phd in education jobs

8 Careers You Can Pursue with a Doctorate in Education

Industry Advice Education

By earning a Doctor of Education (EdD) degree, you’re preparing yourself for a career with lasting impact—on students, on the future of a college or university, on your community, or on the trajectory of a nonprofit trying to improve other communities locally and abroad.

You’re also positioning yourself for advancement. Professionals who earn an EdD are qualified for roles leading and operating schools at the elementary, high school, or college level. They learn to lead in a way that can be transferred to the front of a classroom or at the ground level of an organization.

An EdD signals to employers that you’re a thought leader; that you’re someone who’s demonstrated the capacity to identify a problem, examine issues from multiple perspectives, and offer relevant insights for practical solutions. With your doctorate in hand, you’re prepared to take on a leadership role across a variety of industries.

Here’s a look at the types of positions EdD graduates pursue and eight of the top careers available in the field. 

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What Type of Positions Do EdD Students Pursue?

Northeastern’s EdD students cultivate their leadership skills in the program by integrating practice and insights from experienced faculty and high-achieving peers . They come from diverse fields, including business, criminal justice, healthcare, military, human services, and the nonprofit sector. Their job titles and careers are just as diverse, with students working as policymakers, systems analysts, and administrative leaders within higher education institutions, nonprofit organizations, and governmental agencies.

Top Careers for Doctor of Education Graduates

1. college president.

Average Annual Salary: $272,203

Presidents are the top leaders of a college or university. They establish and execute on their school’s strategic vision, spearhead fundraising, attend student events, and deliver speeches to a variety of constituents, such as donors, lawmakers, government, and faculty, to raise the profile of the institution both locally and abroad. They also collaborate with senior administrators, faculty, and staff to devise new ways to support students and improve their learning environment while maintaining high academic standards. Depending on the type of public or private institution they lead, college presidents can earn impressive seven-figure salaries . 

2. Chief Learning Officer

Average Annual Salary: $152,225

In education, top executive roles include positions like “chief learning officer”—a senior-level professional who develops and drives strategies that help his or her college or university meet critical business goals. Chief learning officers (CLOs) focus on creating strategies for training, learning, and development, and typically oversee an institute’s latest technologies, such as its online learning platform.

Average Annual Salary: $148,783

A provost—or vice president, depending on the college or university—is a senior-level academic administrator who tends to be second in command after the president. Provosts work closely with deans and department heads, and help determine their institution’s academic goals and priorities, as well as how to allocate the resources necessary to support those initiatives. They often oversee daily operations and work to hire and retain a diverse faculty. 

4. School Superintendent

Average Annual Salary: $116,931

Superintendents are the top executives of a school district. They’re responsible for establishing and overseeing their district’s budget, staffing, infrastructure, and spending. Superintendents collaborate closely with a school board to develop and implement new policies and programs in line with the district’s short- and long-term goals, as well as allocate the financial and human resources necessary to achieve the district’s overarching vision.

5. Elementary, Middle, and High School Principal

Average Annual Salary: $95,310

Principals oversee the daily operations of an elementary, middle, or high school. They hire teachers and staff, manage the budget, and enforce disciplinary rules when necessary. Principals also develop and assess educational programming aimed at achieving student learning outcomes, all while striving to create and maintain a positive learning environment. More than 11,000 principal positions are expected to emerge by 2028, according to the Bureau of Labor Statistics .

A principal’s salary might differ depending on whether he or she works at an elementary, middle, or high school. The mean wages for principals at each level, according to PayScale are:

• Elementary School : $81,095
• Middle School : $87,989
• High School : $92,197

6. Academic Dean

Average Annual Salary: $90,339  

Deans work at the senior administrative level of a college or university. The role varies depending on the institution, but deans often manage faculty and staff, set academic goals, implement strategic planning, oversee their department’s budget, help fundraise, support research initiatives, and foster student development. Some departments you might find them in are:

• Admissions : Those working in admissions develop and lead recruitment initiatives for a college or university. They evaluate applications, decide the number of students who should be admitted to the school, who those students should be, and communicate with prospects and their families.
• Research : A dean of research often oversees faculty and collaborates with them to create a strategy for developing short- and long-term research initiatives. They also work to secure research funding, oversee the research budget, and establish key industry partnerships.
• Student Affairs : The student affairs office typically oversees a variety of different departments, such as residence life, athletics, student support services, and diversity and inclusion. A dean of student affairs typically establishes and evaluates nonacademic programs that foster and enrich the student experience, as well as handle disciplinary issues and communicate with students’ parents or legal guardians.
• Advancement : The advancement office—also known as “development” or “alumni relations” depending on the school—is responsible for securing funding for the college or university from potential donors, including alumni, government policymakers, corporations, and foundations. They nurture and maintain those relationships, ensuring all gifts received are being used as intended.

7. Professor

Average Annual Salary: $78,470

Postsecondary teachers, or professors, work at the college or university level, developing course curricula, instructing students in a specific area of study, and assessing their progress. When they’re not teaching, professors are often conducting research, writing scholarly papers, or attending conferences.

Professors’ salaries vary based on where they are on the tenure track and their area of expertise. The median salary for a professor based on rank, according to PayScale, is:

• Instructor : $49,510
• Lecturer: $51,101
• Assistant Professor : $67,021
• Associate Professor : $76,250
• Professor : $87,018

Salaries range further depending on the professor’s focus. According to the U.S. Bureau of Labor Statistics , the top 10 highest-paying subjects—and what those subjects offer in terms of average annual wage—are:

• Law : $111,140
• Engineering : $101,720
• Economics : $101,720
• Health Specialties : $97,370
• Atmospheric, Earth, Marine, and Space Science : $90,860
• Physics : $90,800
• Architecture : $86,980
• Forestry and Conservation Science : $86,900
• Agricultural Sciences : $84,640
• Business : $83,960

8. Executive Director of Education

Average Annual Salary: $73,640

Executive directors are often the senior leaders of a nonprofit organization or business. They work closely with a board of directors but are the ones who make the daily operational decisions. Executive directors hire and manage staff, handle external relations, engage volunteers, oversee the budget—including all fundraising initiatives—and develop policies, programs, and strategies that guide the organization’s mission and purpose. 

