BUSINESS Oklahoma WorkTrends EMPLOYER INSIGHTS
A comprehensive overview of employer trends and sentiment in Oklahoma.
Table of Contents
RESEARCH TEAM
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EXECUTIVE SUMMARY - SURVEY OVERVIEW Areas of Strength Areas of Continued Focus Areas Needing Improvement EXECUTIVE SUMMARY - GENERAL OVERVIEW DEFINING WORKFORCE DEVELOPMENT
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08 09 10 12 05 08
EXECUTIVE SUMMARY - DEMOGRAPHIC OVERVIEW
12 13 14
Areas of Strength Areas of Continued Focus Areas Needing Improvement
SURVEY APPENDIX
16 22 23
CENTER FOR THE FUTURE OF WORK REFERENCES
Research Team
Stephanie Phipps, Ph.D. Principal Investigator
Lisa Schurer Lambert, Ph. D. Methodological Advisor
Maci Inselman Project Manager
Abbey Davis, Ph.D Industry Advisor
Matthew Sidener Research Assistant
Grayson Isaac Research Assistant
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Oklahoma WorkTrends
EXECUTIVE SUMMARY
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Executive Summary
General Overview
The 2024 WorkTrends Employer Study, conducted by the Center for the Future of Work at Oklahoma State University's Spears School of Business surveyed 419 employers across various industries and business sizes, most of which are headquartered in Oklahoma. The findings indicate that the state's workforce is generally robust, with employers excelling in talent retention and flexibility. Notably, *90% of employers report success in retaining employees, with more than half (56%) indicating they retain talent very well. The ability to offer flexibility—especially through hybrid work arrangements—is a key driver of employee attraction and retention, with 66% of employers providing flexible work options. However, challenges and opportunities still exist as noted below.
While employers effectively attract and retain talent, challenges persist, particularly concerning recruitment speed and skill alignment. Despite Oklahoma's population growth—adding more than 30,500 employed residents since 2020, largely due to domestic in-migration—employers struggle to find candidates with the specific skills required for many roles. This is especially true for positions necessitating specialized professional degrees, with 45% of employers reporting difficulty filling these roles. Changes in Attracting and Retaining Talent
Changes in Attracting and Retaining Talent, cont.
Additionally, while a majority of employers offer employee development plans to compensate for missing skills, most delegate decision-making to individual managers who subjectively determine training approaches rather than utilizing skill data or a structured process to identify development needs. The lack of a data-driven approach to training could limit the effectiveness of these programs in addressing the future demands of the workforce.
How well are you table to attract talent?
*90% found by adding together extremely well, moderately well, very well.
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Executive Summary - General Overview
Looking ahead, the study highlights emerging challenges that require attention. Although employers have not fully implemented new technologies, such as artificial intelligence (AI), into their business processes, it is anticipated that within the next 12 to 24 months, decisions will be made regarding their adoption. The demand for high-tech skills related to these new technologies has not yet fully materialized; however, 37% of employers anticipate a significant need for these skills in the future, underscoring the importance of preparing employees for technological shifts. Work-related stress also remains a concern, with 77% of employers expecting employees to respond outside normal working hours and 65% observing symptoms of burnout. As Oklahoma employers continue to build a strong workforce, addressing recruitment inefficiencies, refining employee development strategies, and promoting a work-life balance will be crucial for sustaining long-term success. AI High Tech Skills and Stress Pose Challenges
Labor Force Participat ion Rate Growing The state's labor force participation rate has shown improvement, surpassing the national average in April 2023 for the first time in over three decades, and reaching 63.1% by August 2024 compared to the U.S. rate of 62.7%. However, opportunities exist to further increase participation across various age groups. Young workers (16-19) have the lowest participation rate at 41%, suggesting potential growth through targeted apprenticeship programs, internships and early workforce training initiatives. Retention strategies, such as career advancement opportunities and flexible work arrangements, could help sustain and increase engagement among those aged 20-54. For older workers (55+), whose participation declines significantly, expanding flexible work options, phased retirement programs and reskilling initiatives could encourage continued workforce involvement. With a large population aged 65-74 (401,013 individuals) and only 25.9% participating, leveraging part-time work, consulting roles and age-friendly workplace policies could further boost labor force engagement.
