is that applicants must be open-minded and adaptable, while being willing to really lean on their networking skills to connect in meaningful ways, and not just blindly applying for job openings. The question that should be asked goes beyond 'what jobs are available,' but 'what problems can be solved' with the skills-based competencies, practical experiences, and knowledge gained through a broad-based education, internships, and research opportunities. From there, they must be able to articulate that value on a resume and in conversation at every opportunity they have available to them.

Adry S. Clark Ph.D.: The major change we've seen, so far, in the job market is the move to remote working and job cuts in some significant sectors. This will probably mean that we will see remote working become more common in the years to come. Companies will enhance their capacity to hire remote workers, and workers may look for opportunities where they can work from home.
While the 25-34 age group has been hit the most, those with high-school degrees or less have taken the greatest hit.
Employers are going to prioritize skills, more than specific roles, in order to be more flexible. I would encourage people to develop critical skills that potentially open up multiple opportunities for their career development, rather than preparing for a specific next role. That may mean that English majors develop some skills that are technical, such as writing blogs or writing web content.
Adry S. Clark Ph.D.: The skills that stand out on resumes fall into two categories: 1) Skills required to do the job and 2) Skills almost all employers look for. The most important aspect of resumes is to make sure it reflects exactly what the employer needs. Study the job description, identify key skills, and have them reflected on your resume. Think about transferrable skills, not the specific roles you've had.
Most employers look for skills such as communication (written/oral), flexibility, proactivity, problem-solving, project management, and technical. Make sure to cultivate those skills in whatever role you have, and have examples that demonstrate those skills.
Adry S. Clark Ph.D.: It all depends on what you want to do. An English major helps you develop some very broad skill sets - keep in mind most employers value good writing skills. Some work opportunities are highly localized. If your goals include working in the publishing industry, for instance, you might be better off being in New York, where most big book publishers are located. You might also find some smaller publishers all over the country. If technical writing is more to your liking, perhaps the Bay Area might offer more opportunities.

National Retail Federation
Bill Thorne: Retail is the largest private-sector employer in the country, directly employing 32 million people and supporting 52 million jobs overall - roughly one-quarter of the U.S. workforce. While COVID-19 has presented new and unexpected challenges, retailers have continued to showcase the industry's resilience and adaptability time and again. The safety and security of customers and employees remains our greatest priority. It is no doubt that the professional environment has changed this year, but retail continues to offer a plethora of career opportunities for graduates and seasoned veterans alike.
Bill Thorne: In a year that has been full of uncertainty, customers and employees want to feel safe shopping at stores. Since the onset of the pandemic, retailers have served as our country's economic first responders and have put in place operations and procedures to maintain a safe work environment for their colleagues and customers. Retail businesses continue to evaluate and train employees on how to safely operate and minimize risk during the pandemic. To meet these new demands, retail employees require new skills and training to further build customer confidence and ensure employee and customer safety. In response, the NRF Foundation launched two new credentials in its RISE Up educational program. The new credentials focus on Retail Operations and Customer Conflict Prevention to further ensure retail workers - and the millions of customers they serve - can work and shop safely and keep the economy open.
Bill Thorne: COVID-19 has accelerated the trends we've seen over the past few years as retailers reimagine the customer experience, blending online and offline channels. Mobile apps provide in-store wayfinding and augmented reality to allow customers to quickly search products and identify their exact locations in the store. Additionally, many retailers offer Buy Online, Pick-up In-Store (BOPIS), or curbside pickup options so that customers can pay and checkout with minimal or no contact. We expect retailers will continue to use a variety of tools to help shoppers find the items they need and want.
MHI – Material Handling Industry
Knowledge Center and Warehousing Education and Research Council (WERC)
Michael Mikitka: Courses and internships are essential. While the required depth of knowledge may vary from one position to another, employers are generally looking for candidates with strong "people-related" skills, those who are willing to continue to learn, and those with the ability to be flexible and adapt.
By "people-related" skills, I mean the abilities associated with effective communication (listen and express ideas and direction) and the skills related to working independently and a team.
As for the interest to continually learn... from a technology, data, and equipment perspective, today's supply chain looks very different than it did 10-years ago. The willingness and ability to continually learn are essential for anyone in a leadership role.
As for flexibility and adapting...supply chain/logistics is as much about responding to disruption and demand as it is planning for it. There is a predictable demand (i.e., seasonal...everyone knows when back-to-school shopping begins). Then there is the unpredictable demand (i.e., power-outages, wildfires, pandemic) that impact market and the ability to operate. Candidates that express flexibility and problem-solving skills will be much sought-after.
Michael Mikitka: I hate to say it...but it depends. If someone is drawn to supply chain and logistics...it is everywhere. Any organization that produces anything is a potential employer, as are the companies that provide products and services that support those organizations. You do not usually have to look very far to find potential employers.
Michael Mikitka: Many retailers have experienced increased demand in their online sales, and the healthcare and consumer product right sector is experiencing increased demand from those they serve. For these sectors and others, this is placing an increased order on their distribution operations. Those entering the field can expect to "hit the ground running." They must be focused on learning the equipment they will operate and wish to show they are proficient in using it.
Morningside College
School of Visual and Performing Arts
Heath Weber: Morningside grads in MUED have been consistently placed in school districts all over the state. We have recent grads in High School, Middle School, and Elementary music positions in the Sioux City Community Schools, Bishop Heelan Catholic Schools, Ankeny Schools, and many many other school districts across the state and region. Students also are well prepared for graduate study, with many of our recent grads attending graduate study in voice performance, Music Education, and choral or instrumental conducting.
Heath Weber: The Bureau of Labor and Statistics indicates a 4% increase, over the next five years, for teaching careers.
Heath Weber: Music teachers are in demand in every state. All of the grads in the past two years have found employment in the country, but that is not to say that we don't have students who leave Iowa to pursue teaching in another state. One of our recent grads just took a position at Mitchell HS in Mitchell, SD, directing one of the country's best show choir programs. A 2020 grad is teaching vocal music at Sioux City East and one of the most consistently successful programs in the state of Iowa. Morningside grads are highly sought after in the field of education and Music Education.