What Can You Do with a Doctorate in Education from Northeastern?

When you earn your EdD from Northeastern , you’re not only advancing your own work, you’re joining a top-tier university and pursuing a rigorous education with an entrepreneurial orientation toward making our world a better place. You’re joining a vast network of students and alumni in the EdD, which spans more than 2,000 professionals across many domains of education. You’re gaining access to engaging faculty who understand the importance of professional experiences in a growing leadership capacity, and who are prepared to offer you personal attention to support your professional development.

With your EdD, you can make a difference in the lives of children, communities, and organizations, as you transform your problem of practice into a plan for change and action.

Editor’s note: This article was originally published in September of 2017. It has since been updated for accuracy and relevance. 

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The median annual salary for professional degree holders is $97,000. (BLS, 2020)

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Teaching, learning, and teacher education, doctor of philosophy (ph.d.), you are here, a doctoral program preparing education researchers, teacher educators, curriculum specialists, and instructional leaders..

The Ph.D. in Teaching, Learning, and Teacher Education focuses on the preparation of researchers and teacher educators in universities and colleges. Focal areas include teaching and learning, research and practice in teacher education, mathematics education, science education, and the study of urban education and urban contexts. 

What Sets Us Apart

About the program.

The Ph.D. in Teaching, Learning, and Teacher Education focuses on the preparation of researchers in education. The program includes formal courses, mentored research, and informal seminars.  The program is designed to draw together coursework, research apprenticeship, and other professional academic activities to build a complete professional program that is tailored to your interests and needs.

Fall: 3; Spring: 3

Culminating experience Dissertation

Coursework and research experiences address a range of practice-based and theoretical problems in schools and community settings from sociopolitical, cultural, philosophical, psychological, and historical perspectives. Taking an interdisciplinary stance, faculty and students explore issues of equity, social justice, and educational change in a range of formal and informal educational settings. You will build a program of study that includes courses in teaching and learning, social foundations, and research methods.  Applicants interested in the focal area of literacy are encouraged to consider the doctoral program in Literacy Studies .

Field-based research and collaborative projects with practitioners in schools or other educational settings are key components of the program. The program is designed to draw together coursework, research apprenticeship, and other professional academic activities to build a complete professional program that is tailored to your interests and needs.

As a full-time Ph.D. student, you are expected to be in residence and participate in practicum activities, courses, and other academic experiences throughout the first two years, where you will be enrolled in 3 course units per semester. Coursework and experiences are arranged around three areas or strands, including specialization courses, research methods courses, and electives/professional experiences, as well as a set of core courses. For more information about courses and requirements, visit the  Teaching, Learning, and Teacher Education Ph.D. program in the University Catalog .

Research Apprenticeship Course (RAC)

The RAC is part of the Professional Experiences strand and is designed to assist you in developing, conducting, and presenting your own original research. The course focuses on the research interests of the students and requires participation in the scheduling of activities, presentations, and directing part of the RAC agenda as it pertains to the collective needs of the group. Students from the different stages of the doctoral program will serve as mentors to one another, with faculty oversight. You will participate in the RAC beginning in the spring of your first year and continue participation until the completion of your dissertation.

Annual Self-Evaluation : Each year, doctoral students complete a Professional Self-Evaluation that is used as part of the ongoing evaluation and planning process. You are introduced to the evaluation form in the proseminar and will work on it in the spring Research Apprenticeship Course (RAC). The deadline for the Professional Self-evaluation falls in mid-autumn or mid-spring.

Qualifying Examination : The Qualifying Examination is taken by all doctoral students, most often at the end of the first year. Passing this exam is an important step in being admitted to program candidacy. In order to take the qualifying exam, you need to have completed the Doctoral Proseminar, Doctoral Foundations of Teaching and Learning, Education, Culture, and Society, 1 RAC, and 1 research methods course.

Program Candidacy : You are assessed for program candidacy after successfully completing the  Doctoral Proseminar, Doctoral Foundations of Teaching and Learning, Education, Culture, and Society, 1 RAC, and 1 research methods course, and passing the Qualifying Examination. You must be in good academic standing to receive program candidacy.

Preliminary Examination : The Preliminary Examination is taken after you have completed all courses and before you begin work on your dissertation. Passing the Preliminary Exam allows you to be admitted to doctoral candidacy. You may submit a Preliminary Exam from the start of the fall semester through April 1. A description of the Preliminary Exam is available from the Division Coordinator. 

Dissertation : To complete the Ph.D., you must design and undertake an original research study under the direction of your dissertation committee. Students should see Penn GSE and Penn-wide policies and speak with their advisor about the requirements of the dissertation.

Our Faculty

Affiliated Faculty

Ryan S. Baker Professor Ph.D., Carnegie Mellon University

Bodong Chen Associate Professor Ph.D., University of Toronto

Matthew Duvall Lecturer Ph.D., Drexel University

L. Michael Golden Executive Director, Catalyst @ Penn GSE Ed.D., University of Pennsylvania

Zachary Herrmann Adjunct Assistant Professor Ed.L.D., Harvard University

Charlotte E. Jacobs Director, Independent School Teaching Residency Ph.D., University of Pennsylvania

Michael C. Johanek Senior Fellow Ed.D., Teachers College, Columbia University

Yasmin B. Kafai Lori and Michael Milken President’s Distinguished Professor Ed.D., Harvard University

Andrea M. Kane Professor of Practice, Education Leadership Ph.D., Northcentral University

Rand Quinn Associate Professor Ph.D., Stanford University

Sharon M. Ravitch Professor of Practice Ph.D., University of Pennsylvania

Susan A. Yoon Graduate School of Education Presidential Professor Ph.D., University of Toronto

"Penn taught me, Penn GSE especially, that if you have the right combination of ingredients—commitment from the structure, mentors, and colleagues—then risk-taking, innovation, and progress will for sure ignite."

Justice Toshiba Walker

Our graduates.

Our graduates are prepared for research and academic careers in education, psychology, and related human services fields.

