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Retail supervisors

Official title First-Line Supervisors of Retail Sales Workers (SOC 41-1011)

Also called Retail store manager, Store manager, Assistant store manager, Department manager retail, Store supervisor

In brief

In May 2025, BLS counted 1,121,800 US retail supervisors, with median pay of $48,520 a year. Of the BLS counts since 2021, the highest was 1,143,260, in May 2021, close to the May 2025 count. The earliest figure here is an estimate of 180,000 from 1900, not measured the same way as today's count. The last full technology era for retail supervisors: Self-checkout kiosk + workforce management software, 1986 to 2010.

What the sources say

Official outlook

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

BLS Employment Projections 2025-35

AI exposure studies

  • 40.5% of this job's tasks are exposed to large language models. Not a forecast of job losses. Eloundou and others, 2023
  • 0.28 estimated probability that the whole occupation could be computerised, over an unspecified number of years. Not a forecast of job losses. Frey and Osborne, 2013

Since the 2013 prediction

In 2013, Frey and Osborne put this job's probability of computerisation at 0.28. BLS counted 1,213,550 of these jobs in May 2013 and 1,121,800 in May 2025. The count moved sharply in one step, May 2020 to May 2021, when BLS changed how it estimates these counts, so no change is derived here.

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). Retail supervisors: jobs and pay since 1900 [Data set; data as of BLS OEWS May 2025; BLS Employment Projections 2025-35]. https://futurehistory.earth/timeline/41-1011

Chicago

Future History. "Retail supervisors: 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/41-1011.

BibTeX

@misc{futurehistory_41_1011, author = {{Future History}}, title = {Retail supervisors: jobs and pay since 1900}, year = {2026}, month = oct, howpublished = {\url{https://futurehistory.earth/timeline/41-1011}}, 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 Floor Captain / Department Head (department store era)
Known then as Store Manager / Branch Manager (chain-store founding era)
Known then as Store Manager / Department Manager (mass chain era)
Known then as Store Manager / Assistant Manager (big-box era)
Known then as Store Manager / Department Supervisor / Shift Manager (algorithmic-scheduling era)
Known then as First-Line Supervisors of Retail Sales Workers (BLS SOC 41-1011)
Known today as First-Line Supervisors of Retail Sales Workers (BLS SOC 41-1011)
Projected to still be called First-Line Supervisors of Retail Sales Workers (BLS SOC 41-1011)
Data from the May 2025 survey
US Employment
1.12M
Est.

Stated in source: BLS OEWS

Official statistic
Report an error
Median Annual Wage
$48,520
Est.

≈ $47,276 in 2024 prices (derived by us, CPI-adjusted)

Official statistic
Report an error
Beat · 1859

February 17, 1859: George Gilman and George Huntington Hartford found the Great Atlantic and Pacific Tea Company (A&P) in New York City, selling tea and coffee at a discount by buying direct from importers. A&P would eventually operate 15,000 US stores at its 1930 peak (one store for every 8,400 Americans) making it the largest retailer in the world. Every one of those stores required a salaried store manager. The A&P model proved that a standardized store format with a trained manager executing a prescribed procedure could scale without limit. It was the founding institutional proof of the first-line retail supervisor as a scalable unit of organization. A&P's final bankruptcy and closure of all stores came in November 2015, 156 years after its founding.

Beat · 1902

April 14, 1902: James Cash Penney opens his first store in Kemmerer, Wyoming, "The Golden Rule Store." By 1973, JCPenney would reach its peak of 2,053 US locations, each requiring a store manager, multiple department managers, and shift supervisors. The company's arc (from a single Wyoming store to America's third-largest department store chain to Chapter 11 bankruptcy on May 15, 2020) is a compressed history of the first-line retail supervisor's era of growth and contraction. The May 2020 bankruptcy, filed at the height of COVID-19 store closures, cost thousands of supervisory positions as approximately 175 locations closed through 2021.

