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Job outlook for employee development managers in the United States
Are employee development manager jobs in demand?
Employee development manager job and salary trends over time
Employee development manager jobs over time
Employee development manager job growth rate over time
| Year | # of jobs | % of population |
|---|---|---|
| 2021 | 1,696 | 0.00% |
| 2020 | 1,833 | 0.00% |
| 2019 | 1,823 | 0.00% |
| 2018 | 1,690 | 0.00% |
| 2017 | 1,633 | 0.00% |
Average employee development manager salary over time
Employee development manager salary by year
| Year | Avg. salary | Hourly rate | % Change |
|---|---|---|---|
| 2025 | $73,031 | $35.11 | +2.0% |
| 2024 | $71,585 | $34.42 | +1.8% |
| 2023 | $70,316 | $33.81 | +2.9% |
| 2022 | $68,364 | $32.87 | +2.3% |
| 2021 | $66,836 | $32.13 | +3.1% |
Employee development manager jobs by state
Most common states for employee development managers
| Rank | State | Population | # of jobs | Employment/ 1000ppl |
|---|---|---|---|---|
| 1 | District of Columbia | 693,972 | 274 | 39% |
| 2 | Alaska | 739,795 | 168 | 23% |
| 3 | New Hampshire | 1,342,795 | 298 | 22% |
| 4 | North Dakota | 755,393 | 146 | 19% |
| 5 | Minnesota | 5,576,606 | 1,017 | 18% |
| 6 | South Dakota | 869,666 | 145 | 17% |
| 7 | Georgia | 10,429,379 | 1,641 | 16% |
| 8 | Arkansas | 3,004,279 | 494 | 16% |
| 9 | Nebraska | 1,920,076 | 298 | 16% |
| 10 | North Carolina | 10,273,419 | 1,540 | 15% |
| 11 | New Mexico | 2,088,070 | 316 | 15% |
| 12 | Washington | 7,405,743 | 1,057 | 14% |
| 13 | Wisconsin | 5,795,483 | 783 | 14% |
| 14 | Kansas | 2,913,123 | 395 | 14% |
| 15 | Pennsylvania | 12,805,537 | 1,697 | 13% |
| 16 | Indiana | 6,666,818 | 872 | 13% |
| 17 | Missouri | 6,113,532 | 779 | 13% |
| 18 | Iowa | 3,145,711 | 408 | 13% |
| 19 | Massachusetts | 6,859,819 | 831 | 12% |
| 20 | Tennessee | 6,715,984 | 797 | 12% |
Most common cities for employee development managers
| Rank | City | # of jobs | Employment/ 1000ppl | Avg. salary |
|---|---|---|---|---|
| 1 | Pleasanton | 1 | 1% | $101,347 |
| 2 | Baltimore | 1 | 0% | $71,398 |
| 3 | Detroit | 1 | 0% | $70,373 |
Employee Development Manager job outlook: Expert opinions
Our panel of employee development manager experts
Holy Family University
Metropolitan State University
Ohio University
Valdosta State University
Western Oregon University
Tarleton State University
m3 Development
Dr. Geraldine Fitzpatrick-Doria
Assistant ProfessorHoly Family University
School of Education
What Employee Development Manager skills would you recommend for someone trying to advance their career?
Dr. Geraldine Fitzpatrick-Doria: If a graduate needs to take a gap year, I would recommend that they spend this time learning about themselves and learning about what is going on out in the field. As I coach aspiring educators I share with them that the teacher and the organization must be a match. It's almost like a marriage with intentional alignment of core values, principles, vision, educational philosophy and community. During a gap year I would encourage aspiring educators to spend some time focusing on themselves and thinking about where they would like to work and what they would like to do within an organization. Are they interested in public, private or charter school structures? Are they interested in urban or suburban? Are they interested in virtual or brick and mortar? Are they interested in progressive or traditional? During this time the pre-service educators can think about what would work best for them and begin to explore schools, districts, and organizations to see which one would match who they are as a personal and a professional educator.
I would encourage them to network and talk to as many educators and leaders as possible. Golden nuggets of wisdom can be found in every interaction and every conversation. Volunteering is also an excellent strategy. They can immerse themselves directly into schools and feel and breath the climate and culture. They can also review curriculum and teaching and engagement strategies. There's nothing better than being in the thick of it and observing everything. Through these experiences they can see what resonates with them and what they want to ensure they do not choose.
Finally as an advocate for self-care, I am passionate about sharing self-care strategies and plans with all pre-service educators that I meet and teach. Let's prepare our future educators so that they don't leave within the first five years of their teaching career.
What general advice would you give to an Employee Development Manager?