Alumni Careers

• Adjunct Professor, Moore College of Art and Design
• Assistant Professor of Special Education, Villanova University
• Assistant Professor, Montclair State University
• Assistant Professor, Utah State University
• Director, Out of School Time Resource Center
• Postdoctoral Fellow, Temple University

Admissions & Financial Aid

Please visit our Admissions and Financial Aid pages for specific information on the application requirements , as well as information on tuition, fees, financial aid, scholarships, and fellowships.

Contact us if you have any questions about the program.

Graduate School of Education University of Pennsylvania 3700 Walnut Street Philadelphia, PA 19104 (215) 898-6415 [email protected] [email protected]

Noemí Fernández Program Manager [email protected]

Please view information from our Admissions and Financial Aid Office for specific information on the cost of this program.

All Ph.D. students are guaranteed a full scholarship for their first four years of study, as well as a stipend and student health insurance. Penn GSE is committed to making your graduate education affordable, and we offer generous scholarships, fellowships, and assistantships.

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Collaboratory for Teacher Education

The Collaboratory for Teacher Education at Penn GSE is a laboratory for the design, implementation, and study of experimental approaches to teacher education.

Core Practice Consortium

The Core Practice Consortium brings together teacher educators from across institutions, disciplines, and theoretical perspectives to grapple with questions about how better to prepare novice teachers. 

Our Students

Current students in the Teaching, Learning, and Teacher Education program are researching a range of topics including mathematical practices, teacher education, maker-based project education, culturally responsive pedagogy, science education, and media making. 

View Doctoral Student Profiles

You May Be Interested In

Related programs.

• Teaching, Learning, and Teacher Education Ed.D.
• Reading/Writing/Literacy Ph.D.
• Reading/Writing/Literacy Ed.D.
• Learning Sciences and Technologies M.S.Ed.
• Teaching, Learning, and Leadership M.S.Ed.
• Education, Culture, and Society Ph.D.

Related Topics

Doctor of Education Leadership

Additional Information

• Download the Doctoral Viewbook
• Admissions & Aid

America needs transformative leaders in preK–12 education whose passion for education quality and equity is matched by a knowledge of learning and development, the organizational management skills to translate visionary ideas into practical success, and a firm grasp of the role of context and politics in shaping leadership. Graduates of the three-year, multidisciplinary Doctor of Education Leadership (Ed.L.D.) Program at the Harvard Graduate School of Education will be prepared to become those leaders.

The Ed.L.D Program — taught by faculty from the Harvard Graduate School of Education, the Harvard Business School, and the Harvard Kennedy School — will train you for system-level leadership positions in school systems, state and federal departments of education, and national nonprofit organizations. Ed.L.D. is a full-time, three-year program built on a cohort learning model. Cohorts consist of up to 25 students from diverse professional backgrounds (including district/charter management leaders, nonprofit directors, principals, teachers, and policy researchers) who progress through the program together.

All Ed.L.D. students receive a full tuition funding package plus stipends, work opportunities, and a paid third-year residency at a partner organization.

The Ed.L.D. Program prepares graduates to do work for the public good in the American public education sector, whether that be at the system or state level. Specifically, the program is designed to accelerate the progress graduates make toward achieving meaningful impact in influential roles and/or crossing boundaries in the following spaces in the public education sector:

• PreK–12 district or CMO leadership roles : superintendent of schools, chief academic officer, and/or deputy superintendent
• Foundation/philanthropy roles:  director, president and CEO, senior fellow
• Education nonprofit roles : president or executive director of backbone or collective impact organizations which support preK–12 schools. Ed.L.D. graduates will lead education nonprofits that explicitly focus on improving outcomes and opportunities for children, families, and communities.
• State or federal education leadership roles : commissioner or deputy commissioner roles. Could also include public education advocacy or education policy advisers to senior government officials.
• Social Entrepreneurship and Innovation roles:  Founder, CEO, president

Curriculum Information

The Ed.L.D. curriculum is a balance of multidisciplinary coursework and practice-based learning. Core courses and electives are taught by recognized leaders from across Harvard’s graduate programs in fields like data-based education reform, organizational change and innovation, and effective leadership strategies for urban schools. You will develop and test your leadership skills through team projects and an immersive third-year residency.

All students in the cohort take the same classes in four foundational content areas: learning and teaching, leadership and organizational change, politics and policy, adult development, and leadership inside and out (including one-on-one executive coaching). Courses taken during the first-year focus on practice-based learning and serve as the framework of your first-year experience.

Sample HGSE Courses

• Leading Change
• How People Learn
• Ed.L.D. Proseminar
• Leadership, Entrepreneurship, and Learning
• Race, Equity, and Leadership
• Practicing Leadership Inside and Out
• Sector Change
• The Workplace Lab for System-Level Leaders

View  all courses  in the Academic Catalog.

Each cohort member works with program advisers to choose an individualized sequence of electives from any of the Harvard graduate schools. You will work closely with the program faculty and staff during your second year to determine the best match with a partner organization for your third-year residency. Matches are driven by mutual interest between the resident and the partner organization, and each student's career and learning goals and geographic preferences.

• Second Year Practicing Leadership Inside and Out
• Driving Change 
• Education Sector Nonprofits
• Negotiation Workshop
• Coaching with Equity in Mind
• Ethnic Studies and Education
• Deeper Learning for All:  Designing a 21st Century School System
• Institutional Change in School Organizations, Systems, and Sectors

You will take part in a 10-month paid residency at one of our partner organizations. There, you will work on a strategic project which synthesizes your experience and learning into a written Capstone project. You will stay connected to your Ed.L.D. cohort and HGSE through technology and by returning to Harvard periodically for intensive workshops.

Paid Residency 

Our partner organizations include school systems and departments of education, as well as some of the nation's most influential and dynamic nonprofit, mission-based for-profit, and philanthropic organizations.

You will be intentionally pushed out of your comfort zones and asked to work systemically and make a significant contribution to the partner organization. In addition, the residency will provide you with the professional mentoring, practical experiences, and network of connections they need to position themselves as future leaders in the education sector. 

Strategic Project 

You will define (with supervisors from your partner organization) a strategic project on which to focus. You will have the opportunity to lead one or two major efforts on behalf of the organization, such as the creation or implementation of current initiatives. The project allows you to practice and improve leadership skills, add important value to the mission and strategy of the partner organization, work systemically, and hold high-level accountability.

