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Property managers

Official title Property, Real Estate, and Community Association Managers (SOC 11-9141)

Also called Real estate manager, Community association manager, HOA manager, Condo manager, Apartment manager

In brief

In May 2025, BLS counted 311,180 US property managers, with median pay of $69,990 a year. Of the BLS counts since 2003, the May 2025 count is the highest. The earliest figure here is an estimate of 30,000 from 1900, not measured the same way as today's count. The last full technology era for property managers: Algorithmic rent pricing, 2012 to 2022. Algorithmic pricing eliminated a distinct administrative specialty at larger firms: the revenue management analyst who previously spent days each week on manual pricing analysis.

What the sources say

Official outlook

BLS projects employment to grow 3.7% from 2025 to 2035.

BLS Employment Projections 2025-35

Data as of BLS OEWS May 2025; BLS Employment Projections 2025-35. BLS publishes these counts as yearly survey snapshots and cautions against reading them as a precise trend. In May 2021 BLS changed how it estimates these counts (a model-based method using three years of survey data) and moved fully to the 2018 occupation codes, so part of a change across 2021 can come from the method rather than the work.

Last updated .

Cite this page
APA

Future History. (2026, October 11). Property managers: jobs and pay since 1900 [Data set; data as of BLS OEWS May 2025; BLS Employment Projections 2025-35]. https://futurehistory.earth/timeline/11-9141

Chicago

Future History. "Property managers: jobs and pay since 1900." Data as of BLS OEWS May 2025; BLS Employment Projections 2025-35. Last modified October 11, 2026. https://futurehistory.earth/timeline/11-9141.

BibTeX

@misc{futurehistory_11_9141, author = {{Future History}}, title = {Property managers: jobs and pay since 1900}, year = {2026}, month = oct, howpublished = {\url{https://futurehistory.earth/timeline/11-9141}}, note = {Last updated 2026-10-11. Data as of BLS OEWS May 2025; BLS Employment Projections 2025-35}, }

The access date is today's date on your device.

drag to travel through time
187519001925195019752000now
Country
2026
Known then as Agent / Building Agent / Real Estate Agent (undifferentiated)
Known then as Property Agent / Building Manager / Caretaker Manager
Known then as Real Estate Manager / Property Manager (IREM era)
Known then as Property Manager / Community Association Manager (HOA era)
Known then as Property, Real Estate, and Community Association Managers (BLS SOC 11-9141)
Known today as Property, Real Estate, and Community Association Managers (BLS SOC 11-9141)
Projected to still be called Property, Real Estate, and Community Association Managers (BLS SOC 11-9141)
Data from the May 2025 survey
US Employment
311K
Est.

Stated in source: BLS OEWS

Official statistic
Report an error
Median Annual Wage
$69,990
Est.

≈ $68,196 in 2024 prices (derived by us, CPI-adjusted)

Official statistic
Report an error
Beat · 1933

IREM was founded in Chicago on July 10, 1934 (organized in 1933 at a National Association of Real Estate Boards meeting) by 14 practitioners responding to the Depression-era real estate management crisis. Thousands of buildings had been transferred to lenders who needed professional managers; the absence of any ethical standard or competency baseline had caused serious losses. IREM's founding represented the first collective assertion that property management was a profession with enforceable obligations, not simply a service anyone could offer.

Beat · 1938

IREM awarded the first CPM (Certified Property Manager) designations, establishing a credential-based pathway to professional recognition. The CPM remains the most respected credential in the field 85 years later. IREM introduced the AMO (Accredited Management Organization) accreditation for firms in 1945, completing the individual-and-firm credential structure.

Beat · 1963

The FHA's decision to approve mortgage insurance for condominiums and HOA-governed subdivisions was the regulatory trigger for the community association management profession. Within four years all 50 states had condominium property acts. The number of HOA communities grew from fewer than 500 in 1962 to 10,000 by 1970 and over 100,000 by 1980, creating a new and rapidly growing segment of the property manager market.

Beat · 1968

The Fair Housing Act of 1968 fundamentally altered the legal obligations of property managers, prohibiting discrimination on the basis of race, color, religion, sex, and national origin. The 1988 amendments added disability and familial status, and the disability provision introduced the reasonable-accommodation obligation that is now among the most legally complex and practically demanding daily tasks for property managers. Non-compliance exposes managers to HUD investigations and private civil suits with potentially large damages awards.

