Whether you plan to take a briefcase, tool belt, laptop, stethoscope or sack lunch to work - the emerging 21st Century labor market requires nearly everyone to acquire an assortment of skills they can carry with them throughout their working lives. Employers increasingly demand workers who can learn new tools, upgrade old skills and adapt their work habits to meet changing economic conditions or the unexpected events that routinely challenge business-as-usual attitudes. Business is anything but usual in the context of an emerging global economy. Many employers struggle to understand and cope with its effects. More businesses relocate to increase profits or gain access to new markets. Workers relocate, too, or commute long distances to keep their jobs or increase their wages. New technologies challenge how employees traditionally have carried out their work. The demands of work and home life often intertwine and conflict. For example, more people work from their homes, while others rely heavily on day cares, schools and family support to balance their need to work with other needs and desires. For all of these reasons, career planning becomes more important.

Wyoming's workforce is also changing. A recent analysis of employment patterns shows that only 8.3 percent of all Wyoming workers stayed with the same employer for a minimum of six years.¹ In other words, more than 90 percent of Wyoming's workers changed jobs at least once in a six-year period. In 1997, for every 100 people employed, Wyoming firms had to find replacements for nine employees; thus, responding to an employee turnover rate of 9.0 percent.² Also, in 1996, 14.2 percent of Wyoming workers held multiple jobs.³ These measures demonstrate the need for workers to develop more than one interest and be adaptable. People must train themselves to be ready for brand new challenges, even while they commit themselves to securing the stepping-stone positions supporting their journey toward their preferred, long-term career objectives.

For a moment, consider how technological change has affected the local librarian, restaurant owner, coal miner or business teacher. Today, even a musician - someone with a well-developed, specialized talent - needs to know more than how to play a guitar or flute. A musician must learn how the instrument interacts with sound and recording equipment, how to interpret musical scores written by others and communicate differences in interpretation, how to negotiate contracts and market talents or services in a highly competitive industry, and, perhaps, even learn a foreign language or two. Most occupations today reach beyond the basics to reflect five essential workplace competencies: 1) resources, 2) interpersonal, 3) information, 4) systems, and 5) technology.⁴ These skill categories are described in the checklist. In combination, these skills represent a variety pack for employees to offer prospective employers.

"Learning-how-to-learn" is not just an over-rehearsed sound-bite from the lips of well-meaning teachers. As a career strategy, a commitment to learning makes economic sense. According to Figure 2, careers requiring all levels of additional education and training are experiencing job growth nationally. The highest demand (25%) is for jobs requiring a bachelor's degree. Figure 3 shows that educational and training success leads to higher wages. A high school diploma opens doors and jump starts career planning, but no longer by itself does it pave a path to job security.

Although Wyoming's 30 top fastest-growing occupations do not always equate with the state's 30 top-paying occupations (see Top 30 Highest Paying Jobs in Wyoming and Top 30 Jobs with Highest Projected Growth), Electricians and Financial Managers appear on both lists. These trends are meant to inform people, not impose limits on them. For example, a comparison of occupational pay and job growth also demonstrates that both vocational training and a college education can lead to meaningful work in high-paying industries. The career matrix identifies several alternative careers and their corresponding wages.

Among the under-reported characteristics of Wyoming's workforce are the large proportion of men and women who work for themselves. In 1995, the self-employed represented nearly 22.7 percent of the workforce.⁵ Also, the prevalence of small firms throughout Wyoming suggests greater opportunities for career cross-training. Where businesses rely on fewer employees, those they hire often are asked to learn a larger cross-section of skills. Smaller Wyoming businesses may provide new workers apprenticeships or opportunities to find a mentor, training options not as customary in larger organizations which emphasize specialization of tasks. These opportunities, in turn, permit individuals to explore self-employment options before assuming the risks.

In addition to pursuing the training requirements necessary to get an employer's attention, workers need to project values that keep the employer's attention. The "8 Keys to Employability" demonstrate the focused, ready-to-work attitude that employers seek. Self-presentation skills and a responsible nature do not always compensate for a lack of education or experience, but they often tip the scale in an applicant's favor when other factors are equal. Also, they may make or break a job performance evaluation. Most employers issue some type of employee "report card" each year to review quality of work and productivity. These performance reports help employers determine raises or bonuses.

The Career Explorer offers a variety of labor market information sources and helpful tips for seasoning an employee's knowledge about employment opportunities. Moreover, this publication provides a useful mix of ideas for preparing yourself, catching the attention of hungry employers and nurturing your career goals. In a global economy, employers are demanding a menu of skills, knowledge and values from their employees. Plan your career menu carefully, and remember that for many employers, vanilla ice cream has given way to 31 flavors.

1 Gregg Detweiler, "Industry Variations in Wyoming's Steady Workers," Wyoming Labor Force Trends, May 1999. This percentage is based on an analysis of Wyoming workers appearing in Unemployment Insurance Wage Records between 1992-1997.

2 Mike Evans, "Job Turnover and Hire Rates in Wyoming," Wyoming Labor Force Trends, June 1999.

3 Krista R. Shinkle, "Wyoming-Attached Workers: Living and Working in Wyoming," Wyoming Labor Force Trends, April 1999.

4 Secretary's Commission on Achieving Necessary Skills, 1991. "What Work Requires of Schools: A SCANS Report for American 2000." Washington: U.S. Department of Labor, [handout derived from this source].

5 Carol Toups, "Self-Employment as a Work Option in Wyoming," Wyoming Labor Force Trends, November 1998.

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