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Job outlook for division managers in the United States
Division manager job growth summary. After extensive research, interviews, and analysis, Zippia's data science team found that:
The projected division manager job growth rate is 6% from 2018-2028.
About 189,200 new jobs for division managers are projected over the next decade.
Division manager salaries have increased 4% for division managers in the last 5 years.
There are over 20,292 division managers currently employed in the United States.
There are 349,279 active division manager job openings in the US.
The average division manager salary is $81,755.
Are division manager jobs in demand?
Division manager job and salary trends over time
Division manager jobs over time
Division manager job growth rate over time
| Year | # of jobs | % of population |
|---|---|---|
| 2021 | 20,292 | 0.01% |
| 2020 | 16,018 | 0.00% |
| 2019 | 16,386 | 0.00% |
| 2018 | 15,622 | 0.00% |
| 2017 | 15,102 | 0.00% |
Average division manager salary over time
Division manager salary by year
| Year | Avg. salary | Hourly rate | % Change |
|---|---|---|---|
| 2026 | $81,755 | $39.31 | +2.8% |
| 2025 | $79,491 | $38.22 | --0.1% |
| 2024 | $79,610 | $38.27 | +0.5% |
| 2023 | $79,199 | $38.08 | +1.1% |
| 2022 | $78,332 | $37.66 | +1.6% |
Division manager jobs by state
Most common states for division managers
| Rank | State | Population | # of jobs | Employment/ 1000ppl |
|---|---|---|---|---|
| 1 | District of Columbia | 693,972 | 465 | 67% |
| 2 | Massachusetts | 6,859,819 | 2,464 | 36% |
| 3 | Delaware | 961,939 | 321 | 33% |
| 4 | Minnesota | 5,576,606 | 1,755 | 31% |
| 5 | Virginia | 8,470,020 | 2,517 | 30% |
| 6 | Maryland | 6,052,177 | 1,840 | 30% |
| 7 | Indiana | 6,666,818 | 1,902 | 29% |
| 8 | Connecticut | 3,588,184 | 1,038 | 29% |
| 9 | Montana | 1,050,493 | 291 | 28% |
| 10 | Illinois | 12,802,023 | 3,469 | 27% |
| 11 | Washington | 7,405,743 | 2,017 | 27% |
| 12 | Colorado | 5,607,154 | 1,523 | 27% |
| 13 | Utah | 3,101,833 | 838 | 27% |
| 14 | New Hampshire | 1,342,795 | 357 | 27% |
| 15 | Georgia | 10,429,379 | 2,622 | 25% |
| 16 | North Carolina | 10,273,419 | 2,598 | 25% |
| 17 | North Dakota | 755,393 | 192 | 25% |
| 18 | Alaska | 739,795 | 183 | 25% |
| 19 | New Jersey | 9,005,644 | 2,123 | 24% |
| 20 | Arizona | 7,016,270 | 1,717 | 24% |
Most common cities for division managers
| Rank | City | # of jobs | Employment/ 1000ppl | Avg. salary |
|---|---|---|---|---|
| 1 | Annapolis | 1 | 3% | $75,596 |
| 2 | Everett | 1 | 2% | $87,173 |
| 3 | Haverhill | 1 | 2% | $86,562 |
| 4 | New Orleans | 2 | 1% | $78,156 |
| 5 | Scottsdale | 2 | 1% | $92,865 |
| 6 | Bloomington | 1 | 1% | $58,137 |
| 7 | Cambridge | 1 | 1% | $87,186 |
| 8 | Kalamazoo | 1 | 1% | $79,013 |
| 9 | Little Rock | 1 | 1% | $57,556 |
| 10 | Miami Beach | 1 | 1% | $68,137 |
| 11 | Los Angeles | 3 | 0% | $119,978 |
| 12 | San Francisco | 3 | 0% | $123,013 |
| 13 | Atlanta | 1 | 0% | $77,057 |
| 14 | Baltimore | 1 | 0% | $75,592 |
| 15 | Dallas | 1 | 0% | $84,291 |
| 16 | Indianapolis | 1 | 0% | $58,349 |
| 17 | Mesa | 1 | 0% | $92,353 |
Division Manager job outlook: Expert opinions
Our panel of division manager experts
Susquehanna University
Murray State University
Indiana University Kokomo
SUNY Plattsburgh
Catawba College
Texas Tech University
University of San Francisco
Pennsylvania State University - Greater Allegheny
Landmark College
Northwestern Michigan College
University of West Georgia
University of New Hampshire
Tiffin University
Cypress College, School of Culinary Arts & Hospitality Management
Brandeis University
Brandeis University
Montgomery College
Missouri State University
Florida State University
Lauren Smith
Lecturer of Management & MarketingSusquehanna University
Business Administration, Management And Operations
What general advice would you give to a Division Manager?