Beat · 1973

The Community Associations Institute was founded in 1973 through a joint effort of the Urban Land Institute, HUD, NAHB, the US League of Savings Institutions, and a coalition of developers and community association professionals. CAI created the educational framework, ethical standards, and credentialing system (CMCA, AMS, PCAM) that formalized the HOA management profession separately from multifamily residential management.

Beat · 1987

NARPM (National Association of Residential Property Managers) was founded in Dallas in 1987, establishing a professional organization specifically for single-family and small residential portfolio managers who found IREM's commercial focus less relevant. NARPM's founders identified the personal computer as the transformative tool that had made single-family property management a viable career for the first time: software-enabled accounting allowed a single manager to handle 100+ single-family homes in a way that had previously been impractical.

Beat · 2024

The DOJ filed an antitrust complaint against RealPage in August 2024, alleging that its YieldStar algorithmic pricing platform facilitated unlawful price coordination among competing apartment landlords by sharing nonpublic competitor pricing data. The complaint is the most significant regulatory event in the property management industry in decades, and it highlights how thoroughly algorithmic pricing has penetrated large-scale multifamily management. The legal outcome will shape how property managers use AI pricing tools for years.

How to read this number

OEWS is a point-in-time survey snapshot, not a continuous time series; BLS advises against using it for year-over-year trend comparison.

Each dot is a cited figure over time; the dotted line only links them (values between aren't measured). Hollow dots are estimates.

Official statistic: Copied by a script from a statistics agency table or a published study's table, not retyped by hand. BLS figures and the forecast and exposure tables are also re-checked against that table on every data run. Researched context: Researched from the cited source rather than copied from it by a script, so it is not machine-checked yet. Spot a mistake? Each figure has a “Report an error” link.

Cited forecasts · present → 2035

Will AI replace property managers? What the research says

Each figure is stated by the named source; we publish no forecasts of our own. Where sources disagree, we show the disagreement rather than an average.

Each figure is stated by the named source; we publish no forecasts of our own. Where sources disagree, the spread is the honest signal.

What published forecasts say
Forecast change in the number of people doing this work, as published by each named source. Bars share one scale on every role, centred on zero and reaching the end at ±30%. Grey marks a small change, 3% or less either way.
BLS Employment Projections 2025-35
→ 2035
+3.7%
BLS National Employment Matrix, 2025-35 cycle, line for SOC 11-9141 (Property, real estate, and community association managers): 460.4 thousand jobs in 2025, projected 477.6 thousand in 2035, a change of +17.1 thousand (+3.7%). Matrix employment counts all jobs in the occupation, including self-employed workers (31.3% of this occupation in 2025). The average for all occupations in this cycle is +3.5%.
Official statisticReport an error
Today, in this role

What's changing day to day for property managers

Three parts of your work where AI is already doing real lifting, and what stays yours.

AI is sitting alongside you hereManage AI-assisted leasing inquiries, prospect nurturing, and tour scheduling: configure and oversee AI leasing assistants (Meet Elise, Funnel Leasing, BetterBot) to handle 100% of initial inbound prospect contact via text, email, and chat 24/7

Manage AI-assisted leasing inquiries, prospect nurturing, and tour scheduling: configure and oversee AI leasing assistants (Meet Elise, Funnel Leasing, BetterBot) to handle 100% of initial inbound prospect contact via text, email, and chat 24/7; review AI-generated conversation transcripts and conversion reports weekly; intervene for prospects who require lease exception approvals, co-signer situations, or income-qualification discussions that fall outside the AI's configured parameters. NMHC (2025) reports 63% of multifamily operators have deployed or are piloting AI leasing assistants; average time-to-first-response dropped from 4+ hours to under 60 seconds.[3],[11],[12]

Where your edge is

AI leasing assistants now handle initial qualification and tour scheduling for most properties: this layer of work is largely automated. Your value concentrates at the point where prospects become applicants: the in-person or video tour where you demonstrate the community's culture and amenities, the lease-signing consultation where you walk a first-time renter through their rights and obligations, and the difficult conversations about income qualification or cosigner requirements where a human relationship determines whether the prospect commits or walks. Build your personal conversion skills for these high-touch moments; AI handles the volume, you handle the close.