In terms of education, Oklahoma ranks 49th in K-12 education according to a 2024 U.S. News report, posing challenges for students entering higher education. However, the state's higher education system, including universities, two-year programs and career technical education, ranks 26th, highlighting stronger post- secondary opportunities despite weaknesses in early education. Enrollment at Oklahoma's public universities is rebounding, with freshman numbers rising across many institutions. Oklahoma State University and the University of Oklahoma reached record enrollment levels in 2023-24 and anticipate further growth. After years of decline since 2019, the University of Central Oklahoma saw a record increase in freshmen last year and expects the trend to continue. These gains mark a recovery from COVID-19-related enrollment declines. Challenges Remain in Oklahoma K-12 Education
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Defining Workforce Development Workforce development is an important topic in Oklahoma, frequently discussed at chamber luncheons and business roundtables, particularly concerning talent attraction, retention and development. While there is a consensus on the need to enhance Oklahoma's workforce and address the challenges in finding qualified talent, the term 'workforce development' is often used broadly. This report aims to clarify the concept by detailing its specific components, implementation strategies, and the parties responsible. In 2009, scholars Jacobs and Hawley defined workforce development as: "The coordination of public and private sector policies and programs that provide individuals with the opportunity for a sustainable livelihood and helps organizations achieve exemplary goals, consistent with the societal context." This definition emphasizes that workforce development is a shared responsibility that highlights the roles of government, schools, and employers. Jacobs and Hawley identify four key focus areas within workforce development:
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Preparation for Workforce Entry or Re-entry This involves how educational institutions and agencies prepare individuals for the workforce, encompassing traditional education (vocational and technical programs, apprenticeships, professional degrees) and other educational forms aimed at adult learners and disadvantaged groups. Employee Development and Workplace Performance Enhancement This pertains to how organizations offer learning opportunities to foster employee growth and boost performance, including access to lifelong learning through internal training or financial support for external education. Organizational Adaptation to Workforce Changes This includes how organizations respond to factors affecting workforce effectiveness, such as adopting new technologies and implementing organizational development strategies beyond standard training. Support During Workforce Participation Transitions This relates to assisting individuals through life transitions affecting their workforce involvement, addressing needs at various life stages, from childcare to accommodation for an aging workforce.
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3
4
The objective of this report is to assess Oklahoma's performance in these areas and identify opportunities for policymakers, educators and employers to develop solutions. While numerous valuable workforce reports exist, this report seeks to utilize and cite local information sources, aiming to provide a comprehensive analysis of the factors influencing workforce development in Oklahoma, beyond traditional workforce readiness metrics.
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Defining Workforce Development, Cont.
The following pages are structured around the five key focus areas from an employer survey and workforce demographics:
1 2
Workforce/Skillset Needs (Attract/Retain) Attracting and keeping skilled employees is vital for a company's success. Attracting Employees means making your company appeal to potential hires. Understanding the needs of your organization and attracting the skillset necessary to be successful. Retaining Employees involves keeping your current staff engaged so they choose to stay.
Employee Training and Development Enables employees to acquire and enhance the skills necessary for their current roles and future career progression. Organizations employ various methods to facilitate this growth while aligning it with the organization’s needs.
remote setups. It will also look at some of the benefits and challenges from these arrangements 3
Flexibility in the Workplace This section examines the various work arrangements your employees utilize, including on-site, hybrid, and
the development of new skills among employees to effectively work with new systems. 4
Technology In response to ongoing workforce challenges and labor shortages, organizations are increasingly leveraging technology to automate various work activities. This shift not only streamlines operations but also necessitates
employees. 5
Benefits Non-wage compensations provided to employees in addition to their regular salaries or wages. These benefits can include health insurance, retirement plans, paid time off, and other perks designed to attract and retain
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Oklahoma WorkTrends
EXECUTIVE SUMMARY
SURVEY OVERVIEW
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Executive Summary Survey Overview
This section provides a summary of the WorkTrends Employer study conducted in 2024 by the Center for the Future of Work at the Oklahoma State University Spears School of Business. The goal of this study was to better understand the needs and experiences of Oklahoma’s employers as they relate to their workforce. These findings are summarized as they relate to employers as areas of progress, continued focus and opportunity. This area will focus on the strengths reported by survey respondents. AREAS OF STRENGTH Workforce Availability *76% of employers stated that they are able to attract talent at least moderately well; 32% of those responding said they could attract talent very or extremely well.
How well are you able to attract talent?
Flexibility in the Workplace A majority of employers report that they offer some form of flexibility in the workplace (66%) and that flexibility was helping them to attract and retain employees. The large proportion (68%) of flexibility offered is in the form of hybrid work.
Do you offer any type of flexible work schedules?
If you do offer a flexible work schedule, what types do you offer?
Employee Retention *90% of employers stated that they were able to retain employees at least moderately well; 56% of those responding said they were able to retain their talent very well or extremely well.
How well are you able to retain employees?
*90% found by adding together extremely well,very well, moderately well *76% found by adding together extremely well, very well and moderately well
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Executive Summary Survey Overview
This section will look at areas that have shown moderate strength but continue to be areas of focus due to unmet needs or future opportunities and challenges as reported by survey respondents.
AREAS OF CONTINUED FOCUS
Recruitment Time Employers indicate that while they are generally able to find qualified candidates for positions, few are able to recruit in a timely manner. Only 21% say they can recruit candidates in a reasonable time.
