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Job outlook for employee's representatives in the United States
Are employee's representative jobs in demand?
Employee's representative job and salary trends over time
Employee's representative jobs over time
Employee's representative job growth rate over time
| Year | # of jobs | % of population |
|---|---|---|
| 2021 | 200 | 0.00% |
| 2020 | 212 | 0.00% |
| 2019 | 229 | 0.00% |
| 2018 | 243 | 0.00% |
| 2017 | 263 | 0.00% |
Average employee's representative salary over time
Employee's representative salary by year
| Year | Avg. salary | Hourly rate | % Change |
|---|---|---|---|
| 2026 | $54,860 | $26.38 | +4.4% |
| 2025 | $52,552 | $25.27 | +2.6% |
| 2024 | $51,232 | $24.63 | +2.3% |
| 2023 | $50,078 | $24.08 | +1.2% |
| 2022 | $49,495 | $23.80 | +2.4% |
Employee's representative jobs by state
Most common states for employee's representatives
| Rank | State | Population | # of jobs | Employment/ 1000ppl |
|---|---|---|---|---|
| 1 | District of Columbia | 693,972 | 74 | 11% |
| 2 | Delaware | 961,939 | 26 | 3% |
| 3 | Vermont | 623,657 | 18 | 3% |
| 4 | North Carolina | 10,273,419 | 157 | 2% |
| 5 | Virginia | 8,470,020 | 143 | 2% |
| 6 | Arizona | 7,016,270 | 141 | 2% |
| 7 | Massachusetts | 6,859,819 | 124 | 2% |
| 8 | Minnesota | 5,576,606 | 112 | 2% |
| 9 | Tennessee | 6,715,984 | 105 | 2% |
| 10 | Colorado | 5,607,154 | 94 | 2% |
| 11 | South Carolina | 5,024,369 | 87 | 2% |
| 12 | Oregon | 4,142,776 | 63 | 2% |
| 13 | Mississippi | 2,984,100 | 58 | 2% |
| 14 | Utah | 3,101,833 | 55 | 2% |
| 15 | Nevada | 2,998,039 | 46 | 2% |
| 16 | Maine | 1,335,907 | 32 | 2% |
| 17 | Montana | 1,050,493 | 20 | 2% |
| 18 | Rhode Island | 1,059,639 | 19 | 2% |
| 19 | South Dakota | 869,666 | 16 | 2% |
| 20 | Alaska | 739,795 | 15 | 2% |
Most common cities for employee's representatives
| Rank | City | # of jobs | Employment/ 1000ppl | Avg. salary |
|---|---|---|---|---|
| 1 | Northbrook | 1 | 3% | $56,446 |
| 2 | Palmdale | 1 | 1% | $59,415 |
| 3 | Indianapolis | 2 | 0% | $47,593 |
Employee's Representative job outlook: Expert opinions
Our panel of employee's representative experts
Neumann University
Land O Lakes
Grand Valley State University
Saint Leo University
University of Idaho
Zones, LLC
Indiana University - Purdue University Indianapolis
Drexel University
DePaul University
Macalester College
University at Albany, SUNY
HRCI
Cornerstone University
University of Wisconsin - Oshkosh
Bowling Green State University
Robert Till Ph.D.
Professor EmeritusNeumann University
Management Department
What soft skills should all Employee's Representatives possess?
Robert Till Ph.D.: When considering key soft skills for an entry-level HR position, good communications skills are of paramount importance. All of our graduates who were contacted highlighted this factor. Another important characteristic mentioned by most graduates is integrity. When working in HR, you are privy to sensitive information, including compensation, evaluations, background information, etc. As such, being trustworthy is critical. Other soft skills highlighted are time management, organization, problem-solving, and attention to detail.
What hard/technical skills are most important for Employee's Representatives?