AI is sitting alongside you hereSet and manage unit rental pricing using AI revenue management platforms: configure RealPage YieldStar, AppFolio Smart Pricing, or Yardi RentMaximizer to generate daily unit-level rent recommendations based on real-time occupancy, lease-expiration exposure, and competitive-market comp data

Set and manage unit rental pricing using AI revenue management platforms: configure RealPage YieldStar, AppFolio Smart Pricing, or Yardi RentMaximizer to generate daily unit-level rent recommendations based on real-time occupancy, lease-expiration exposure, and competitive-market comp data; review and override AI-suggested pricing for units with unusual condition, view, or location factors; monitor occupancy and revenue performance against budget weekly; adjust pricing strategy parameters in response to lease-up velocity signals. Note: the DOJ antitrust complaint (Aug 2024) against RealPage alleging that algorithmic pricing among competing landlords constitutes unlawful coordination carries regulatory risk for platform-managed pricing strategies.[13],[4],[9]

Where your edge is

AI pricing platforms generate significantly better occupancy-weighted revenue than manual pricing in most market conditions: properties on algorithmic pricing outperform peers on gross potential rent (RealPage case studies, 2024). Your responsibility is the governance layer: understanding what the AI is optimizing for and when to override it. Override triggers include: units with condition deficiencies the AI cannot see, micro-neighborhood dynamics not in the comp set, strategic lease-expiration bunching that creates seasonal vacancy risk, and any pricing posture your counsel flags as legally exposed given evolving antitrust enforcement. The DOJ complaint against RealPage is a live professional risk to monitor.

AI is sitting alongside you hereMarket vacant units and commercial spaces using AI-enhanced listing and content tools: use AppFolio, Buildium, or Yardi to auto-syndicate vacancy listings to ILS platforms (Zillow, Apartments.com, Craigslist, Facebook Marketplace) on a single-entry workflow

Market vacant units and commercial spaces using AI-enhanced listing and content tools: use AppFolio, Buildium, or Yardi to auto-syndicate vacancy listings to ILS platforms (Zillow, Apartments.com, Craigslist, Facebook Marketplace) on a single-entry workflow; use ChatGPT or Canva Magic Studio to generate AI-drafted listing descriptions and property social media content; monitor lead volume, inquiry-to-tour conversion rates, and days-on-market analytics by unit type to identify underperforming listings and adjust marketing spend or pricing.[3],[5]

Where your edge is

AI listing syndication and content generation has commoditized the production layer of vacancy marketing: every operator with a property management platform can auto-post to many ILS platforms in one click and generate an AI listing description in seconds. Your differentiation now comes from the marketing strategy layer: which platforms generate qualified leads for your property type and price point, what photography and video investment pays back in faster lease-up, and how to use resident-referral programs and social proof to reduce ILS dependence. Build unit-level marketing analytics: cost-per-lead by channel, inquiry-to-tour conversion, and tour-to-application conversion. Operators who measure these numbers optimize them; operators who only count days-on-market react too slowly.

Get started with these tools

Where property managers go next

Natural next steps for someone with your foundation: not exits, evolutions.

What each move takes

A direction you could grow

Construction Managers

Property managers who regularly oversee capital improvement projects (roof replacements, HVAC upgrades, parking lot resurfacing, building envelope repairs) develop project management skills, vendor relationship networks, and technical vocabulary that are transferable to construction management. This is a meaningful career pivot upward in complexity and compensation but requires substantial additional technical development. The construction manager role carries non-delegable OSHA safety accountability, multi-party subcontract management, and complex BIM/scheduling tool fluency that most property managers have not developed. Best suited for managers who have successfully managed multiple large capital projects, have developed contractor relationships, and are willing to invest in a construction management certification program.

What you'd add
  • · Construction Management Professional (CMP) or Construction Manager in Training (CMIT) credential through CMAA, or Associate Constructor (AC) / Certified Professional Constructor (CPC) through AIC
  • · CPM scheduling: Microsoft Project, Primavera P6, or Smartsheet for multi-trade critical-path schedule development and management
  • · Construction contract fundamentals: AIA A101/A201 contract structures, GC/subcontractor bid evaluation, change order pricing and negotiation
  • · OSHA 30-hour construction safety certification and OSHA 300 recordkeeping requirements
  • · Construction document literacy: reading architectural, structural, MEP, and civil drawings to verify scope, specifications, and installation compliance
What it takesA real upskill, but a natural one
Tools of the era

How has the work of property managers changed since 1860?