Lauren Smith: Lauren Smith advises graduates to actively engage in a dual pursuit of entrepreneurship and traditional corporate roles, emphasizing the importance of gaining diverse experiences.
What Division Manager skills would you recommend for someone trying to advance their career?
Lauren Smith: Lauren Smith suggests that maximizing salary potential at the start of a career can be achieved by acquiring experience in different facets of business, such as entrepreneurship, corporate roles, and operational management.
What will help Division Managers increase their earning potential?
Lauren Smith: Lauren Smith highlights the significance of skills in organizational management, operations, training development, and marketing, providing a well-rounded perspective on corporate dynamics.
Dr. Ben Littlepage
ProfessorMurray State University
Educational Administration And Supervision
What general advice would you give to a Division Manager?
Dr. Ben Littlepage: I believe skills associated with organizational systems (e.g. procedures, processes) and hybridized management are essential for the field. Organizations (e.g. schools, institutions) will continue to be lean for a variety of reasons. The ability to achieve results by refining systems and maximizing resources cannot be understated. Hybrid work schedules and communication are not leaving education. Leaders that embrace hybridized technologies for assessment, employee satisfaction and development, and content delivery will remain competitive in the face of a private market looking to capitalize on laggard leaders.
What Division Manager skills would you recommend for someone trying to advance their career?
Dr. Ben Littlepage: I recommend new graduates pursue opportunities that offer a tangible skill or experience. Be the 'yes' person in the office, even if there is not a monetary reward. You will eventually leverage those opportunities for a gain.
What will help Division Managers increase their earning potential?
Dr. Ben Littlepage: Salary is maximized when leaders are sought after. Leaders who pursue meaningful experiences and remain 'market ready' are viewed as an asset to any organization. Leaders must carefully consider where the field is moving and respond.
What Division Manager skills would you recommend for someone trying to advance their career?
Dr. Kim Roberts: Business professionals lead organizations by focused efforts that revolve around products/services, processes, and people. Business professionals work to ensure the firm's products and/or services meet customer expectations, with an eye toward an ever-changing market. They manage processes that produce or support the firm's products. This requires the ability to analyze data to make informed decisions, to drive continuous improvement, and to solve problems through critical thinking. Successful business professionals must also create climates that promote teamwork and foster collaboration.
What will help Division Managers increase their earning potential?
Dr. Kim Roberts: Now is a good time to enter business professions because of the projected growth of employment opportunities. According to the Bureau of Labor Statistics, "Overall employment in business and financial occupations is projected to grow faster than the average for all occupations from 2022 to 2032." Furthermore, the growth of online learning and online degrees means a full-time job and family commitments are not roadblocks to earning a business degree.
Mark Meng Ph.D.
Mark Z. Meng, Ph.D. Associate Professor of Hospitality and Tourism ManagementIndiana University Kokomo
Business/Commerce
What general advice would you give to a Division Manager?
Mark Meng Ph.D.: Analytical skill comes at the top. The hospitality world has becoming increasingly
dependent on data. Crisis and emergency management demonstrated their importance
in the past three years across all areas of the hospitality industry.
Dr. Laurent Josien
Associate Professor, Chair of the Marketing and Entrepreneurship DepartmentSUNY Plattsburgh
Marketing and Entrepreneurship Department
What soft skills should all Division Managers possess?
Dr. Laurent Josien: The ability to interact with people is the most important skill a manager needs to have.
Dr. Elizabeth Homan Ph.D.
Professors, Department ChairCatawba College
Theatre Arts
What soft skills should all Division Managers possess?