During the residency period, you will produce a written Capstone. The Capstone is a descriptive, analytic, and reflective account of your third-year leadership contributions to a strategic project within an Ed.L.D. partner organization. It is a demonstration of your ability to engage others, develop strategy to successfully address and diagnose challenges, work toward a vision and goals, and learn from the results.

Sample Topics

• Accountability, Coherence, and Improvement: Leadership Reflection and Growth in the Los Angeles Unified School District
• Leadership Development for Entrepreneurial Education Leaders Working to Build Public & Private Sector Support
• Disrupting Teacher Preparation: Lessons in Collaboration and Innovation Across the Learning to Teach Community of Practice
• Pursuing Educational Equality for English Language Learners

Sample Summaries 

• Breaking Down Silos in a School District: Findings from an Ed.L.D. Project in Montgomery County
• Expanding Students' Access to Meaningful STEM Learning Opportunities Through Strategic Community Partnerships
• Developing a New Teacher Leadership and Compensation System in Iowa: A Consensus-Based Process
• Finding Great Teachers for Blended-Learning Schools

GSE Theses and Dissertations from Digital Access to Scholarship at Harvard (DASH)

Program Faculty

Ed.L.D. students learn with renowned faculty from the Harvard Graduate School of Education, Harvard Business School, and Harvard Kennedy School. Faculty from the three schools share their individual expertise in the Ed.L.D. Program and work collaboratively to provide a challenging and coherent experience for students. Faculty who teach in the Ed.L.D. core curriculum and advise Ed.L.D. students include:

Faculty Director

Frank D. Barnes

Frank Barnes is faculty director of the Doctor of Education Leadership Program. He has over 30 years experience as an educator, researcher, and organizer. As a chief accountability officer, he led turnaround efforts for large public school districts, including Boston Public Schools and Charlotte-Mecklenburg Schools.

Kathryn Parker Boudett

Ebony N. Bridwell-Mitchell

Jennifer Perry Cheatham

Elizabeth City

Candice Crawford-Zakian

Marshall Ganz

Adria D. Goodson

Deborah helsing.

Monica C. Higgins

Deborah Jewell-Sherman

Lisa Laskow Lahey

Mary Grassa O'Neill

Irvin Leon Scott

Catherine Snow

Michael L. Tushman

Martin west.

Introduce Yourself

Tell us about yourself so that we can tailor our communication to best fit your interests and provide you with relevant information about our programs, events, and other opportunities to connect with us.

Program Highlights

Explore examples of the Doctor of Education Leadership experience and the impact its community is making on the field:

Combatting Chronic Absenteeism with Family Engagement 

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Math, the Great (Potential) Equalizer

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• PhD positions in Science Education (2)
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55 fully funded PhD positions

Faculty of Natural SciencesComenius University in Bratislava, Slovakiaoffers 55 fully funded PhD positionshttps://fns.uniba.sk/en/phd_positions/in Biology: Biology; Botany; Plant Physiology; Animal Physiology; Genetics; Microbiology and Virology; ...

PhD on conceptual learning and self-regulation in academic physics education

LESEC is a center for educational research in STEAM (Science, Technology, Engineering, Architecture & Mathematics). This research focuses on learning and teaching within all STEAM disciplines and a...

Doctoral fellow - Department of Experimental Clinical and Health Psychology

Last application date Jul 31, 2024 00:00Department PP05 - Department of Experimental Clinical and Health PsychologyContract Limited durationDegree Master’s degree in Psychology, Educational Sciences, Speech Therapy or an equivalent thereof.Occupan...

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When the PhD path leads to career struggles

A doctoral degree is a major commitment. Think carefully.

I appreciated reading Kara Miller’s The Big Idea column “PhD: Pretty heavily disappointed” (Business, May 22), about people with doctoral degrees struggling to build careers in academia. It made me think back to a conversation I had when I was about to graduate from high school.

I happened to run into a former track coach of mine, and as we were reminiscing he asked me what I planned as a major in college. “History,” I responded. He said, “Why don’t you take some computer classes also? It never hurts to be able to do something useful.”

I did not reflect on his motivation at the time, but my track coach was a young guy, and he was probably giving me advice straight from his own life, as a parent trying to raise his own young children. I did take computer classes in college and ultimately received a PhD in chemical engineering. I always remember that conversation as being a kind of turning point.

Earning a doctoral degree is a life commitment of great proportion. It can take, as Miller notes, between four and seven years. If we think of working life as roughly between the ages of 22 and 65, then a PhD requires more than 10 percent of a person’s working life. People need to think carefully about that investment.

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Two powerful arguments in favor of the path of science, technology, engineering, and math are that there tend to be more STEM jobs for PhDs, and many universities’ STEM departments are generous in covering their PhD students’ tuition and cost of studies, including a stipend toward food, rent, and other expenses.

Stuart Gallant

Not much has changed in 30 years

As I prepared to graduate in 1995 with a doctor of education degree from the Harvard Graduate School of Education, my mother memorably said to me, “Of my four children, you are the one with the most education and the smallest salary.” Apparently not much has changed in 30 years.

I must congratulate these students, however, on following their passion rather than following the money. I can’t help but think that their lives, though stressful, may contain greater happiness.

Peggy Clark

Lawyers & electricians & philosophers, oh my!