Beat · 1962

Three discount retail chains open their first stores in 1962: a coincidence that would reshape American retail management for sixty years. Sam and Bud Walton open the first Wal-Mart Discount City in Rogers, Arkansas, on July 2. Kmart opens its first full-size store in Garden City, Michigan, on January 25. Target opens its first store in Roseville, Minnesota. These three chains collectively employed hundreds of thousands of store managers, assistant managers, and department supervisors at their peaks. The big-box format they perfected, a single very large store serving a regional market, created deeper management hierarchies than the earlier chain-store model: store manager, co-manager, assistant manager, department manager, team lead, shift supervisor. Each layer is an 41-1011 position. Walmart alone employed hundreds of thousands of people in supervisory retail roles by the 2000s.

Beat · 1977

October 31, 1977: Mark Ain founds Kronos Incorporated in Massachusetts. Kronos would become the dominant supplier of workforce management software to retail chains: Kronos Workforce Central, deployed in thousands of retail locations by the 2000s, algorithmically optimized staff schedules against predicted customer traffic and labor cost targets. The software transferred the scheduling decision from the store manager to an algorithm: rather than exercising judgment about who to schedule when, the supervisor's role became to implement and communicate a schedule the system had already determined. The loss of scheduling discretion was one of the most significant changes to the first-line retail supervisor's actual job content in the second half of the occupation's history. Kronos later merged with Ultimate Software to form UKG (Ultimate Kronos Group) in 2020.

Beat · 1986

July 1986: The world's first commercial self-checkout unit, built by CheckRobot Inc. of Deerfield Beach, Florida, is installed in a Kroger store near Atlanta, Georgia. The machine allows customers to scan and bag their own groceries and pay without a cashier. The technology was slow to spread (NCR's FastLane self-checkout launched in 1998; mainstream grocery adoption accelerated in the early 2000s) but when it arrived at scale it changed a core element of the first-line supervisor's job. Self-checkout lanes require supervision: someone must handle exception alerts, verify age for restricted items, manage the loss-prevention implications of unsupervised scanning, and provide customer assistance when the machine confuses. The supervisor of a self-checkout area manages four to eight lanes rather than four to eight cashiers: fewer direct reports, but a more technically complex oversight role.

Beat · 2017

In 2017 alone, more than 12,000 physical US retail stores close: the highest single-year count since systematic tracking began. Coresight Research documents the acceleration: 2019 brings 9,302 announced store closures. The decade from 2010 to 2020 sees Borders (2011, all locations), Sears (1,380 combined Kmart and Sears locations, 2013-2021), Toys R Us (all US locations, 2018), Payless ShoeSource (2,500 North American stores, 2019-2020), and dozens of other chains partially or fully liquidate. Each store closure eliminates one store manager position and three to ten department supervisor or shift manager positions. The aggregate supervisory employment loss from the retail apocalypse is not tracked by BLS as a separate category, but the 41-1011 employment trajectory, flat or slightly declining even as total US employment was growing strongly pre-COVID, reflects the closure wave directly.

Beat · 2023

August 2023: Bed Bath & Beyond liquidates all US and Canadian locations, 1,465 stores at peak, with all remaining locations closing in 2023 following its April 2023 Chapter 11 filing. The company had been a major employer of first-line retail supervisors: each store typically had a store manager, an assistant manager, and several department leads. Bed Bath & Beyond's failure follows a similar arc to Sears, Toys R Us, and Pier 1: each a company that had been a defining American retail brand for decades and had employed tens of thousands of salaried store supervisors before being hollowed out by e-commerce competition and debt-financed leveraged buyouts. The pattern raises a structural question the BLS employment matrix does not directly answer: when the chains that employed the most supervisors go bankrupt, do those workers find equivalent supervisory roles at surviving retailers, or do they exit the supervisory tier permanently?

