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| Year | # of jobs | % of population |
|---|---|---|
| 2021 | 375 | 0.00% |
| 2020 | 359 | 0.00% |
| 2019 | 347 | 0.00% |
| 2018 | 334 | 0.00% |
| 2017 | 322 | 0.00% |
| Year | Avg. salary | Hourly rate | % Change |
|---|---|---|---|
| 2025 | $72,630 | $34.92 | +2.8% |
| 2024 | $70,642 | $33.96 | +2.0% |
| 2023 | $69,275 | $33.31 | +1.4% |
| 2022 | $68,314 | $32.84 | +1.4% |
| 2021 | $67,386 | $32.40 | +0.0% |
| Rank | State | Population | # of jobs | Employment/ 1000ppl |
|---|---|---|---|---|
| 1 | District of Columbia | 693,972 | 524 | 76% |
| 2 | Virginia | 8,470,020 | 1,407 | 17% |
| 3 | Maryland | 6,052,177 | 757 | 13% |
| 4 | Delaware | 961,939 | 111 | 12% |
| 5 | Massachusetts | 6,859,819 | 680 | 10% |
| 6 | New York | 19,849,399 | 1,294 | 7% |
| 7 | Colorado | 5,607,154 | 418 | 7% |
| 8 | Oregon | 4,142,776 | 273 | 7% |
| 9 | Utah | 3,101,833 | 219 | 7% |
| 10 | Hawaii | 1,427,538 | 98 | 7% |
| 11 | Wyoming | 579,315 | 39 | 7% |
| 12 | Illinois | 12,802,023 | 823 | 6% |
| 13 | North Carolina | 10,273,419 | 606 | 6% |
| 14 | New Jersey | 9,005,644 | 529 | 6% |
| 15 | Arizona | 7,016,270 | 416 | 6% |
| 16 | Minnesota | 5,576,606 | 356 | 6% |
| 17 | New Hampshire | 1,342,795 | 78 | 6% |
| 18 | Rhode Island | 1,059,639 | 65 | 6% |
| 19 | Alaska | 739,795 | 47 | 6% |
| 20 | Vermont | 623,657 | 38 | 6% |
| Rank | City | # of jobs | Employment/ 1000ppl | Avg. salary |
|---|---|---|---|---|
| 1 | Houston | 1 | 0% | $75,950 |
University of Minnesota - Duluth

Bradley University

DePaul University
University of Redlands
Arizona State University

Arkansas Tech University
University of Minnesota - Duluth
Marketing
Ahmed Maamoun Ph.D.: The news from the job market is quite startling. A recent study from McKinsey & Company
estimates that nearly half of all U.S. jobs will be automated by 2030. Artificial Intelligence,
machine learning, and robots will make routine and conventional jobs obsolete. Most of what
students are learning will be irrelevant and dated by the time they graduate. This highlights the
need for emphasizing not just the academic abilities of graduates, but their soft and professional
skills as well. Graduates (regardless of their undergraduate major) who demonstrate a capacity to
think critically, communicate clearly, learn adaptively, make ethical decisions, work well with
others, and solve complex problems will stand a better chance of surviving in that ever-changing
job market. For example, in one survey, 93% of employers reported that "a candidate's
demonstrated capacity to think critically, communicate clearly, and solve complex problems is
more important than his or her undergraduate major."

Bradley University
Foster College of Business
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.

Helen LaVan Ph.D.: This answer varies, depending on whether the graduate is an undergraduate or graduate. For undergraduates, ideally, there should be an internship and involvement in University activities.
Undergraduate students who must work while in college should strive for positions where they learn skills related to their chosen primary and work-readiness skills. Undergraduate students who work at the same employer during all four years of undergraduate school should strive for promotion within that one organization. For graduate students there should be involvement in community and professional associations.
The community activities should be related to the chosen career area. Gaps in employment are no longer as much of a problem as previously. There are published ways of dealing with gaps in resumes.
Jill Robinson Ph.D.: The entertainment industry employs graduates from various disciplines, such as theatre, music, law, art, and business. The rapidly changing, consumer-driven demand reinforces the idea that students may well hold jobs not even invented yet. Those wishing to pursue more performance-based careers must bring more than talent and big dreams. They need patience and perseverance, as it can take years to make enough money to survive in this field, leaving many to work elsewhere while trying to get their foot in the door. They must have a flexible mindset to deal with inconsistent income and schedules that can change at a moment's notice. That flexibility also extends to openness for continuous learning beyond college and throughout their careers. The ability to network is critical, so current students should look for internships and volunteer activities to access those in the industry. Joining professional associations and working in event planning are other routes to expand networking opportunities.
Arizona State University
Supply Chain Management Department
Hitendra Chaturvedi: Real and quantifiable results on work performed stand out rather than just words. Working with people and showing effective cross-group collaboration stands out. Having the courage to show that a project you worked on failed, but you got valuable lessons from it stands out. In my books, if there is a spelling mistake on that single page of the resume that is supposed to represent you, it will immediately force me to practice my basketball shooting skills with the garbage bin.

Arkansas Tech University
Management and Marketing Department
Loretta Cochran Ph.D.: I think one of the biggest challenges to new graduates is the change in internships - those opportunities shrank quickly. Internships are essential in that they provide much-needed work experience and access to hiring managers.