Kara Miller’s column on the career challenges for people with doctoral degrees generated more than 260 comments on Boston.Globe.com. The following is an edited sample of readers’ reactions:

Lots of law school grads are underemployed as well. (PL)

So true, PL. The market in Massachusetts is flooded with talented lawyers seeking work. (Roforma)

Supply and demand, the market at work. (guk)

Investing in education and research in all fields is the hallmark of a society with staying power. Disinvesting from these endeavors signals decline and decay. (Massachusetts citizen)

Electricians, plumbers, mechanics, and other skilled technical professions have no problems getting $100k jobs with great benefits. (ramsen)

Not enough turnover from tenured professors, leaving little space for new faculty. Although the tenured, well-established professors are needed, it’s the junior faculty who are hungry and with new ideas that help build new programs. The whole graduate program model is a bad model. I worked two jobs, had my tuition and some type of minimal student health insurance and could barely cover the rent with my stipend, and the second job paid for everything else. Though I was working on many faculty projects, it was the faculty who said this would be good for me. Never did they say it was also good for them. (TravelerofNJ2)

I just retired from a tenured faculty position in science. I’m in my early 70s. I have colleagues who are still doing what they do well into their 70s, a couple approaching 80. There is no active incentive from the university to move the older faculty on, to make way for a new generation. (Lola-lola)

The next step is for adjuncts to go on strike across the nation and hold colleges and universities accountable. The current system is completely absurd. (Wordsmith2358)

Universities should be required to release disclosure data about the fate of their PhD graduates. (davidman820)

I knew an attorney who managed a Cheesecake Factory. She had worked in food services through school. As an attorney, she really did not make that much money and was not doing the field of law of her choice. How many real estate closings can you do without dying of boredom? She went into management in the food industry and makes the same salary. (Antietem)

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1. labor market and economic trends for young adults, table of contents.

• Labor force trends and economic outcomes for young adults
• Economic outcomes for young men
• Economic outcomes for young women
• Wealth trends for households headed by a young adult
• The importance of a four-year college degree
• Getting a high-paying job without a college degree
• Do Americans think their education prepared them for the workplace?
• Is college worth the cost?
• Acknowledgments
• The American Trends Panel survey methodology
• Current Population Survey methodology
• Survey of Consumer Finances methodology

A majority of the nation’s 36 million workers ages 25 to 34 have not completed a four-year college degree. In 2023, there were 19 million young workers who had some college or less education, including those who had not finished high school.

The overall number of employed young adults has grown over the decades as more young women joined the workforce. The number of employed young adults without a college degree peaked around 1990 at 25 million and then started to fall, as more young people began finishing college .

This chapter looks at the following key labor market and economic trends separately for young men and young women by their level of education:

Labor force participation

• Individual earnings

Household income

• Net worth 1

When looking at how young adults are doing in the job market, it generally makes the most sense to analyze men and women separately. They tend to work in different occupations and have different career patterns, and their educational paths have diverged in recent decades.

In 1970, almost all young men whose highest educational attainment was a high school diploma (98%) were in the labor force, meaning they were working or looking for work. By 2013, only 88% of high school-educated young men were in the labor force. Today, that share is 87%.

Similarly, 96% of young men whose highest attainment was some college education were in the labor force in 1970. Today, the share is 89%.

By comparison, labor force participation among young men with at least a bachelor’s degree has remained relatively stable these past few decades. Today, 94% of young men with at least a bachelor’s degree are in the labor force.

The long-running decline in the labor force participation of young men without a bachelor’s degree may be due to several factors, including declining wages , the types of jobs available to this group becoming less desirable, rising incarceration rates and the opioid epidemic . 2

Looking at labor force and earnings trends over the past several decades, it’s important to keep in mind broader forces shaping the national job market.

The Great Recession officially ended in June 2009, but the national job market recovered slowly . At the beginning of the Great Recession in the fourth quarter of 2007, the national unemployment rate was 4.6%. Unemployment peaked at 10.4% in the first quarter of 2010. It was not until the fourth quarter of 2016 that unemployment finally returned to its prerecession level (4.5%).

Studies suggest that things started to look up for less-skilled workers around 2014. Among men with less education, hourly earnings began rising in 2014 after a decade of stagnation. Wage growth for low-wage workers also picked up in 2014. The tightening labor markets in the last five years of the expansion after the Great Recession improved the labor market prospects of “vulnerable workers” considerably.

The COVID-19 pandemic interrupted the tight labor market, but the COVID-19 recession and recovery were quite different from the Great Recession in their job market impact. The more recent recession was arguably more severe, as the national unemployment rate reached 12.9% in the second quarter of 2020. But it was short – officially lasting two months, compared with the 18-month Great Recession – and the labor market bounced back much quicker. Unemployment was 3.3% before the COVID-19 recession; three years later, unemployment had once again returned to that level.

Full-time, full-year employment

Since the Great Recession of 2007-09, young men without a four-year college degree have seen a significant increase in the average number of hours they work.

• Today, 77% of young workers with a high school education work full time, full year, compared with 69% in 2011.
• 83% of young workers with some college education work full time, full year, compared with 70% in 2011.

The share of young men with a college degree who work full time, year-round has remained fairly steady in recent decades – at about 80% – and hasn’t fluctuated with good or bad economic cycles.

Annual earnings

Annual earnings for young men without a college degree were on a mostly downward path from 1973 until roughly 10 years ago (with the exception of a bump in the late 1990s). 3

Earnings have been increasing modestly over the past decade for these groups.

• Young men with a high school education who are working full time, full year have median earnings of $45,000 today, up from $39,300 in 2014. (All figures are in 2022 dollars.)
• The median earnings of young men with some college education who are working full time, full year are $50,000 today, similar to their median earnings in 2014 ($49,100).

It’s important to note that median annual earnings for both groups of noncollege men remain below their 1973 levels.

Median earnings for young men with a four-year college degree have increased over the past 10 years, from $67,500 in 2014 to $77,000 today.

Unlike young men without a college degree, the earnings of college-educated young men are now above what they were in the early 1970s. The gap in median earnings between young men with and without a college degree grew significantly from the late 1970s to 2014. In 1973, the typical young man with a degree earned 23% more than his high school-educated counterpart. By 2014, it was 72% more. Today, that gap stands at 71%. 4

Household income has also trended up for young men in the past 10 years, regardless of educational attainment.

This measure takes into account the contributions of everyone in the household. For this analysis, we excluded young men who are living in their parents’ home (about 20% of 25- to 34-year-old men in 2023).

• The median household income of young men with a high school education is $75,200 today, up from $63,800 in 2014. This is slightly lower than the highpoint reached around 2019.
• The median household income of young men with some college education is $92,200 today, up from $81,100 in 2014. This is close to the 2022 peak of $93,800.

The median household income of young men with at least a bachelor’s degree has also increased from a low point of $118,700 in 2014 after the Great Recession to $145,000 today.

The gap in household income between young men with and without a college degree grew significantly between 1980 and 2014. In 1980, the median household income of young men with at least a bachelor’s degree was about 38% more than that of high school graduates. By 2014, that gap had widened to 86%.