Robert Till Ph.D.: Employers expect that you will be proficient in Microsoft office, plus exposure to other HR-related software is important. Another hard skill that is highlighted frequently is familiarity with the employment law: HR professionals must be aware of EEO laws, ERISA, FMLA, Fair pay, and healthcare regulations. Finally, a few graduates highlighted the importance of basic financial skills, such as budgeting, forecasting, and basic statistics.
Philomena Morrissey Satre
Director of Diversity Equity & Inclusion and External Strategic PartnershipsLand O Lakes
What skills stand out on Employee's Representative resumes?
Philomena Morrissey Satre: Soft skills: The ability to communicate effectively with multiple stakeholders from all levels of the organization, problem-solving skills to resolve employee relations issues. Being resourceful: the ability to have a broad perspective and understand functions of HR, strong administrative and project management skills, ability to build strong relationships, and understanding the business.
What soft skills should all Employee's Representatives possess?
Philomena Morrissey Satre: Inquisitive, ability to operate within ambiguity, strong customer service aptitude, strong cultural competency skills, agility, and adaptability to change.
What hard/technical skills are most important for Employee's Representatives?
Philomena Morrissey Satre: Ability to learn and work with HR Systems like payrolls systems: HRIS and Learning and Development Platforms. Can work effectively with data, understanding and applying knowledge, juggling multiple priorities, and problem-solving.
What skills will help Employee's Representatives earn the most?
Philomena Morrissey Satre: Coachability: listen and receive feedback, communicate effectively, draw on Internship or prior job experience, show that you can manage multiple priorities, and willingness to learn and continue developing skills and manage multiple priorities. Additionally, care and compassion for all. Willingness to do what it takes to get the job done even when it may not be your favorite task or responsibility. Lastly, an innovative mindset!
Dan Wiljanen Ph.D.
Affiliate of Practice Professor, SHRM Student Chapter AdviserGrand Valley State University
Seidman College of Business
What hard/technical skills are most important for Employee's Representatives?
Dan Wiljanen Ph.D.: Knowledge of the HR Discipline
-Personnel and Human Resources - Knowledge of principles and procedures for personnel recruitment, selection, training, compensation and benefits, labor relations and negotiation, and personnel information systems.
-Administration and Management - Knowledge of business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people and resources.
-Law and Government - Knowledge of laws, government regulations, and executive orders.
-Education and Training - Knowledge of principles and methods for training design, implementation, and evaluation.
Technology Skills
-Enterprise resource planning ERP software
-Human resources software - Human Resource Information Systems (HRIS)
-Office suite software
-Project management software
-Web page creation and editing software
-Word processing software
J. Adam Shoemaker Ph.D.
Associate Professor of Management & Human ResourcesSaint Leo University
Management & Operations Department
What soft skills should all Employee's Representatives possess?
J. Adam Shoemaker Ph.D.: FYI, soft skills are a lot more difficult to train than hard skills. This is part of the reason that there is so much demand for soft skills - for the most part, they need to be innate to the candidate.
Here again, communication comes up - and here, it is important to recognize that communication is much more than just telling people. A good communicator is a great listener. He knows when to speak his mind and when to wait and see what happens. She knows how to collaborate effectively with people and how to take action when needed.
Daniel Eveleth Ph.D.
Professor of Management and Human ResourcesUniversity of Idaho
Department of Business
What skills stand out on Employee's Representative resumes?
Daniel Eveleth Ph.D.: Given this emphasis on the candidate, employee, and manager experiences, what skills are needed:
-Empathy skill - able to look at "our processes" through the eyes of the candidate, employee, manager. It is their journey, not our process.
-Relationship building - given the demand for talent, we often need to play the long game; rather than posting a job announcement and praying for applications to "process," we may need to develop connections with passive job seekers, for example, who may not be ready to apply; we need to think about how we reject candidates so that they pass on positive word of mouth to others and possibly reply/apply when a better fit appears. We may need to develop our relationships with hiring managers to help them make quicker hiring decisions, help them avoid biases when interviewing, learn more from them about their talent needs and preferences.