Dr. Elizabeth Homan Ph.D.: Networking, networking, networking. And being a nice, friendly, honest human being. Flexibility and a level head in the face of persistent change. Resilience and an ability to work with the conditions in which you find yourself. Working with what you have, not what you wish you had.
What hard/technical skills are most important for Division Managers?
Dr. Elizabeth Homan Ph.D.: Organization, written and oral communication, adeptness at social media. Ability to use and manipulate data.
What skills will help Division Managers earn the most?
Dr. Elizabeth Homan Ph.D.: Being someone others want to work with again and again. The industry is small, and your reputation will either sink you or get you lots of work.
Charlie Adams Ph.D.
Associate Professor, RHIM Undergraduate AdvisorTexas Tech University
Restaurant, Hotel, & Institutional Management Program
What skills stand out on Division Manager resumes?
Charlie Adams Ph.D.: Specific, measurable skills such as certification for specific activities like bartending or Serve Safe. Demonstrate capabilities through past work experience such as waiting tables, hosting, front desk, housekeeping, etc., that show effort and familiarity with the environment. Also, demonstration of marketing, sales, and/or finance are extremely beneficial. These assessable skills should be found on the resume called out in the job descriptions. Additionally, a person's work experience should reflect their career aspirations and goals. The best measure of future performance is past experience!
Thomas Maier Ph.D.
Associate Professor, Hospitality ManagementUniversity of San Francisco
School of Management
What hard/technical skills are most important for Division Managers?
Thomas Maier Ph.D.: Financial acumen, technology systems, and data analysis.
Bernie Cerasaro
Assistant Teaching ProfessorPennsylvania State University - Greater Allegheny
Business Department
What skills stand out on Division Manager resumes?
Bernie Cerasaro: Skills employers would be looking for would be functional skills and interpersonal skills. Functional skills should stand out on a resume and be aligned to the business job in question. For example, if focused on marketing positions, marketing skills such as data analytics, market research, consumer behavior, global marketing, and professional selling skills would be areas for which employers would be looking. If the job market is looking for someone in accounting, then functional skills that would stand out would be intermediate financial accounting skills and courses on taxation and auditing. For those seeking positions in project management or supply chain management, skills that would stand out would encompass subject matter such as project management, portfolio management, operations planning and control, purchasing and materials management, and knowledge of ERP type systems and other business processes.
Skill sets can be enhanced via various types of certification. For example, those interested in accounting might pursue a CPA (Certified Public Accountant) license, which requires 150 credits. As most universities require 120 credits for a bachelor's degree in business, a CPA would require just an additional 30 credits, which students can start accumulating while still at college. Project management certification is also an opportunity to enhance the aforementioned skills and would certainly stand out on an applicant's resume. The Project Management Institute (PMI) promotes PMP certification, which validates that you are highly skilled in soft skills to lead project teams and have the required technical aspects of managing projects. Some universities are working with the PMI to have PMI-approved courses. Approved courses are used toward the PMP training hours required to sit for the exam. For example, Penn State University has received approval for two such courses, Portfolio Management and Organizations and Project Planning and Resource Management.
Due to the high rate of interaction with the global marketplace and the complexity of international business, managers are looking more closely at applicants who have some familiarity with global markets and international culture, such as applicants who may have study abroad experience, traveled internationally, speak a foreign language or have lived or worked in another country.
What soft skills should all Division Managers possess?
Bernie Cerasaro: Soft skills or conceptual skills are critical in today's business world. Lack of such interpersonal skills is a major reason highly qualified professionals are not promoted (Lee, n.d.)
As a former recruiter for Xerox Corporation, I looked for problem-solving, decision-making, and time management skills. Problem-solving supports creativity allowing workers to evaluate and prioritize options to determine the best solution. Much time and money can be wasted in selecting the wrong option.
Proper decision-making allows companies to quickly react to internal problems, customer concerns, changing market trends, and the use of ever-advancing technology in the workplace. The increased use of empowerment in the workplace, which has been enhanced due to the pandemic, has allowed employees to make more decisions, which requires strong decision-making capability. In addition, the pandemic has caused many businesses to use alternate work structures such as working from home, leading to less direct supervision. Consequently, employers are looking for people who are self-motivated, self-directed, and who employ good time management skills.