Over the past 10 years, the income gap has fluctuated. In 2023, the typical college graduate’s household income was 93% more than that of the typical high school graduate.

The 2001 recession and Great Recession resulted in a large increase in poverty among young men without a college degree.

• In 2000, among young men living independently of their parents, 8% of those with a high school education were in poverty. Poverty peaked for this group at 17% around 2011 and has since declined to 12% in 2023.
• Among young men with some college education, poverty peaked at 12% around 2014, up from 4% in 2000. Poverty has fallen for this group since 2014 and stands at 8% as of 2023.
• Young men with a four-year college degree also experienced a slight uptick in poverty during the 2001 recession and Great Recession. In 2014, 6% of young college graduates were in poverty, up from 4% in 2000. Poverty among college graduates stands at 5% in 2023.

Labor force trends for young women are very different than for young men. There are occupational and educational differences between young women and men, and their earnings have followed different patterns.

Unlike the long-running decline for noncollege young men, young women without a college degree saw their labor force participation increase steadily from 1970 to about 1990.

By 2000, about three-quarters of young women with a high school diploma and 79% of those with some college education were in the labor force.

Labor force participation has also trended upward for college-educated young women and has consistently been higher than for those with less education.

After rising for decades, labor force participation for young women without a college degree fell during the 2001 recession and the Great Recession. Their labor force participation has increased slightly since 2014.

As of 2023, 69% of young women with a high school education were in the labor force, as were 78% of young women with some college education. Today’s level of labor force participation for young women without a college degree is slightly lower than the level seen around 2000.

The decline in labor force participation for noncollege women partly reflects the declining labor force participation for mothers with children under 18 years of age . Other research has suggested that without federal paid parental and family leave benefits for parents, some women with less education may leave the labor force after having a baby.

In contrast, labor force participation for young women with a college degree has fully recovered from the recessions of the early 2000s. Today, 87% of college-educated young women are in the labor force, the highest estimate on record.

Young women without a college degree have steadily increased their work hours over the decades. The past 10 years in particular have seen a significant increase in the share of employed noncollege women working full time, full year (with the exception of 2021).

• In 2023, 69% of employed young women with a high school education worked full time, full year, up from 56% in 2014. This share is the highest it’s ever been.
• In 2023, 65% of employed women with some college worked full time, full year, up from 58% in 2014. This is among the highest levels ever.

The trend in the share working full time, full year has been similar for young women with college degrees. By 2023, 78% of these women worked full time, full year, the highest share it’s ever been.

Unlike young men, young women without a college education did not see their earnings fall between 1970 and 2000.

The 2001 recession and Great Recession also did not significantly impact the earnings of noncollege young women. In the past 10 years, their median earnings have trended upward.

• For young women with a high school diploma, median earnings reached $36,000 in 2023, up from $30,900 in 2014.
• For those with some college, median earnings rose to $40,000 in 2023 from $37,700 in 2014.

For young women with a college degree, median earnings rose steadily from the mid-1980s until the early 2000s. By 2003, they reached $62,100, but this declined to $55,200 by 2014. In the past 10 years, the median earnings of college-educated young women have risen, reaching $65,000 in 2023.

In the mid-1980s, the typical young woman with a college degree earned about 48% more than her counterpart with a high school diploma. The pay gap among women has widened since then, and by 2014, the typical college graduate earned 79% more than the typical high school graduate. The gap has changed little over the past 10 years.

Noncollege young women living independently from their parents have experienced large household income gains over the past 10 years, measured at the median.

• In 2023, young women with a high school diploma had a median household income of $61,600, up from $48,100 in 2014.
• The pattern is similar for young women with some college education. Their median income rose to $75,200 in 2023 from $64,600 in 2014.

The median household income for young women with a four-year college degree is significantly higher than it is for their counterparts without a degree. College-educated young women have made substantial gains in the past 10 years.

The income gap between young women with and without a college degree has widened over the decades. In 1980, the median household income of young women with a college degree was 50% higher than that of high school-educated women. By 2014, the income gap had grown to 139%. Today, the household income advantage of college-educated women stands at 121% ($136,000 vs. $61,600).

Poverty trends for young women mirror those for young men, although young women are overall more likely to be in poverty than young men. The past 10 years have resulted in a steep reduction in the share of noncollege women in poverty.

• Today, 21% of young women with a high school diploma are living in poverty. This is down from 31% in 2014.
• 15% of young women with some college education live in poverty, compared with 21% in 2014.
• Young women with a college degree are consistently far less likely than either group to be living in poverty (5% in 2023).

Along with young adults’ rising incomes over the past 10 years, there’s been a substantial increase in their wealth. This part of our analysis does not look at men and women separately due to limitations in sample size.

In 2022, households headed by a young high school graduate had a median net worth of $30,700, up from $12,700 in 2013. Those headed by a young adult with some college education had a median net worth of $52,900, up from $15,700 in 2013.

The typical wealth level of households headed by a young college graduate was $120,200 in 2022, up from $46,600 in 2013.

There has not been any significant narrowing of the wealth gap between young high school graduate and young college graduate households since 2013.

Wealth increased for Americans across age groups over this period due to several factors. Many were able to save money during the pandemic lockdowns. In addition, home values increased, and the stock market surged.

• Most of the analysis in this chapter is based on the Annual Social and Economic Supplement collected by the U.S. Census Bureau. Information on net worth is based on a Federal Reserve survey, which interviews fewer households. Due to this smaller sample size, the net worth of households headed by a young adult cannot be broken out by gender and education. ↩
• Bureau of Labor Statistics data indicates that the labor force participation rate for men ages 25 to 54 has been declining since 1953. ↩
• This analysis looks at the earnings of employed adults working full time, full year. This measure of earnings is not uncommon. For example, the National Center for Education Statistics publishes a series on the annual earnings of 25- to 34-year-olds working full time, full year. ↩
• Other studies using hourly wages rather than annual earnings find that the college wage premium has narrowed. For example, researchers at the San Francisco Federal Reserve report that the college wage gap peaked in the mid-2010s but declined by just 4 percentage points to about 75% in 2022. ↩

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Will an MBA Help You Become an Investment Banker?