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 retail supervisors? 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 41-1011 (First-line supervisors of retail sales workers): 1,419.8 thousand jobs in 2025, projected 1,367.4 thousand in 2035, a change of -52.5 thousand (-3.7%). Matrix employment counts all jobs in the occupation, including self-employed workers (21.1% of this occupation in 2025). The average for all occupations in this cycle is +3.5%.
Official statisticReport an error
How exposed is this work to AI (research measures)
Scores as published by each study. Each row says what it measures. These measure what AI could technically do, not forecasts of jobs lost.
Eloundou et al. (2023), "GPTs are GPTs"
2023 study · Share of tasks exposed to LLMs (β, human-rated)
40.5%
of tasks
What this measures

Published occupation-level exposure from the paper's occ_level.csv for O*NET-SOC 41-1011.00 First-Line Supervisors of Retail Sales Workers. Shown: human-rated β = 0.405, the share of the occupation's tasks an LLM could do in at least half the time at equal quality, counting tasks that need LLM-powered software at half weight (β = E1 + 0.5 × E2). Other published measures for this occupation: human-rated α (LLM alone) 0.162 and γ (all LLM-assisted) 0.649; GPT-4-rated β 0.486. This measures how much of the work an LLM could touch, not how many jobs disappear.

Official statisticReport an error
Frey & Osborne (2013), "The Future of Employment"
2013 study · Probability of computerisation (2013 model)
28%
probability
What this measures

Published appendix value for SOC 2010 41-1011 First-Line Supervisors of Retail Sales Workers: probability of computerisation 0.28, rank 233 of 702 (rank 1 is least computerisable). Frey and Osborne estimated in 2013, with a Gaussian-process classifier on O*NET variables, how likely the whole occupation is to be technically automatable over "some unspecified number of years, perhaps a decade or two". It is a probability for the occupation, not a share of tasks and not a forecast of jobs lost.

Official statisticReport an error
Today, in this role

What's changing day to day for retail supervisors

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

AI is sitting alongside you hereReview AI-generated daily sales performance dashboards from Square AI or Salesforce Commerce Cloud, scanning for anomalies in conversion rate, basket size, and per-associate productivity vs

Review AI-generated daily sales performance dashboards from Square AI or Salesforce Commerce Cloud, scanning for anomalies in conversion rate, basket size, and per-associate productivity vs. the prior-period baseline, identifying the root cause (staffing gap, product placement, training need, or demand shift), and briefing the opening shift team with one actionable focus area rather than just relaying the numbers.[9],[10],[7]

Where your edge is

AI generates the numbers; your value is the "so what." When the dashboard shows conversion dropped a few points on a Saturday afternoon, the useful response is not reporting the number to district: it's investigating whether the drop correlates with a specific associate's shift, a product-category gap, or a staffing-to-traffic mismatch. Supervisors who bring a diagnostic narrative to their weekly district call ("conversion was off because we were understaffed 2-4 PM Saturday and here's what I'm changing") are building the pattern-recognition skills that define strong store managers.

AI is sitting alongside you hereReview and approve AI-generated weekly labor schedules from Legion or UKG Dimensions AI, verifying that AI demand forecasts, skill-matrix rules, and labor-law compliance requirements are correctly applied, then overriding the schedule for human factors the AI cannot weight: accommodation requests, seniority-based preferences, associate performance concerns, and coverage gaps requiring direct coaching interventions.

Review and approve AI-generated weekly labor schedules from Legion or UKG Dimensions AI, verifying that AI demand forecasts, skill-matrix rules, and labor-law compliance requirements are correctly applied, then overriding the schedule for human factors the AI cannot weight: accommodation requests, seniority-based preferences, associate performance concerns, and coverage gaps requiring direct coaching interventions.[5],[11],[2]

Where your edge is

AI scheduling handles the mechanics: let it. Redirect the few hours it saves each week entirely to floor observation: watching associate interactions with customers, identifying coaching moments, and catching product knowledge gaps before they cost a sale. The schedule you approve should be a coaching instrument, not just a staffing grid, who you put where should reflect your development goals for each associate. Supervisors who use AI-freed time for coaching consistently post lower associate turnover rates, which is the metric district managers watch most closely (NRF 2025).

AI is sitting alongside you hereReview AI-generated inventory alerts from Simbe Tally shelf-scanning or NCR Voyix replenishment dashboards, investigating flagged out-of-stock and planogram-compliance exceptions, directing associates to restock or re-merchandise, signing off on count discrepancies above the automatic-correction threshold, and escalating systematic receiving or shrink discrepancies to the district manager.