Dr. Geraldine Fitzpatrick-Doria: Having been a teacher for 19 years and an administrator for 15 years prior to entering into higher education I have pages of advice LOL! I would share everything I discussed in question #2. I would also encourage them to never stop learning. Being a life-long learner is absolutely essential for continued success. I would strongly recommend diving deeply into cultural competency and to learn as much as they can both about themselves and the communities they hope to serve. Learning about our bias and our points of viewing the world and learning as much as we can about others creates the conditions to build amazing classroom experiences for our students.
What experience really stands out on Employee Development Manager resumes?
Dr. Crystal Fashant: Direct, concrete experience is always best. The good news is that your experiences can be shaped in more ways than just paid work experience. If you participated in an internship or completed a community-based project as part of your degree program, be sure to make it a prominent line item on your resume. The beauty of public administration is that our experiences can be enhanced quite easily via our civic engagement in our local community, so be sure to seek out and take advantage of these opportunities whenever possible. Make time for volunteerism, both in local nonprofit organizations and via local government community events. Join a nonprofit board or a city commission. Don't be shy to highlight awards, honors, or involvement in collegiate clubs or organizations on your resume. Remember to use action-based key words that are picked up by resume bots.
In the last couple of years, I've also had requests by soon-to-be graduates to write general recommendation letters on their behalf. As I understand it, these students are submitting my recommendation letter with their resumes and cover letters. This is not something I had ever thought to do as a young job applicant, but it is a trend I am seeing from my own students and might be something to consider. Of course, that means you must take the time to get to know your professors so that they can speak to your skills - for example, effective communication skills, good time management, attention to detail, a specialized topic or piece of research you'd written about (or for) the public sector.
Finally, be okay with starting in an entry-level position, and when you do get your foot in the door, be sure to take on extra projects, get involved in the civic "life" of your agency, and demonstrate your worth in actions that will be noticed by others. When the promotion opportunity arises, you'll be ready for it!
Will there be an enduring impact of the coronavirus pandemic on Employee Development Managers?
Marcquis Parham: Absolutely, this generation of graduates has experienced an event that has no comparison to one from the past. Generation Z was inclined to use technology for communication, but never has the world articulated that as mandatory until recent times. Changing industry trends as well as the impact on socialization of the workplace will allow this new generation to have a new perspective on work, leisure, and life in general.
What type of skills will young Employee Development Managers need?
Marcquis Parham: Resiliency, Adaptability, and Innovation are key in today's workforce. Past generations have shown that the average graduate needs to be ready to change careers on average 3-5 times prior to retirement, and current trends can only continue to expand this phenomenon. The current workforce are inclined to the upcoming generations for ideas and solutions. Creativity and innovation are coveted in today's workplace.
What technology do you think will become more important and prevalent for Employee Development Managers in the next 3-5 years?
Dr. Denise Laverne Hill: The technology, I think, will become more important and prevalent in our field in the future will be the continued and improved use of innovative resources such as devices with video conferencing and interactivity capabilities, along with programs designed to integrate artificial intelligence for gathering information between individuals locally and globally. In the field of education, we are no longer limited to what we can do within the four walls of our classroom. We can now explore beyond the classroom, beyond our cities and states, and beyond our own country to collaborate with others on matters that will enhance our profession and provide experiences to our students they would not have otherwise. These are exciting times! Technology will continue to make innovative advancements that will help educators integrate even more creativity, critical thinking, communication, and collaboration into our curriculum that will help us produce dynamic, enthusiastic, productive, and knowledgeable learners of the 21st century.
How would you rate the starting salaries for Employee Development Managers, as well as the prospects for salary advancement?
Gregory Zobel Ph.D.: Whether graduates start in higher education or industry usually ranges from $50,000 to $80,000. If students augment EdTech and Instructional Design training with User Experience, Interaction Design, Technical Communication, or Project Management, they could quickly jump up another ten to twenty thousand dollars. All that said, it depends on where people find personal fulfillment--education or industry. Ideally, graduates will make the most of their degrees and pivot between the two. That way, they can develop themselves and their skills most robustly while bringing the best of both worlds together in a smooth synthesis.
Dr. Sharon Ross
Assistant Professor, Coordinator, MEd, Superintendent ProgramTarleton State University
Department of Educational Leadership & Technology
What type of skills will young Employee Development Managers need?
Dr. Sharon Ross: Future leaders in educational organizations will need to understand the meaning of coaching educators to "get better faster" as prescribed by Paul Bambrick-Santoyo (2016), execute the principles of coaching teachers, and pursue perfection as a means of intentional classroom improvement. These young graduates must enter the workforce with a working understanding of how to lead the charge of diving and digging deep into school and student data reading, analyzing, and searching for problems of practice, and then implementing high-impact instructional strategies to achieve the goals set forth.