-Ability and willingness to search for talent. There are excellent job seekers who don't know your organization exists or that you have a culture, positions, etc., that would be a good fit. This is particularly critical for helping a company meet its DEI goals.
-Interpersonal communication skills:
-Job candidates prefer recruiters who are both warm/approachable and knowledgeable about the jobs and the company.
-Hiring managers and other business partners often have varying degrees of experience with recruiting, selection, onboarding, development practices and have unique needs and often unique personalities, work styles, etc. Communication with them is critical and sometimes includes having challenging conversations.
-Tools-oriented skills:
-Data analysis skills
-Journey/Experience mapping
-Data visualization (e.g., Tableau)
-Knowledge of applicant tracking systems
-Success using social media to engage followers (e.g., managed a fraternity's social media sites to engage alumni)
-Familiarity with managing conversations via remote technology.
-Interest in the company/industry.
What soft skills should all Employee's Representatives possess?
Adrianne Keeler: Soft skills that all graduates should possess and make sure they display during the interview process are public speaking/presentation skills (and specifically the ability to speak and present to various levels of audiences), persuasion/hunting/competitive mentality (especially when targeting working for sales organizations like Zones! We want to know that this soft skill set is natural for you!), coachability (graduates are going to have to learn and retain a lot of information, and are bound to need coaching- are they going to take it?), and lastly a flexible positive attitude. (These times demand flexibility in the workplace, things are pivoting all the time! And the ability to remain positive is key to success with both internal and external customers.)
What's a good job out of college for Employee's Representatives?
Mike Polites: In my opinion, "good" is a relative word. Before the pandemic I had a job speaking to 500 incoming freshmen and their parents twice a week during the summer as part of college orientation. To me, that's a good (great! fun!) job. Other people may think that is their worst nightmare gettting in front of that many people. A good job is one that brings someone joy, doing something they are developing a passion for (which can take time), one that pays a liveable wage, and one that is personally fulfilling. Obviously, this picture will look different for different students/graduates. When students ask me about this I alway remind them of two things: 1) internships and informational interviews are a great way to gain insight into jobs/careers that might be a good fit, 2) the likelyhood of staying not only at your first job after college but even staying with your first career, for the rest of your life, are highly unlikely. People change majors, jobs, and even entire careers/fields frequently. To that end, if you wind up "settling" for a job after college because you need to pay the rent, and after a year or two you realize it's not your thing, you can look for something that is a better fit. Just be mindful of job-hopping every couple years as that becomes a bit of a red flag to future employers. To quote the late Neil Peart, drummer and lyrisist for my favorite band Rush: "Change aren't permanant. But Change is."
Dr. Salvatore Falletta
Human Resource Development – Program DirectorDrexel University
Policy, Organization, and Leadership
What soft skills should all Employee's Representatives possess?
Dr. Salvatore Falletta: While technical skills are vitally important, organizations today expect new employees to posses a broader range of competencies including "soft skills" such as communication, ethics and integrity, being a team player, intercultural sensitivity (e.g., global awareness, diversity, equity, and inclusion), and creativity and innovation, among others.
What Employee's Representative skills would you recommend for someone trying to advance their career?
Dr. Martha Martinez- Firestone Ph.D.: I think a gap year is great to transform passions into expertise. Cultivate knowledge and networks in areas where you would eventually like to get a job. Research the industry that interests you, attend industry events, make zoom connections, and get the skills that people are talking about. If possible, volunteer in those industries to enhance your knowledge, contacts, and resume.
What general advice would you give to an Employee's Representative?
Dr. Martha Martinez- Firestone Ph.D.: You will hear lots of doomsday scenarios about how you will never recover and how your professional life is ruined. Take it as a challenge. While the effect of recessions is real, that only gives you an idea of the average experience. In all cohorts there are people who do better and people who do worst. Work to be part of the former. All crises bring opportunities; make sure to identify them and see if those jobs and industries are a possibility for you. And remember that life is more than your job.