A Master of Business Administration degree from a top business school is almost a necessity, experts say.

The Degree for Investment Bankers

Getty Images

Experts advise students from lower-ranked MBA programs to divide their efforts between networking for positions at top banks and applying to regional or middle-market banks.

Key Takeaways

• An MBA is a huge advantage but not a guarantee.
• An MBA is one of two surest routes to investment banking.
• Tailor your B-school coursework to banking-related topics.

Investment banking can be a lucrative and rewarding career for those able to secure a job at a multinational like Goldman Sachs or J.P. Morgan. But to even get a foot in the door, an MBA from a top business school is a virtual necessity, experts say.

“Banks expect a certain level of academic training, technical proficiency and, for lack of a better word, ‘polish’ provided by top MBA programs,” Drew Pascarella, senior lecturer of finance at Cornell University’s Johnson Graduate School of Management in New York, wrote in an email.

While attending a top ranked MBA program won’t guarantee a job offer after graduation, it is the first step in making a dream a reality for most aspiring investment bankers.

The Path to Investment Banking 

Investment banker can be a broad term, but in general it refers to professionals who work for investment banks advising corporate clients on mergers, acquisitions and raising capital.

Although experts say there are always a few exceptions to the rule, most future investment bankers have only two paths into the field. The first is by joining a bank right out of undergrad as an analyst. The other is joining as an associate after graduating from an MBA program.

“There’s not really another path unless you’re promoted as an undergrad,” says Sunshine Singer, a career adviser for investment banking at The Wharton School at University of Pennsylvania. “Besides that, there’s not really a path besides the MBA .”

While the degree gives students the skills to become investment bankers, top business schools also provide networking and recruitment opportunities that are hard for non-MBA candidates to find on their own. That's because most prominent investment banks have well-established recruitment relationships with business schools and rarely hire associates through other avenues, experts say.

Investment banks also rarely hire professionals from other fields. They tend to follow a rigid hiring schedule based on graduation cycles, so there are few opportunities for on-demand hiring. It’s also rare for early- or mid-career applicants to transition into investment banking.

“A non-investment banker lateraling into the industry from the outside will generally have a particularly difficult time performing at a level expected of a banker, given their lack of ‘time-in-seat’ experience,” Pascarella says.

Pascarella notes one exception: candidates who hold a law degree and have worked on the same type of corporate deals in their legal career, and therefore have a solid background in business fundamentals.

The MBA and Investment Banking 

An MBA offers students a wealth of resources as they prepare for a career as an investment banker.

Aside from the courses that will train them in the skills needed to perform their job, perhaps the most important path into the investment banking world will be a student’s summer internship between the first and second year of the MBA program, experts say.

“That summer internship is the biggest feeder to a full-time job,” Singer says. “Most banks look to fill their incoming class with interns.”

After completing an internship, students also have the option of joining their school’s investment banking club. These clubs offer students extensive networking opportunities, events with professional bankers and interview prep for when they enter the job market.

Despite all these advantages, even candidates with an MBA will find it difficult to land an investment banking job if they haven’t attended a top business school.

“Associate-level hiring is extremely network-driven,” Singer says. “MBA programs have dinners, they have ‘lunch-and-learns,’ they do a lot more networking, so I think it’s more difficult if you’re not at a top-30 program.”

Columbia in New York NYU Stern , Chicago Booth in Illinois, Wharton and Cornell frequently led business schools for graduates obtaining investment banking jobs, according to 2020 data from MBA admissions consulting firm Menlo Coaching. Those schools rank in the top tier of all business schools, U.S. News data shows.

For students who attend lower-ranked MBA programs, experts recommend splitting their time between networking to find a position with a top bank and applying to regional or middle-market banks.

The Best MBA Courses for Investment Bankers 

To prepare for the technical aspects of investment banking, MBA students should focus on courses centered on the “big skills” needed for the job, including accounting, corporate finance and corporate valuation, experts recommend.

While these are essential entry-level skills, David White, founding partner at Menlo Coaching, advises aspiring investment bankers to add MBA courses targeting the leadership, management and communications skills they'll need later in their careers.

“As bankers become more senior,” Pascarella says, “they need to be able to market themselves and their firm effectively in a highly competitive market with a sophisticated client base; to build valuable relationships with clients; to turn massive amounts of data and analysis into actionable and credible advice; and to lead large teams of people through the most complex deals a company will ever do.”

For MBA students aiming to work at a firm focused on a single sector, White recommends tailoring coursework to those particular areas of banking.

“For example, a restructuring banker may find it useful to take cross-listed courses from their university's law school about legal procedure to better understand what is likely to happen during a bankruptcy process, or an energy banker may want to take courses about the economics of renewable energy,” White wrote in an email.

Job Outlook and Earnings for an Investment Banker 

While it's difficult to break into investment banking, successful job seekers will enter a fast-growing sector with high earning potential.

The U.S. Bureau of Labor Statistics projects 7% growth from 2022 to 2032 for securities, commodities and financial services sales agents – a sector that includes investment bankers.

According to Payscale, the average investment banker salary is a little over $116,000, but that number doesn’t include year-end bonuses – as high as $90,000 to $130,000 for top performers. High earnings typically come high pressure and demanding working conditions, and according to a report from Goldman Sachs, first-year analysts work on average close to 100 hours a week.

Fluctuations in the global economy are affecting investment banks. However, while student interest in fields like consulting and tech was down, competition for investment banking jobs was highly competitive this past year, Singer says.

“It’s one of the best training grounds for finance you can get,” Singer says. “Whether they want to stay in banking or move on, students know they are going to gain strong finance skills in that role. It’s also great training and lots of exposure to different types of deals and companies.”