Review AI-generated inventory alerts from Simbe Tally shelf-scanning or NCR Voyix replenishment dashboards, investigating flagged out-of-stock and planogram-compliance exceptions, directing associates to restock or re-merchandise, signing off on count discrepancies above the automatic-correction threshold, and escalating systematic receiving or shrink discrepancies to the district manager.[12],[13],[2]

Where your edge is

AI handles the routine scan-and-count cycle; your role is the exception layer and the "why." When Tally flags a persistent out-of-stock in a high-margin category, the valuable question is not "where is the product?" but "is this a receiving problem, a theft pattern, a planogram execution issue, or a demand signal worth escalating to buying?" Supervisors who bring that diagnostic thinking to inventory exceptions rather than just restocking the shelf are building the analytical skills that distinguish store-manager candidates from associate-level performers.

Where retail supervisors go next

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

What each move takes

A direction you could grow

General and Operations Managers

The most natural upward path for a retail supervisor with multi-department or multi-location experience is into a district manager, area manager, or general operations manager role, overseeing multiple store locations rather than one. The task overlap is direct: scheduling, inventory, personnel management, and performance coaching all transfer. The gap is in financial analysis, vendor relationship management, and the ability to drive strategy across a portfolio of sites rather than a single location. BLS projects steady demand for General and Operations Managers through the 2030s as retail chains restructure around AI-enabled store operations, and those managers who understand both the AI tools and the floor-level human dynamics (which is exactly the retail supervisor's vantage point) will be disproportionately valued. The path typically runs through an assistant manager role at a larger format store or a junior district role under mentorship.

What you'd add
  • · Multi-unit P&L management: reading and analyzing a combined profit-and-loss across 5-20 store locations, including margin analysis by category, payroll efficiency ratios, and shrink as a percentage of net sales
  • · Vendor and supplier relationship management: buyer conversations, promotional planning calendars, markdown authorization, and vendor-compliance documentation
  • · Microsoft Excel and Power BI or Tableau: building cross-store performance comparison dashboards and multi-period trend analyses beyond single-store POS outputs
  • · Recruiting at scale: sourcing and assessing store-manager candidates (not just associates), including structured interview techniques for management-level roles
  • · Retail real estate and lease basics: understanding how location economics (lease cost vs. sales productivity) influence the district P&L and capital allocation decisions
What it takesSome new skills to pick up
Tools of the era

How has the work of retail supervisors changed since 1858?

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

  • Hand ledger + floor walk (independent department-store floor supervision era)

    The department-store floor captain of the 1858–1900 era managed by presence: walking the floor, inspecting displays, correcting staff, and reporting to ownership with handwritten tallies of stock on hand, sales by department, and staffing issues. The tools were entirely analog: ledger books, sales slips in numbered carbon copy, and the supervisor's own memory of who had sold what and to whom. Macy's and Marshall Field's both pioneered the practice of departmentalizing a large floor by product category, each with its own head of department responsible for training, display standards, and customer complaints. This was the first institutional incarnation of the first-line retail supervisor as a distinct paid management role, separate from the owner and above the floor clerk.

  • Chain-store multiplication (Woolworth 1879, A&P 1859 → 15,000 stores by 1930)

    The chain-store era created the first-line retail supervisor as a scalable organizational unit. F.W. Woolworth opened his first successful five-and-dime in Lancaster, Pennsylvania, on June 21, 1879; by 1912 he had merged hundreds of stores into one corporate entity. The chain model worked precisely because it could reduce the complexity of running a store to a set of procedures that a trained manager could execute without the owner present. The supervisor was the system's enforcement mechanism: make sure the planogram is followed, the prices are correct, the staff is trained, and the shrinkage is under control. The mechanical cash register (NCR, from 1884) gave supervisors a transaction-by-transaction audit trail for the first time; end-of-day cash reconciliation became a core supervisory responsibility.

    Effect on the work

    The chain-store model industrialized retail management, creating the largest category of salaried management workers in the US economy, eventually exceeding 1 million people by the early 1980s.