Teamwork is one of the most commonly required skills in the work environment. The ability to work together is essential. Due to downsizing, there are fewer managers within companies. Since few individuals possess all the knowledge and skills needed, teamwork has become essential. Getting along and working together to achieve objectives and meet deliverables is critical to project completion. Managers are also looking to teams to provide a greater range of ideas and innovation. Teams can also motivate each other for the timely completion of tasks.
Conflict management enhances decision-making abilities and increases creativity which produces innovative solutions for ongoing problems. The ability to handle conflict productively helps solve problems resulting in demoralization, absenteeism, and turnover. Productive resolution of such problems leads to increased trust and increased employee involvement.
For those aspiring to management positions, leadership is key. Leaders need to promote the company's mission and vision among their subordinates. They need to influence employees to achieve goals by motivating them, resulting in a higher level of performance. This type of leadership is paramount in today's marketplace for company advancement, expansion, and survival.
Other important soft skills include verbal and written communication, persuasive skills, negotiation, and listening skills. Communication is vital to company performance. The ability of company personnel to communicate clearly, succinctly, and accurately will increase productivity. Good communication requires being observant of both verbal and nonverbal signals.
Persuasion and negotiation, two other soft skills, require good listening skills. In today's work environment, employees are no longer subject to a hierarchical structure, a structure of non-questioning of their manager's requests. This requires managers to be more persuasive. Negotiation is practiced by all of us on a day-to-day basis, and more so in business. Strong negotiation skills are essential internally (managers and employees) and externally (sales negotiations, contract negotiations, etc.).
We often forget the skill of listening, as most of us prefer to talk rather than listen. However, it is essential to understand what your company and customers want. This is not just "hearing" but actually practicing listening skills by asking questions, confirming content heard, and providing feedback. Listening requires effort; it requires concentration and attention to what is being said.
What hard/technical skills are most important for Division Managers?
Bernie Cerasaro: Most technical skills required in today's marketplace are associated with task requirements in specific functional areas. However, some skillsets can be considered general, such as using Word, Excel, or Zoom. Technical skills relevant to social media are also critical. The ability to construct a web page and post on social media platforms such as Facebook, Instagram, and Twitter is essential. For [CBC1] functional areas, examples of needed technical expertise would be Microsoft Project for project management and SAP for supply chain management.
What skills will help Division Managers earn the most?
Bernie Cerasaro: Some of the same skills as indicated above are important as the person works their way up the ranks and increases their salary. Prominent skills include strong leadership, superior performance, handling conflict, and creating a trusting and productive work environment.
The choice of a functional area can also impact one's earnings depending upon the market's needs. Areas such as corporate accounting and finance, project management, supply chain management, and entrepreneurship can command higher earnings due to a higher demand for such individuals in the marketplace. However, the higher salaries for some of these positions might require a master's degree.
As a concluding note, even though we are amid a pandemic, which has resulted in certain industries/companies being unable to find sufficient employees, this does not imply that this will be the situation for all industries or that the graduate can relax as to developing a strong skill-oriented resume. Graduates still need to focus on functional, technical, and soft skills in order to design impactful resumes that clearly indicate their strongest skills and experience.
What skills stand out on Division Manager resumes?
Dr. Jeanette Landin: Skills that stand out on contemporary business manager resumes are soft skills. Business managers indeed need insight and knowledge about the business and hard skills, including financial and other technical skills. What stands out on contemporary, successful business manager resumes are their soft skills. Interpersonal skills are atop the list because business is all about people working with other people to achieve a common goal: The business's mission. The people skills of communication, collaboration, and delegation are a vital part of the manager's ability to influence colleagues, delegate work, and achieve the company's mission.
What soft skills should all Division Managers possess?
Dr. Jeanette Landin: The most important soft skills have a common denominator: Communication. Communicating effectively across various media and with widely varying personalities is the key to being an effective business manager. Another critical soft skill is time and information management. The amount of information business managers process on an everyday basis has grown at an increasing rate during the last couple of decades. Business managers must manage multiple priorities, meetings, written and verbal communications, and social media efficiently. Therefore, handling multiple commitments and massive amounts of information is another essential soft skill.
What hard/technical skills are most important for Division Managers?