The tools that defined the work, one line per era. Select an era to see how it reshaped the work.

  • Ledger book and personal relationship (pre-professional era)

    The property manager of the late 19th and early 20th century operated with no specialized tools: a rent ledger, a key log, and a personal relationship with owners and tenants. Rent collection was done in person or by mail; repairs were contracted through personal vendor relationships; tenant disputes were resolved by negotiation. The "office" for most managers was a desk in a broker's office or the building superintendent's apartment. The entire information system of a portfolio existed in the manager's memory and a handwritten ledger. The formation of IREM in 1933 was partly a response to the fragility of this model: when Depression-era defaults transferred hundreds of buildings to banks and insurance companies, the absence of standardized records made managing those portfolios chaotic.

  • Standardized lease forms, IREM management plans, and CPM certification (1938)

    The formation of IREM in 1933 and the award of the first CPM designations in 1938 introduced the property management plan as the profession's core analytical tool: a written document summarizing a property's physical condition, market position, income and expense history, and recommended operating strategy. The management plan transformed property management from a service delivered through personal loyalty into one governed by documented analysis. Standardized lease forms, developed through IREM and regional bar associations, replaced bespoke landlord-drafted agreements and reduced the legal inconsistency that had created mass defaults. These tools were not technological in the electronic sense, but they were the first information standards to govern the occupation.

    Effect on the work

    Professionalization via IREM credentials raised the barrier to practice and concentrated portfolio management in larger, more accountable firms. The CPM credential became the professional gold standard and remains so today, with IREM reporting thousands of active CPMs globally.

  • HOA governance frameworks and condominium law (FHA 1963, CAI 1973)

    The Federal Housing Administration's 1963 decision to approve mortgage insurance for condominiums and HOA-governed subdivisions was the single regulatory event that created the community association management profession. Within four years, every state had adopted a condominium property act. By 1970 an estimated 10,000 community associations existed. The Community Associations Institute was founded in 1973 through a joint effort of the Urban Land Institute, HUD, NAHB, and developer coalitions specifically to develop professional standards for this new category of management. The tools of the early HOA era were governing documents (CC&Rs, bylaws, rules and regulations), reserve study methodology, and meeting facilitation protocols: a governance information system rather than a technical one.

    Effect on the work

    The HOA explosion created a new category of property management employment that by 2000 accounted for roughly a quarter of all SOC 11-9141 workers. By 2019-2020, CAI reported tens of millions of Americans (a sizeable share of the US population) living in community associations.

  • Property management accounting software (MRI 1971, Yardi 1984, RealPage 1998)

    MRI Software was founded in 1971 and Yardi Systems in 1984, both initially as property accounting platforms for commercial operators. The computerization of general ledger, accounts payable, and rent-roll management replaced the handwritten ledger system that had been standard since the 19th century. For residential property managers, the personal computer transformed single-family portfolio management from a part-time activity into a viable career: NARPM noted that the PC was the direct catalyst for the formation of its membership in the late 1980s, enabling standardized accounting across portfolios of more than a hundred single-family homes. By the mid-1990s, Yardi Voyager and MRI dominated commercial property management; the web-based platforms AppFolio (2006) and Buildium (2004) extended the same functionality to small residential operators who previously ran portfolios on spreadsheets.

    Effect on the work

    Property management software enabled each manager to handle substantially larger portfolios: where a manual-ledger manager might oversee many units, software-enabled managers in the 1990s-2000s routinely managed hundreds of units with the same staffing. This productivity gain contributed to employment growing more slowly than the managed unit count would have predicted.

  • Fair Housing Act compliance systems and tenant screening (FHA 1968, amended 1988)

    The Fair Housing Act of 1968 prohibited housing discrimination on the basis of race, color, religion, sex, and national origin. Congress expanded the law in 1988 to add disability and familial status as protected classes, and the 1988 amendment introduced the reasonable-accommodation obligation that is now one of the most legally consequential daily tasks property managers perform. From 1988 onward, compliance systems became a core part of the profession's toolkit: written rental criteria, consistent adverse-action documentation, annual Fair Housing training, and tenant-screening tools that applied uniform criteria. The emergence of national tenant screening platforms (TransUnion SmartMove, RentGrow, SafeRent) in the 1990s-2000s gave property managers standardized credit and background reports that replaced ad hoc personal investigations, reducing both processing time and Fair Housing liability.