  • Big-box retail format (Walmart, Kmart, Target: all founded 1962)

    July 2, 1962: Sam and Bud Walton opened the first Wal-Mart Discount City in Rogers, Arkansas. January 25, 1962: Kmart opened its first full-size store in Garden City, Michigan, eventually reaching 2,486 stores globally at peak. The same year, the first Target opened in Roseville, Minnesota. The big-box format transformed the first-line supervisor's job: instead of managing a compact storefront with several employees, the store manager of a 100,000-square-foot mass-merchandise store oversaw more than a hundred employees, multiple department supervisors, and several million dollars in annual inventory turnover. The management hierarchy deepened: store manager → assistant store manager → department manager → shift supervisor, each a distinct salaried position. JCPenney, which reached 2,053 stores by 1973, and Sears, which operated hundreds of department-store locations through the 1970s, created large middle-management ladders with career paths from floor supervisor to district manager to regional VP.

    Effect on the work

    Big-box expansion created the largest wave of first-line retail supervisor hiring in US history, roughly tripling the workforce of salaried retail managers between 1960 and 1990.

  • Self-checkout kiosk (CheckRobot / Kroger 1986; NCR FastLane 1998) + workforce management software (Kronos, founded 1977)

    The world's first commercial self-checkout unit was installed in a Kroger store near Atlanta, Georgia, in July 1986, built by CheckRobot Inc. of Deerfield Beach, Florida. NCR introduced its FastLane self-checkout system in 1998. By the early 2000s, Home Depot, Walmart, and Target were all deploying self-checkout lanes at scale. Self-checkout changed the first-line supervisor's job in a specific way: it reduced the number of cashiers on a shift (which had been the most headcount-intensive part of a retail floor) while adding a new oversight responsibility, supervising the self-checkout area, handling exceptions, managing theft (shrinkage under self-checkout is higher than staffed lanes), and intervening for age-restricted purchases. Kronos Incorporated (founded October 31, 1977, by Mark Ain) had by the 1990s and 2000s become the dominant provider of workforce management software, Kronos Workforce Central, to major retail chains. The software took scheduling discretion away from the department supervisor: rather than the manager deciding who worked which shift based on familiarity with their team, an algorithm optimized schedules by predicted traffic, labor cost targets, and skills matrices. The supervisor became the implementer of a schedule the algorithm had already decided.

    Effect on the work

    Algorithmic scheduling compressed a historically significant source of supervisory authority, the ability to set the schedule, into a ratification role, while self-checkout compressed the floor headcount that justified each supervisory position. Both trends worked against employment growth in the occupation even as the store count was still rising.

  • Retail apocalypse: e-commerce displacement + mass bankruptcy wave (Sears 2018, Toys R Us 2018, Borders 2011)

    By 2017, more than 12,000 physical US retail stores closed in a single year: the most since systematic tracking began. The retail apocalypse was not a single event but a decade-long structural shift as e-commerce (led by Amazon) captured an accelerating share of retail spending, eliminating the store-count growth that had sustained first-line supervisor employment for a century. Sears Holdings closed more than a thousand combined Kmart and Sears locations between 2013 and 2021, eliminating a proportional number of store manager and department supervisor positions. Toys R Us liquidated all US locations in 2018. Borders closed all its bookstores in 2011. Bed Bath & Beyond went bankrupt and liquidated all US and Canadian locations in 2023. JCPenney filed for Chapter 11 on May 15, 2020 and closed more than a hundred stores through 2021. Each store closure eliminated one store manager position and several department supervisor or shift manager positions. The "retail apocalypse" term understates the supervisory employment loss because store managers are counted separately in BLS data and many were not captured in public reporting focused on floor-staff layoffs.

    Effect on the work

    The 2010-2024 store-closure wave directly eliminated hundreds of thousands of first-line supervisor positions at failing chains, offsetting growth at Walmart, Amazon (which has physical stores), Target, and warehouse-club formats. Net employment in 41-1011 declined from a pre-COVID level of about 1.17 million (2019) to about 1.11 million (2024).