Dr. Jeanette Landin: The most important hard skill is using current technology and the aptitude to learn innovative technology. Old-world technologies such as office technology skills are an absolute minimum for business managers. A business manager must be willing to learn and adapt to emerging electronic communication media to reach organizational goals. Managers can learn other hard or technical skills as needed to accomplish the company's objectives if the manager possesses the aptitude and disposition to be effective.
What skills will help Division Managers earn the most?
Dr. Jeanette Landin: The skill that will help you earn the most is inspiring other people to increase company productivity and high employee morale. An engaged and productive employee is the most important product of an effective manager. Managers who possess the ability to inspire colleagues and drive company objectives are invaluable.
Kristy Berak McDonald
Experiential Learning Institute DirectorNorthwestern Michigan College
Business Academic Area Faculty
What skills stand out on Division Manager resumes?
Kristy Berak McDonald: I asked a local HR expert for this question- Jennifer Ewing. She told me, "Ability to lead and motivate, financial acumen and a strategic thinker."
I would add that experiential learning (internships, work/study, relevant class projects) any real-world application of business skills stands out!
What soft skills should all Division Managers possess?
Kristy Berak McDonald: This is what I teach, so I love this question. Soft skills are the hard skills to teach because they really should be taught from a young age, and many times the student has never heard of soft skills. I think all soft skills are the most important, but in terms of being a business student, Dependability, life-long learner, strong communicator, attention to detail, adaptability, and empathy are my top priority.
What hard/technical skills are most important for Division Managers?
Kristy Berak McDonald: All students should have strong computer skills, accounting basics, and marketing knowledge.
What skills will help Division Managers earn the most?
Kristy Berak McDonald: As the soft skills instructor, I believe you can teach skills, but you hire for effective human relations. Technical skills are not enough - interpersonal skills have to be strong. This means the student has been taught personal qualities like treating others with respect, making the right ethical decisions, emotional control, and the ability to work as a team. It also means that the student show thinking skills like creative problem solving, critical listening, and making effective decisions.
Thomas Gainey Ph.D.
Chair and ProfessorUniversity of West Georgia
Department of Management in the Richards College of Business
What skills stand out on Division Manager resumes?
Thomas Gainey Ph.D.: Given the recent pandemic, many employers are looking for employees who can easily adjust to changing conditions and adapt to working online if necessary. Thus, resumes that demonstrate a candidate is flexible, creative, and self-disciplined are going to be attractive. Additionally, the extent to which a candidate can show excellent time-management skills will likely create more opportunities in the job market.
What soft skills should all Division Managers possess?
Thomas Gainey Ph.D.: Soft skills are critical as many workers continue to work from home or at least work more of a hybrid schedule. The ability to work effectively with other individuals, sometimes from a distance, has never been more critical. Those individuals who exhibit excellent communication, teamwork, and interpersonal skills will likely be in high demand.
What hard/technical skills are most important for Division Managers?
Thomas Gainey Ph.D.: With the recent pandemic and the growing reliance on technology to perform many jobs, individuals have been forced to quickly develop or strengthen their technical skills. And these technical skills are in high demand by employers. Individuals with knowledge and experience with enterprise systems, Microsoft Office applications, and popular programming languages will have a significant advantage.
What skills will help Division Managers earn the most?
Thomas Gainey Ph.D.: With such a growing reliance on technology and data analytics, skills related to these areas will likely command higher salaries. Individuals with training in areas such as software engineering, digital marketing, web design, and quantitative analysis should find well-paid opportunities in the job market.
Daniel Innis Ph.D.
Professor of Marketing and Hospitality ManagementUniversity of New Hampshire
Peter T. Paul College of Business and Economics
What hard/technical skills are most important for Division Managers?
Daniel Innis Ph.D.: I think that an understanding of revenue management is key. I tell my students that in every transaction, every party should feel that they made a "profit." The business gets some money. The customer should get more value than the money that they gave up. If that is the case, then they come back. In addition, the ability to spot opportunities for additional revenue is key. We never charge for parking or internet at our properties as that annoys customers. We did, however, offer beer and wine room service (the front desk staff could handle that) at a great price, and we had a gift shop that was right next to the front desk, again staffed when necessary by the front desk. These two moves did not add expenses to our operation, but they did add revenue and profit. Spotting those easy opportunities to add value for guests is key, and it is great when it also adds to the bottom line.
