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| Year | # of jobs | % of population |
|---|---|---|
| 2021 | 935 | 0.00% |
| 2020 | 851 | 0.00% |
| 2019 | 1,207 | 0.00% |
| 2018 | 1,080 | 0.00% |
| 2017 | 1,057 | 0.00% |
| Year | Avg. salary | Hourly rate | % Change |
|---|---|---|---|
| 2025 | $47,594 | $22.88 | +2.8% |
| 2024 | $46,301 | $22.26 | --0.7% |
| 2023 | $46,635 | $22.42 | +3.0% |
| 2022 | $45,282 | $21.77 | +3.0% |
| 2021 | $43,965 | $21.14 | +2.5% |
| Rank | State | Population | # of jobs | Employment/ 1000ppl |
|---|---|---|---|---|
| 1 | District of Columbia | 693,972 | 343 | 49% |
| 2 | Delaware | 961,939 | 196 | 20% |
| 3 | North Dakota | 755,393 | 141 | 19% |
| 4 | Massachusetts | 6,859,819 | 1,173 | 17% |
| 5 | Alaska | 739,795 | 117 | 16% |
| 6 | Oregon | 4,142,776 | 617 | 15% |
| 7 | Maryland | 6,052,177 | 853 | 14% |
| 8 | Illinois | 12,802,023 | 1,644 | 13% |
| 9 | Colorado | 5,607,154 | 752 | 13% |
| 10 | Nebraska | 1,920,076 | 243 | 13% |
| 11 | South Dakota | 869,666 | 113 | 13% |
| 12 | New Jersey | 9,005,644 | 1,111 | 12% |
| 13 | Washington | 7,405,743 | 925 | 12% |
| 14 | Arizona | 7,016,270 | 818 | 12% |
| 15 | Minnesota | 5,576,606 | 696 | 12% |
| 16 | Connecticut | 3,588,184 | 417 | 12% |
| 17 | New Hampshire | 1,342,795 | 155 | 12% |
| 18 | New York | 19,849,399 | 2,211 | 11% |
| 19 | Indiana | 6,666,818 | 729 | 11% |
| 20 | Kansas | 2,913,123 | 326 | 11% |
| Rank | City | # of jobs | Employment/ 1000ppl | Avg. salary |
|---|---|---|---|---|
| 1 | Jonesboro | 1 | 1% | $38,100 |
| 2 | Little Rock | 1 | 1% | $37,804 |
| 3 | Washington | 3 | 0% | $63,518 |
| 4 | Tampa | 1 | 0% | $46,332 |

Bradley University
University of Oregon

University of South Carolina
Arizona State University

University of Dubuque

Bradley University
Foster College of Business
Candace Esken Ph.D.: Excellent communication skills are absolutely essential for management analysts. Usually, these skills are best demonstrated during the interview process with little room for error. In addition, applicants should have strong interpersonal skills because much of their job requires them to work with managers and employees of various organizations. Furthermore, soft skills such as leadership, confidence, and time management are highly valued.
Candace Esken Ph.D.: The most important hard skills for management analysts are problem-solving, data analysis, and presentation skills. The central focus of their work revolves around solving problems for clients by analyzing large chunks of data and drawing meaningful conclusions. Analysts also spend a great deal of time creating sophisticated presentations to enhance communication with clients. Management Analysts should be especially skilled with excel and PowerPoint.
Candace Esken Ph.D.: Analysts who have both sets of critical hard and soft skills, a tough combination to deliver, will have the most earning potential. Typically, once an analyst has proven themselves on several projects and built a credible reputation, they will have opportunities for increased earnings. Furthermore, analysts with an MBA degree typically earn a higher salary and receive larger signing bonuses.
Benjamin Clark Ph.D.: At some point, the Baby Boomers will retire. We've been talking about that for twenty years now, and many of them have hung onto their careers longer than prior generations, due to recessions and just living longer, healthier lives. However, highly skilled workers will be needed to replace these folks moving forward. The changes in technology may replace some jobs. Again, the management of that tech and the data they produce are vital areas younger generations can step in and immediately provide value.

Joel Stevenson: I would not enter the job market at this time. I would apply to the Masters of Human Resources Program at U of SC. If I could not get into the program, I would take an HR job and apply again to the Master's Program. Reason...with a Master's in HR, the starting salary is right at $85,000 per year. Cost and amount of time it takes to get your Master's, $25,000, and 15 months.
Arizona State University
Supply Chain Management Department
Hitendra Chaturvedi: Enduring? Not sure because we have short memories. Next 2-3 years? Absolutely! Students have to learn to show their best in interviews and meetings on the square box of a computer screen, and that is something they have not been taught to do. Moreover, I also believe that living at home where you are still a son/daughter has also made adult and grown-up type interactions less frequent. This has caused many students not to speak up, and I worry that it may show up in competitive interviews with potential employers. I do not think these graduating students will have any problem adjusting to working from home.

University of Dubuque
Department Head-Business & Accounting
Dr. Ricardo Cunningham: 75% of employers have employees who are working remotely during COVID-19, with employers such as Facebook and Twitter, among others, telling their employees they can work from home permanently. Advances in communication technologies (video conferencing, remote working software) combined with the increase in Internet access and bandwidth have allowed companies to stay productive while employees stay safe working from home. As employers and employees become comfortable with remote work, the stigma of the work from home employee will diminish.
Technology will likely be leveraged as a cost-saving measure for organizations. Positions that once required significant travel may opt for remote connections where possible. Professional development opportunities may shift remotely as well, eliminating the need for conference registration and travel cost, which are often high budget lines in many organizations. I predict that the Distributive workforce, in which there is no dedicated office space, and everyone works from their own space, will become an emerging trend over the next five years.
Dr. Ricardo Cunningham: According to a July COVID-19 research survey from the Society of Human Resource Management (SHRM), 83% of employees have made business practice adjustments as a result of COVID-19, and of the businesses who have made adjustments, 50% are no longer hiring or delaying new hire start dates. The survey numbers indicate an anticipated decline in hiring for most sectors, and business majors coming out of college this year will face a more challenging job market.
In addition to the impact on the employment market, I suspect that the way jobs will look, feel, and operate going forward will be somewhat different as well. With employers now recognizing that their work can be accomplished remotely, many are opting out of expensive leases in favor of work from home arrangements to reduce overhead. Many of the jobs that were once location-bound may no longer be or will be altered to a hybrid format, which can, in exchange, offer the flexibility to a millennial and generation Z workforce that largely rejects the rigidity of the traditional office environment.