Will there be an enduring impact of the coronavirus pandemic on Employee's Representatives?
Erik Larson: "Many of the experiences that students have during their latter years of college have looked different. Even though many of our students are still completing internships and research experiences that will serve them well as they enter the job market, the necessity of remote work means that it can be more difficult to develop close associations with supervisors and co-workers. The added demands and stresses on many workers, who are juggling family and work responsibilities simultaneously, means that the time for mentorship of interns or new employees has been compressed.
As a group, recent and near-term graduates who have not had the same opportunity to develop close relationships with mentors may not have the same access to informal networks and information about possible career pathways. "
What type of skills will young Employee's Representatives need?
Erik Larson: Simultaneously, far more students have experienced disruptions and loss when family members have become seriously ill--or even died--due to the coronavirus pandemic. In some instances, this experience has resulted in students taking on caregiving roles while also trying to complete their coursework. Unfortunately, that type of responsibility does not show up on a resume and, in fact, often appears more like a gap in a resume since the student might not have other relevant experiences.
Will there be an enduring impact of the coronavirus pandemic on Employee's Representatives?
Joanne Kaufman Ph.D.: The initial difficulties for graduates are finding a job, mainly related to their field and interests. The job search is likely to take longer with the pandemic, unless graduates seek employment in areas that are considered essential. Economists' prior research on new graduates after a recession shows that they may end up in lower-quality jobs initially and face lower income. Graduates can make up for some of these difficulties by switching jobs when the market improves, which aids them in enhancing their income. While it may take a while, up to 10 years, these graduates should be able to make up for the income losses and transition into higher-quality jobs. Thus, there is likely going to be an enduring impact for many graduates across a range of fields, but these graduates will succeed in the end. They have to take the long view, develop their skills in the workplace, seek additional training and education when it will aid them, and be on the lookout for better opportunities.
What type of skills will young Employee's Representatives need?
Dr. Amy Dufrane: Global economic recovery and volatility will set the standard for future hiring practices. Roles can range from gig economy positions, digital channels for customer delivery, as well as expanded healthcare and medical supply manufacturing opportunities. The skills graduates will need are Agility, Empathy, and Curiosity. These are the new "hard" skills of the future.
Are there any particularly good places in the United States for Employee's Representatives to find work opportunities?
Dr. Amy Dufrane: Attractive locations for graduates to work are larger cities with manufacturing and service-driven economies using shared resources and supply chains with technological and virtual service delivery. However, as more companies have relaxed their remote work policies, where someone lives is becoming less and less important. What is becoming more important to graduates are the certifications and learning experiences that will differentiate them from others seeking employment.
What Employee's Representative skills would you recommend for someone trying to advance their career?
Dr. Michael Pasquale Ph.D.: Graduates should continue to develop expertise and fluency in their language learning and development. They should focus on developing language fluency in the career areas they are pursuing. For example, they should read extensively and listen to podcasts in their target language to understand the field and how to use the language fluently and effectively in those contexts.
How would you rate the starting salaries for Employee's Representatives, as well as the prospects for salary advancement?
Sarah DeArmond Ph.D.: Before the pandemic, starting salary prospects were quite positive in human resource management. I expect to see salaries down a bit. Generally, companies have a slight edge now in salary negotiations, as there is more available talent than may have been the case before the pandemic. However, there have not been as significant of job losses in human resource management as has been the case in some other fields (e.g., hospitality management).
Paul Johnson Ph.D.
Associate ProfessorBowling Green State University
College of Education and Human Development
How do you envision technology impacting Employee's Representatives in the next 5 years?
Paul Johnson Ph.D.: I believe the COVID-19 pandemic will accelerate the use of "online learning" as valuable supplements to the traditional face-to-face classroom. The COVID-19 pandemic has resulted in teachers, students, and families being exposed to some of the advantages of technologies they have never used before.