Dr. Bonnie Tiell
Professor of Sport ManagementTiffin University
School of Business
What skills stand out on Division Manager resumes?
Dr. Bonnie Tiell: Experience and proven record of accomplishments, achievements, and added value to an organization (e.g., demonstration of increasing market shares, sales quotas, membership acquisition, etc.).
What soft skills should all Division Managers possess?
Dr. Bonnie Tiell: Interpersonal skills (communication), character development, effective decision making.
What hard/technical skills are most important for Division Managers?
Dr. Bonnie Tiell: Direct occupational knowledge: Negotiating and understanding contracts | agreements, staff management, informational technology, budget, and financial reporting.
Amanda Gargano
ProfessorCypress College, School of Culinary Arts & Hospitality Management
Hotel, Restaurant & Culinary Arts
What skills will help Division Managers earn the most?
Amanda Gargano: A combination of soft skills, interpersonal skills, and technical skills is ideal. Oftentimes, hiring managers in hospitality are very willing to onboard a new employee with strong, soft skills, knowing that the technical skills can be taught through on-the-job training and mentoring. Continuing education, participating in networking opportunities, and industry-focused workshops and conferences are all good ways to continue to learn and add to your resume.
Hagit Weihs Ph.D.
Associate Professor of Accounting in the Brandeis International Business School and the Undergraduate Advising Head to the Business ProgramBrandeis University
International Business School
What skills stand out on Division Manager resumes?
Hagit Weihs Ph.D.: Students who gained experience in summer or part-time internships doing business analysis, financial analysis, data analytics, and business development tend to stand out. Students who served as either teaching assistants or research assistants also have an advantage. In addition, working on a school team and field projects on real companies provides students with both experience and networking opportunities that the market values.
What soft skills should all Division Managers possess?
Hagit Weihs Ph.D.: Good communication skills are crucial: being able to listen, learn and apply, as well as communicate questions, concerns, and suggestions in an effective, direct, and timely manner. Time management skills are highly valued. They translate into an efficient and reliable employee. Team spirit is a big advantage: the ability to take the initiative to lead an effort and contribute while working well in a team. And, of course, the willingness to learn independently is always appreciated. Finally, showing critical thinking is important.
What hard/technical skills are most important for Division Managers?
Hagit Weihs Ph.D.: Employers appreciate accounting, finance, and marketing literacy. These include a deep understanding of the different business disciplines (good financial statement analysis skills, understanding how budgets are created and followed, understanding financial markets, marketing, etc.). Application of these skills using data analytics tools are very important - these include data manipulation and presentation for the purpose of decision making using various software tools.
What skills will help Division Managers earn the most?
Hagit Weihs Ph.D.: Students who specialize in a certain discipline will earn a higher initial salary. Examples are accounting or finance, marketing, real estate - having a deeper understanding of the discipline and internship and/or field project experience in that discipline. Networking, drive, and creativity, as well as the willingness to continue to learn and grow, will all continue to increase salary down the road.
Aldo Musacchio Ph.D.
Professor, Program Director of the MBABrandeis University
Brandeis International Business School
What soft skills should all Division Managers possess?
Aldo Musacchio Ph.D.: When we talk to employers, they usually tell you they want students who know how to listen and drive. They want someone who is going to be happy to be in the company, who is going to participate actively in meetings and teams, and who is going to be good at listening and the following guidance.
What hard/technical skills are most important for Division Managers?
Aldo Musacchio Ph.D.: Lately, employers appreciate software skills to manipulate data, like some knowledge of Python or R, and information visualization software like Tableau. Many companies have their databases in SQL format, and having the capacity to work with it is key. Interestingly, digital marketing and social media skills also get a lot of traction as many employers do not know how to keep and manage a presence in social media, especially in Instagram, and may not be as good as students using tools like Google Analytics.
What skills will help Division Managers earn the most?
Aldo Musacchio Ph.D.: More specialized knowledge in finance, accounting, and/or real estate with good programming skills will pay the most. The undergrads who get offers closer to $90-$100k spend a couple of years learning, say finance, and who had good internships in the topic. Real estate is also an impressive field at Brandeis. The salaries are good as long as our students have the training to do financial modeling, use Argos software, etc.