  • COVID bifurcation + AI-assisted inventory + loss-prevention technology (2020 onward)

    The COVID-19 pandemic bifurcated retail in a way that directly shaped 41-1011: essential retail (grocery, pharmacy, home improvement, warehouse clubs) saw demand surge and required emergency supervisory capacity; nonessential retail (apparel, footwear, home furnishings, specialty stores) shuttered for weeks or months, furloughing or laying off supervisors and floor staff simultaneously. The pandemic accelerated several supervisor-relevant technology shifts: contactless payment (making self-checkout faster and more consumer-acceptable), AI-assisted inventory management (automating restock decisions that had previously been a core supervisor judgment call), and computer-vision loss-prevention systems (Sensormatic, Verkada, and others deploying ceiling cameras with AI detection to flag shoplifting in real time, reducing the manual surveillance burden on shift supervisors). The net COVID effect was a temporary drop in employment followed by a partial recovery as reopening demand normalized, but the permanent legacy was a smaller floor-staff headcount per store, meaning each supervisor manages fewer direct reports than pre-2020.

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First-Line Supervisors of Retail Sales Workers employment and pay by year

On record since1858
Latest US employment1,121,800 (May 2025)Source: BLS OEWS May 2025Official statisticReport an error
Latest US median pay$48,520 (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 62010)

    Employment, 2020
    61,520, Statistics Canada Census 2021 Official statistic Report an errorStatistics Canada Census of Population 2021: number of persons with employment income in NOC 62010 Retail sales supervisors, 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$42,800, Statistics Canada Census 2021 Official statistic Report an errorStatistics Canada Census of Population 2021 (Table 98-10-0586): median employment income for NOC 62010 Retail sales supervisors, Canada, reference year 2020, full-year full-time workers (the basis comparable to the US OEWS full-time median). Statistics Canada Open Licence.
View all 28 years of cited US data, each linked to its source
YearUS employmentAnnual pay (median unless marked)SourceReport
1900180,000n/aEst., IPUMS USA Researched contextReport
1930400,000n/aEst., Wikipedia Researched contextReport
1960600,000n/aEst., IPUMS USA Researched contextReport
19831,000,000$19,000BLS CPS 2002 Researched contextReport
20001,269,870$27,510BLS OEWS 2000 Official statisticReport
20031,175,310$30,680BLS OEWS May 2003 Official statisticReport
20041,087,830$32,720BLS OEWS May 2004 Official statisticReport
20051,083,890$32,840BLS OEWS May 2005 Official statisticReport
20061,111,740$33,960BLS OEWS May 2006 Official statisticReport
20071,156,540$34,470BLS OEWS May 2007 Official statisticReport
20081,186,270$35,310BLS OEWS May 2008 Official statisticReport
20091,163,040$34,900BLS OEWS May 2009 Official statisticReport
20101,172,070$35,820BLS OEWS May 2010 Official statisticReport
20111,197,390$36,480BLS OEWS May 2011 Official statisticReport
20121,214,170$36,820BLS OEWS May 2012 Official statisticReport
20131,213,550$37,200BLS OEWS May 2013 Official statisticReport
20141,199,770$37,860BLS OEWS May 2014 Official statisticReport
20151,193,850$38,310BLS OEWS May 2015 Official statisticReport
20161,194,220$39,040BLS OEWS May 2016 Official statisticReport
20171,200,180$38,550BLS OEWS May 2017 Official statisticReport
20181,181,530$39,630BLS OEWS May 2018 Official statisticReport
20191,171,900$40,350BLS OEWS May 2019 Official statisticReport
20201,063,110$41,580BLS OEWS May 2020 Official statisticReport
20211,143,260$39,230BLS OEWS May 2021 Official statisticReport
20221,097,160$45,250BLS OEWS May 2022 Official statisticReport
20231,087,890$46,730BLS OEWS May 2023 Official statisticReport
20241,113,160$47,320BLS OEWS May 2024 Official statisticReport
20251,121,800$48,520BLS OEWS May 2025 Official statisticReport
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