  • Web-based property management platforms and online leasing (AppFolio 2006, Buildium 2004, online rent pay)

    The mid-2000s saw the first wave of cloud-based property management platforms designed for small and mid-size operators: Buildium was founded in 2004, AppFolio in 2006. These platforms moved property accounting, maintenance tracking, and tenant communications to the web, enabling managers to work from any location and providing owner portals that gave property owners real-time financial visibility without requiring monthly mailed reports. Online rent payment, introduced by Yardi and AppFolio in the mid-2000s, began shifting rent collection from in-person or mailed checks to ACH bank transfers, reducing the time managers spent processing payments. Internet Listing Services (Zillow, Apartments.com, Craigslist) transformed vacancy marketing: a unit that previously required newspaper advertising and phone-based inquiries now generated online leads automatically. These changes raised the baseline competence expectation: a property manager who could not operate web-based software was increasingly uncompetitive.

  • Algorithmic rent pricing (RealPage YieldStar, Yardi RentMaximizer)

    RealPage's YieldStar platform, commercialized around 2012, introduced algorithmic revenue management to multifamily property management. Drawing on occupancy data, lease-expiration schedules, and competitive-market pricing from thousands of properties simultaneously, YieldStar generated daily unit-level rent recommendations that replaced the weekly or monthly manual pricing reviews that had been standard practice. Yardi RentMaximizer offered a competing product. By 2020 a substantial share of large multifamily operators had adopted algorithmic pricing. The DOJ filed an antitrust complaint against RealPage in August 2024, alleging that sharing pricing data among competing landlords via a common platform constituted unlawful coordination under the Sherman Act. The DOJ complaint is itself evidence of how thoroughly algorithmic pricing had penetrated the industry: the government's concern was not that the technology existed but that adoption was so widespread it was affecting market-level rents.

    Effect on the work

    Algorithmic pricing eliminated a distinct administrative specialty at larger firms: the revenue management analyst who previously spent days each week on manual pricing analysis. At companies with thousands of units, this was a few FTE positions per portfolio. The property manager's role shifted from pricing decision-maker to pricing governance: reviewing, overriding, and interpreting AI recommendations.

  • AI leasing assistants, AI maintenance routing, and AI financial reporting (Meet Elise 2021, PropertyMeld, AppFolio Realm-X 2024)

    The 2021-2026 AI wave in property management is the most rapid transformation in the occupation's tool history. AI leasing chatbots (Meet Elise, Funnel Leasing, BetterBot) now handle nearly all initial prospect inquiries 24/7, cutting time-to-first-response; NMHC reported in 2025 that 63% of multifamily operators had deployed or were piloting AI leasing assistants. AppFolio Realm-X (launched 2024) drafts monthly owner financial reports from ledger data. The combined effect is that most of the administrative workload that had defined the daily routine of a property manager, answering prospect inquiries, triaging maintenance calls, generating monthly reports, is now handled by software. The occupation is bifurcating: managers who adopt these tools manage portfolios 30-40% larger than their pre-AI peers (AppFolio case studies, 2025); managers who have not adapted face competitive pressure from AI-enabled operators.

    Effect on the work

    The NMHC 2025 AI in Multifamily report documented active deployment across leasing, maintenance, and financial reporting. The net employment effect through 2025 has been modest in headcount terms (employment reached 296,640 in 2024, still growing) but portfolio-per-manager ratios have risen substantially at adopting firms. The occupational equilibrium is: fewer administrative-track property management roles, more AI-governance and relationship-management roles at higher portfolio sizes per person.

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Property, Real Estate, and Community Association Managers employment and pay by year

On record since1860
Latest US employment311,180 (May 2025)Source: BLS OEWS May 2025Official statisticReport an error
Latest US median pay$69,990 (May 2025)Source: BLS OEWS May 2025Official statisticReport an error
Outlook+3.7% by 2035Source: BLS Employment Projections 2025-35Official statisticReport an error

In other countries

The latest figure each country's statistics agency publishes for this job. Each uses its own occupation definition, survey basis and currency, so the numbers are not directly comparable with each other or with the US figures.