R. Scott Hengen
Technical Theatre Faculty/Production CoordinatorMontgomery College
Department of Performing Arts
What general advice would you give to a Division Manager?
R. Scott Hengen: Your studies and time in school are a good base and support for your production in the industry. As you begin, please consider that you will still be learning and, even though you have learned the essentials, you will be asked to apply your skills and experience in new ways and in a more competitive and practical atmosphere. Deadlines must be met, and the economy of time and effort will be crucial. Work hard, but try to keep a balance between time in the industry and your home life.
What technology do you think will become more important and prevalent for Division Managers in the next 3-5 years?
R. Scott Hengen: Our technology will be advancing into a more wireless and digital environment. Components and accessories will be smaller, lighter, less hard-wired, and more remotely accessed, portable, and digital.
Will there be an enduring impact of the coronavirus pandemic on Division Managers?
R. Scott Hengen: Yes. The virus has prompted the industry to look at the production process. How the process and performances can economize, and the performative aspects can be translated into a remotely viewed but still lively environment. While creative personnel may not meet in person, they could even collaborate, albeit remotely. While the production can always be artistic, the experience will be streamlined. This translates into an economization in staffing needs and production scale and an update to needs in technology and content.
Moreover, it has caused a reassessment of the performative aspects and the need to find ways for the communal experience to be still present while bridging the confining boundaries of a digital screen. When in-person performances reconvene and at some point, the introspection of this time will echo into a transformed aesthetic, both in production and performance. The theatre-going experience may not be as grand, but it may further reach a broader audience.
This discussion also coincides with a more paramount and possibly more compelling argument of whose voices we will hear as this analysis of performative aspects commences. We are experiencing a forceful re-evaluation of leadership and themes of stories untold and sounds unheard, of behavior unrecognized and impacts undervalued. The next few years will show that the theatre industry will be forever transformed as a representation of the underserved and unheard will gain prominence to the effect of empowering the disenfranchised. Over the next decade, we may find a predominance of the modern perspective or economized re-examination of classic tales in a contemporary light rather than the pure enjoyment of retold classics.
What technical skills for a Division Manager stand out to employers?
Dr. Liza Cobos: Employers are looking for transferable skills, skills like critical thinking and technical skills (i.e. excel) are in demand. Having the technical skills to analyze data and critical thinking skills to generate and provide solutions. The industry is always looking for ways to improve sales and pricing strategies to help the bottom line. Being able to demonstrate these skills will with career advancement.
Robert Brymer Ph.D.
Cecil B. Day Distinguished Professor EmeritusFlorida State University
Dedman College of Hospitality
What are the biggest trends we'll see in the Division Manager job market given the pandemic?
Robert Brymer Ph.D.: There are four job market trends I would recognize during this pandemic.
-Target hospitality establishments that are more successful during the pandemic. For example, beachside resorts; golf resorts; mountain resorts; campgrounds; natural parks; and other sites provide guests a 'getaway' to nature and away from the crowds, where they feel 'safer'.
-Seek out internships with market leaders, even if they are nonpaid. On-the-job face time will provide you an opportunity to 'prove yourself', reduce gap times in your resume, and increase your chances of employment when the job market does strengthen again. In short - build your network.
-Be creative in your search, and reach beyond traditional hospitality related boundaries. Hospitality skills are valuable in these sectors: healthcare providers and hospitals as they consider the 'Patient Experience'; highly rated continuous care retirement communities (CCRC's); upscale supermarket/grocery stores; banking/financial investments; real estate companies; and many other service industries.
-Be patient, persistent, and professional in finding a job. Jobs are more scarce, keep a positive attitude, and don't give up easily - but always be professional. In other words, if you don't hear back from someone after a few days, try again. Try at least three times to reach someone. Don't get angry, be polite but persistent, Reach-out to managers you have worked with before and ask for their help in making contacts. Leaders appreciate people who work hard to reach them, it demonstrates interest and tenacity. When you give up after one attempt to contact someone, oftentimes leaders view this as 'not that interested" as they want applicants who show a strong interest.