10 Most Affordable Online MBA Programs

Tags: MBAs , business school , education , students , banking , investing , colleges

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Wisconsin Sloan Center for Systemic Change Assistant Director

• Madison, Wisconsin
• COLLEGE OF LETTERS AND SCIENCE/ADMINISTRATION-GEN
• Administration
• Partially Remote
• Staff-Full Time
• Opening at: May 31 2024 at 12:15 CDT
• Closing at: Jun 14 2024 at 23:55 CDT

Job Summary:

The person in this position will be responsible for management of the Wisconsin Sloan Center for Systemic Change (WiSC2) at the University of Wisconsin-Madison. This includes: program development and coordination; fiscal management of budgets; communication and coordination of departmental partnerships across two Colleges; preparation and submission of program reports to the Center, campus, and funding agencies. This position reports to the WiSC2 Co-Director, Dr. Erika Marin-Spiotta. The Wisconsin Sloan Center for Systemic Change (WiSC2) will provide strategic and joint coordination to innovate and disseminate transformative initiatives for excellence in graduate education. WiSC2 aims to serve as a model for graduate STEM education by fostering collaborative engagement among the Graduate School and faculty and staff in the Colleges of Letters & Science and Engineering to enhance graduate student retention by cultivating a sense of inclusion, wellbeing, satisfaction, belonging, and empowerment. The position will collaborate with L&S leads and others in facilities administration, information technology and communications. A successful applicant will have experience in project management and demonstrated commitment to advancing equity in graduate education and science. The person in this position must also have a collaborative, service-oriented approach to facilitate and foster effective professional working relationships within and beyond the university. Must be able to balance working autonomously and as a part of a team. This position requires fostering and developing relationships with staff, faculty, administrators, and graduate students in programs across Colleges of L&S and Engineering, in the Deans' Offices, the Graduate School, and other units at UW-Madison.

Responsibilities:

• 20% Engages in strategic planning and policies to ensure the strategic direction supports the needs of stakeholders
• 25% Evaluates, designs, and implements operations to align with the strategic direction
• 25% Assists with the establishment of goals and priorities for the annual budget for all revenues and expenditures
• 20% Helps develop processes and procedures to improve the unit
• 5% Exercises supervisory authority, including hiring, transferring, suspending, promoting, managing conduct and performance, discharging, assigning, rewarding, disciplining, and/or approving hours worked of at least 2.0 full-time equivalent (FTE) employees
• 5% Ensures that related policies, procedures, and standards are maintained

Institutional Statement on Diversity:

Diversity is a source of strength, creativity, and innovation for UW-Madison. We value the contributions of each person and respect the profound ways their identity, culture, background, experience, status, abilities, and opinion enrich the university community. We commit ourselves to the pursuit of excellence in teaching, research, outreach, and diversity as inextricably linked goals. The University of Wisconsin-Madison fulfills its public mission by creating a welcoming and inclusive community for people from every background - people who as students, faculty, and staff serve Wisconsin and the world. For more information on diversity and inclusion on campus, please visit: Diversity and Inclusion

Preferred Master's Degree Minimum Master's Degree or equivalent graduate education experience preferred

Qualifications:

Required Qualifications: - Knowledge of academic environment - Work well with others in a collegial and professional environment. - Have an ability to work both independently and collaboratively with a varied audience. - Demonstrate discretion and courtesy in dealing with faculty, staff, and students. Preferred Qualifications: - Strong knowledge and experience with developing and implementing transformative change in academia, with a specific focus on STEM. - Have excellent written and communication skills. - Strong project and change management skills to manage complex, multisystem projects. - Demonstrate a high degree of interpersonal competencies with a proven ability to communicate in a welcoming and effective manner with varied audiences. - Strong relationship building skills for creating a collaborative approach for the development and delivery of Center programs.

Full Time: 100% This position may require some work to be performed in-person, onsite, at a designated campus work location. Some work may be performed remotely, at an offsite, non-campus work location.

Appointment Type, Duration:

Ongoing/Renewable

Minimum $66,000 ANNUAL (12 months) Depending on Qualifications The typical starting salary for this position is $66,000 - $93,000 depending on qualifications and experience. Employees in this position can expect to receive benefits such as generous vacation, holidays and paid time off; competitive insurances and saving accounts; and retirement benefits.

Additional Information:

A criminal background check will be conducted on the selected candidate. Occasional night and weekend for special event work. The successful applicant will be responsible for ensuring eligibility for employment in the United States on or before the effective date of the appointment.

How to Apply:

Applications must be submitted by 11:55pm on June 14, 2024. To apply, please upload a current resume or CV and a cover letter. In your cover letter, please detail your experience and background as it relates to the qualifications and duties in this job description, and how it aligns with the work of the WI Sloan Center for Systemic Change . Please note your application materials may be used as a writing sample. Selected applicants will receive an invitation to participate in virtual interviews (via Zoom) the week of June 24th. Those moving on to second round interviews will be invited to an in-person interview at UW-Madison. Once final applicants are identified, they will be asked to provide names and contact information for at least three professional references including a current/most recent supervisor. References will not be contacted prior to applicant consent. We are committed to reducing bias in the recruitment process and utilize a redacted application process, which is the practice of removing personally identifiable information from application materials, before the screening of applicants begins. This may include, but is not limited to, name, gender, age, address, dates (such as graduation dates), photos, references, links to personal webpages, supervisor names, and/or citizenship. Don't feel you meet every qualification? At the College of Letters & Science, we are dedicated to building a diverse, inclusive, and authentic workplace. If you're excited about this role, but your past experience doesn't align perfectly with every qualification, we still encourage you to apply. For questions on the position, contact: Stella Luong, [email protected] .

Stella Luong [email protected] 608-262-9966 Relay Access (WTRS): 7-1-1. See RELAY_SERVICE for further information.

Official Title:

Admin Asst Dir(AD037)

Department(s):

A48-COL OF LETTERS & SCIENCE/ADMINISTRATION/ADMIN

Employment Class:

Academic Staff-Renewable

Job Number:

The university of wisconsin-madison is an equal opportunity and affirmative action employer..

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Transport in Zvenigorod

Zvenigorod is located in 50km from Moscow and has very good transport connection with Moscow. 

   Zvenigorod Railway Station

Zvenigorod Railway Station is located far from the city centre. To get to the centre from the railway station, take bus No. 23 or No. 51. Or take a taxi - it cannot cost more that RUB250. 

  Zvenigorod Bus Station

There is no bus station in Zvenigorod and buses from Moscow terminate in the city centre at what is known as the Mayakovsky Quarter bus stop, stopping at Ulitsa Proletarskaya on the way there.

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