  • Canada (NOC 13101)

    Employment, 2020
    39,720, Statistics Canada Census 2021 Official statistic Report an errorStatistics Canada Census of Population 2021: number of persons with employment income in NOC 13101 Property administrators, Canada, reference year 2020. A recipients basis (anyone with employment income during the year), slightly broader than a point-in-time employed count. Statistics Canada Open Licence.
    Median pay, 2020
    C$55,200, Statistics Canada Census 2021 Official statistic Report an errorStatistics Canada Census of Population 2021 (Table 98-10-0586): median employment income for NOC 13101 Property administrators, Canada, reference year 2020, full-year full-time workers (the basis comparable to the US OEWS full-time median). Statistics Canada Open Licence.

  • United Kingdom (UK SOC 1251)

    Employment, 2025
    118,000, ONS ASHE 2025 Official statistic Report an errorONS Annual Survey of Hours and Earnings (Table 14): employee jobs in SOC 1251 Property, housing and estate managers, United Kingdom, 2025 (ASHE "number of jobs", thousands x1000; excludes self-employment). Open Government Licence v3.0.
    Median pay, 2025
    £41,115, ONS ASHE 2025 Official statistic Report an errorONS Annual Survey of Hours and Earnings (Table 14.7a): median gross annual pay for all employee jobs in SOC 1251 Property, housing and estate managers, United Kingdom, 2025. Open Government Licence v3.0.

  • Australia (ANZSCO 6121)

    Employment, 2025
    106,500, ABS Labour Force Survey Official statistic Report an errorABS Labour Force Survey (Detailed), table EQ08: employed persons in ANZSCO 6121 Real Estate Sales Agents, national (summed across sex and state/territory), annual average of 4 quarterly estimates.
    Median pay, 2025
    A$78,208, ABS Employee Earnings May 2025 Official statistic Report an errorAnnualised (x52) from A$1,504 median weekly earnings. ABS Survey of Employee Earnings and Hours, May 2025: median pay for full-time non-managerial employees paid at the adult rate, before tax. Surfaced via the Jobs and Skills Australia occupation profile.
View all 30 years of cited US data, each linked to its source
YearUS employmentAnnual pay (median unless marked)SourceReport
190030,000n/aEst., McKissock Learning Researched contextReport
193360,000n/aEst., Institute of Real Estate Management Researched contextReport
1960120,000$5,200Est., Associa (employment) Researched contextEst., University of Missouri Libraries (pay) Researched contextReport
1980220,000n/aEst., Community Associations Institute Researched contextReport
1990n/a$21,800BLS CPS 1990 Researched contextReport
1999n/a$36,235Census 2000 Researched contextReport
2000145,340$36,020BLS OEWS 2000 Official statisticReport
2003156,120$38,400BLS OEWS May 2003 Official statisticReport
2004159,980$39,980BLS OEWS May 2004 Official statisticReport
2005154,230$41,900BLS OEWS May 2005 Official statisticReport
2006156,880$43,070BLS OEWS May 2006 Official statisticReport
2007159,660$43,670BLS OEWS May 2007 Official statisticReport
2008159,700$46,130BLS OEWS May 2008 Official statisticReport
2009150,850$48,460BLS OEWS May 2009 Official statisticReport
2010147,110$51,480BLS OEWS May 2010 Official statisticReport
2011152,380$52,510BLS OEWS May 2011 Official statisticReport
2012159,570$52,610BLS OEWS May 2012 Official statisticReport
2013165,960$53,200BLS OEWS May 2013 Official statisticReport
2014171,140$54,270BLS OEWS May 2014 Official statisticReport
2015174,410$55,380BLS OEWS May 2015 Official statisticReport
2016180,290$57,040BLS OEWS May 2016 Official statisticReport
2017186,720$58,670BLS OEWS May 2017 Official statisticReport
2018202,550$58,340BLS OEWS May 2018 Official statisticReport
2019220,750$58,760BLS OEWS May 2019 Official statisticReport
2020219,800$59,660BLS OEWS May 2020 Official statisticReport
2021234,680$59,230BLS OEWS May 2021 Official statisticReport
2022261,120$60,670BLS OEWS May 2022 Official statisticReport
2023284,120$62,850BLS OEWS May 2023 Official statisticReport
2024296,640$66,700BLS OEWS May 2024 (employment) Official statisticBLS OEWS May 2024 (pay) Official statisticReport
2025311,180$69,990BLS OEWS May 2025 Official statisticReport
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