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| Year | # of jobs | % of population |
|---|---|---|
| 2021 | 1,117 | 0.00% |
| 2020 | 1,788 | 0.00% |
| 2019 | 5,539 | 0.00% |
| 2018 | 1,429 | 0.00% |
| 2017 | 1,321 | 0.00% |
| Year | Avg. salary | Hourly rate | % Change |
|---|---|---|---|
| 2025 | $83,819 | $40.30 | +3.6% |
| 2024 | $80,909 | $38.90 | --20.3% |
| 2023 | $101,474 | $48.79 | +1.7% |
| 2022 | $99,751 | $47.96 | +1.2% |
| 2021 | $98,555 | $47.38 | +1.0% |
| Rank | State | Population | # of jobs | Employment/ 1000ppl |
|---|---|---|---|---|
| 1 | District of Columbia | 693,972 | 165 | 24% |
| 2 | South Dakota | 869,666 | 201 | 23% |
| 3 | Alabama | 4,874,747 | 799 | 16% |
| 4 | Massachusetts | 6,859,819 | 971 | 14% |
| 5 | Oklahoma | 3,930,864 | 548 | 14% |
| 6 | Mississippi | 2,984,100 | 393 | 13% |
| 7 | New Hampshire | 1,342,795 | 180 | 13% |
| 8 | Delaware | 961,939 | 118 | 12% |
| 9 | Virginia | 8,470,020 | 860 | 10% |
| 10 | Minnesota | 5,576,606 | 495 | 9% |
| 11 | Georgia | 10,429,379 | 849 | 8% |
| 12 | New Jersey | 9,005,644 | 693 | 8% |
| 13 | Maryland | 6,052,177 | 493 | 8% |
| 14 | Connecticut | 3,588,184 | 272 | 8% |
| 15 | Utah | 3,101,833 | 263 | 8% |
| 16 | Rhode Island | 1,059,639 | 81 | 8% |
| 17 | Vermont | 623,657 | 53 | 8% |
| 18 | Pennsylvania | 12,805,537 | 930 | 7% |
| 19 | North Carolina | 10,273,419 | 765 | 7% |
| 20 | Oregon | 4,142,776 | 302 | 7% |
| Rank | City | # of jobs | Employment/ 1000ppl | Avg. salary |
|---|---|---|---|---|
| 1 | Annapolis | 2 | 5% | $83,008 |
| 2 | Brookfield | 2 | 5% | $75,732 |
| 3 | Little Rock | 5 | 3% | $73,580 |
| 4 | Springfield | 3 | 3% | $78,973 |
| 5 | Alpharetta | 2 | 3% | $75,004 |
| 6 | Baton Rouge | 4 | 2% | $72,627 |
| 7 | Glendale | 4 | 2% | $85,577 |
| 8 | Hartford | 3 | 2% | $92,872 |
| 9 | Naperville | 3 | 2% | $80,951 |
| 10 | Indianapolis | 6 | 1% | $77,580 |
| 11 | Washington | 6 | 1% | $91,866 |
| 12 | Boston | 5 | 1% | $82,020 |
| 13 | Atlanta | 3 | 1% | $74,809 |
| 14 | Sacramento | 3 | 1% | $97,194 |
| 15 | Chicago | 5 | 0% | $81,291 |
| 16 | Phoenix | 5 | 0% | $77,465 |
| 17 | Los Angeles | 3 | 0% | $85,475 |
| 18 | Baltimore | 2 | 0% | $83,035 |

Lorain County Community College
Commission on Accreditation of Healthcare Management Education

American Defence Group
Aquinas College
Susquehanna University

Lorain County Community College
Arts & Humanities Division
Tammy Bosley Ph.D.: I think that many employees will continue to work from home post-pandemic. During COVID-19, people worked effectively at home, and in many instances, were more productive than when they were physically at the office. Employers will likely consider if they should pay for office space when their employees can do their jobs at home. If the traditional office space does become obsolete, employees will have to reimagine their home offices to promote a professional environment for digital platforms. They'll also have to work harder at making connections with others. High tech requires high touch. In other words, when we rely on computer-mediated communication, we need to interact more to establish relationships. Improving and maintaining digital communication skills will be essential as employees navigate their post-pandemic careers.
Commission on Accreditation of Healthcare Management Education
Dr. Anthony Stanowski: Many projections show that the impact of COVID-19 will continue into 2022, even with a vaccine and therapeutics. The "new normal" will not return to 2019 but will incorporate technology and management methods developed to adjust to unforeseen challenges. The pandemic has made us all aware of the importance of healthcare delivery and the need to have dedicated people working to ensure our community's health. Healthcare executives will need to have critical competencies to succeed, including leadership, innovation, and a core understanding of healthcare delivery methods. Those entering the profession must rise to the challenge and accept that something will work, and others will not. They will need to be comfortable at a higher level of uncertainty than ever.

Randy Shearer: Business fundamentals; critical thinking skills; comfortable in the digital space; cost principles is a plus; general accounting.
Aquinas College
Sociology Department
Michael Lorr Ph.D.: Graduates in sociology and community leadership will need to be critical thinkers, meaning they need to see the world from multiple perspectives and not be blinded by their ideologies. They also will need to continue to have and learn to facilitate difficult conversations across social divisions, both in-person and online--as the pandemic is illustrating.
Michael Lorr Ph.D.: Graduates in sociology and community leaders interested in governmental and non-profit work will find many people retiring as the boomers start to exit the workforce--cities like Grand Rapids, MI will have many opportunities in both of these areas.
Susquehanna University
Department Accounting
Mike Ozlanski Ph.D.: Even before the pandemic, the accounting profession was adopting new and disruptive technologies that enabled accountants to increase both efficiency and effectiveness of their work. The abrupt shift to remote working environments accelerated the adoption of these technologies. If anything, it increased the rate of innovation in the profession.
Accounting graduates need to be prepared to enter the profession with the appropriate skills and embrace these technologies. Accounting education also needs to be ready to instill those skills in their students.