Their skillset has to include the abilities to reason, solve problems, think at a higher level, collaborate and build teams as well as relationships, persuade, communicate effectively with a diverse group of internal and external stakeholders, motivate all stakeholders and encourage/promote parental and community involvement, hire the best and be a tech-savvy, data-driven leader, promoting success for all students, listen to others, follow the directions of a direct supervisor, and understand the policies and procedures of day-to-day operations.
How do you envision technology impacting Employee Development Managers in the next 5 years?
Dr. Sharon Ross: Technology will always impact the field of education, as we have seen during the surge of COVID19. For this reason, over the next five years, educational leaders will need to be able to use technology to increase the equity among students, educators, and families being served; promote and provide necessary tools and resources for full digital citizenship; engage educators in building systemic plans and improving the daily use of technology in evaluation processes of such programs; increase knowledge and skills regarding the overall culture and growth mindset of utilizing technology to support its innovative use which grows and improves academic achievement as well as the educators personal and professional growth. More districts will create learning centers designed to teach technology, engineering, and computer science skills. Virtual student learning will increase and be made possible, no matter where they reside, and educational leaders and administrators will be efficient system designers as well as continuing their duty in operating as effective instructional leaders of learning.
What experience really stands out on Employee Development Manager resumes?
Michael Baker: For graduates entering the job market, we look at any prior employment (part-time or full-time); what internships they have had, both paid and unpaid; their volunteer activities; accomplishments (i.e., GPA, Cum Laude, Gold Award, Eagle Scout, ROTC, leadership roles, etc.); and extracurricular activities candidates have had (clubs, intramural sports, NCAA student-athletes, study abroad experiences, sororities and fraternities, etc.). It is a better gauge for interest in working in the non-profit sector when candidates have had an internship with a non-profit organization and an internship outside the non-profit sector. Having experience as an intern at both a for-profit business and non-profit business (yes, non-profits are a business) is a great indicator that the candidate has had different experiences in both sectors helping to shape interests, views, ideas, skills, and the impact they want to make on the world.
I cannot highlight enough that ethics is the number one quality candidates must have; resumes should be clear, briefly descriptive, and accurate.
What Employee Development Manager skills would you recommend for someone trying to advance their career?
Michael Baker: I am a big fan of graduate's taking a gap year to help get themselves set-up for success in their career. I recommend finding what you're passionate about that is employable. For example, if you want to work in the non-profit sector and have a specific area that has impacted you in your life, find an organization you can volunteer with that aligns with your specific area of interest. Some organizations will offer internships to recent graduates; if you have an interest in the cause, go for it. Those internships will help you determine if this is the direction you want to go, or not, for your career. Also, take advantage of career counseling services offered by the institution you just graduated from. They can help you by providing guidance and assessment tools to help you identify your skills, interests, and areas you need to develop. Good assessment tests are the Myers-Briggs Type Indicator, DISC Assessment, and others.
I also think those taking a gap year use the time wisely to develop relationships with fellow graduates, alumni, potential employers, friends, and family. Have an introductory networking conversation with someone in an interesting field you might want to work in. Taking the initiative shows you are resourceful and seeking others' advice. All should be on LinkedIn and take advantage of networking. Look for, and join, professional association young professional groups in your area of interest. When able to participate in webinars, Zooms, online conferences, professional development seminars, graduate test preparation courses, training, networking events, and other opportunities to learn and build your network. Gap year graduates should be focused on acquiring the skills you need for your next step, whether it is going to work or graduate school. For everyone, the skills needed are different. I always recommend graduates enhance their interpersonal communication abilities, learn to listen to others, develop writing skills, focus on developing task-oriented habits to actually get things done (For example: Making a to-do list for every day and sticking to it; repetition will build this habit and needed skill set), take the time to learn what the dress-code looks like in the professional environment you want to be in, be aware and knowledgeable of the latest in technology, and continue to ask questions. This is a great time in your life; take advantage of it.
What technology do you think will become more important and prevalent for Employee Development Managers in the next 3-5 years?
Michael Baker: The non-profit sector, like every sector, has been impacted greatly by technology. I believe innovation and disruption from technology is a key tool for making non-profits more efficient and effective. AI is already being used by the big non-profits and will become more common throughout our sector in mid-sized and small non-profit organizations when it is more cost-effective. The current, future and recent graduates are mostly Generation Z. This is the generation that was born into and has grown up with the internet and technology. The most important technology is and will continue to be online and mobile. Non-profits need to continue developing and investing in technology, tools, and support systems to meet the needs of their mission. Technology has brought us the internet, social media, the cloud, cashless forms of payments, automating work, evaluation tools creating dashboards that automatically monitor performance, electronic health records, and will continue to evolve. I believe machine-based learning and artificial intelligence are technology now and for the future. Technology that supports transparency, engagement, impact, and data analytics will be what is important in the next 3 to 5 years for non-profit organizations.