Employee Development Strategies Employee Development Strategies: While nearly 70% of employers say they offer internal training programs for their workforce; nearly half of those indicate that the decision on what skills to train are subjectively decided by their manager. While this approach can be successful, it has been shown to be less effective than a skill gap analysis or use of data to determine future skill needs of the organization.
Benefits to Recruit and Retain When asked what benefits (outside of pay) companies provided to employees that helped retain their top talent; health insurance was the top item at (34%) of companies responding. Organizational culture ranked second in importance (25%) and highlights a potential low-cost option to recruit and retain top talent.
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Executive Summary Survey Overview
This area will look at areas that need improvement or don’t meet the needs of employers as reported by survey respondents.
AREAS NEEDING IMPROVEMENT
Shortage of Professional Candidates While employers are generally able to find candidates for most of their positions, nearly half (45%) of those reporting indicate that they are struggling to find qualified candidates for professional positions requiring a specialized degree.
The Changing Tech Environment *34% of employers state that technological advances have had a major impact on their organization over the past 12-24 months; while another 37% said it has had a moderate impact. Companies indicate that while the need for employees to have new high-tech skills has not shown up yet, they anticipate needing these skills in the future and having challenges in meeting those skill needs.
Work-Related Stress Work-related Stress: 77% of employers report that their company expects a majority of their employees to respond to requests outside of normal work hours with nearly 65% indicating they see symptoms of burnout in their workers.
*34% found by adding extreme and a lot together.
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Oklahoma WorkTrends
EXECUTIVE SUMMARY
DEMOGRAPHIC OVERVIEW
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Executive Summary Demographic Overview
This page reports on the state of workforce demographics and its effect on organizations ability to recruit and retain a skilled workforce.
AREAS OF STRENGTH
Population Growth Oklahoma's population growth remains strong, increasing by nearly 125,000 people (3.1%) since 2020, largely driven by domestic in-migration (Farha & Wilkerson, 2024). Recent Consumer Credit Panel data shows that from Q3 2022 to Q3 2024, Oklahoma saw a net gain of residents from 29 states. Since the start of COVID, only nine states have experienced higher levels of domestic migration (Carter, 2024).
Oklahoma Population Growth
Labor Force Participation Rate
Oklahoma’s Labor Participation Rate The Kansas City Federal Reserve reports that Oklahoma's labor force participation rate has grown faster than the national average, surpassing it in April 2023 for the first time in over 30 years. By August 2024, Oklahoma's rate reached 63.1%, compared to the U.S. rate of 62.7%. (Farha, 2024)
Oklahoma Public University Enrollment
Talent Pipe Enrollment at Oklahoma’s public universities is rebounding, with freshman numbers rising across many institutions. Oklahoma State University and the University of Oklahoma reached record enrollment levels in 2023-24 and anticipate further growth. (Oklahoma Voice, 2024)
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Executive Summary - Demographic Overview
This section reports on the state of workforce demographics and its effect on organizations ability to recruit and retain a skilled workforce. AREAS OF CONTINUED FOCUS
Oklahoma Jobs Oklahoma’s jobless rates have declined over the past year in most counties. In September 2024, compared to the previous year, unemployment rates decreased in 47 Oklahoma counties, increased in 20, and remained unchanged in 10. (Oklahoma.gov)
Employment vs. Unemployment
Highest Unemployment Rates
Haskell County: 5.6% McIntosh County: 5.5% Latimer County: 5%
Lowest Unemployment Rates
Dewey County: 1.8% Texas County: 2.1% Woods County: 2.1%
Oklahoma seasonally adjusted unemployment rate and change from previous month's total nonfarm employment.
Labor Participation Opportunities Opportunities to increase labor force participation in Oklahoma exist across various age groups. Participation is strong among those aged 20- 54. For older workers (55+), participation rates decline significantly. Expanding flexible work options, phased retirement programs, and reskilling initiatives could encourage continued workforce involvement from this group. With a large population aged 65-74 and only 25.9% participating, leveraging part-time work, consulting roles, and age- friendly workplace policies could further boost labor force engagement. (U.S. Census.gov)
Brain Drain Despite Oklahoma’s population growth employers still struggle to find professionals with specialized degrees, as highlighted in the WorkTrends survey. This suggests a brain drain or a mismatch between industry needs and incoming talent. While many new residents are employed and contributing to the workforce, their skills may not align with high-demand professional roles. Additionally, with only 9.1% of workers remote, migration alone isn’t solving the talent gap. To address this, Oklahoma could strengthen workforce training, enhance job incentives, and implement target recruitment strategies to attract and retain specialized professionals. (Farha, 2024)
Note: The sample is limited to those age 25+ who reported educational attainment. Cumulative change is relative to 2000.Source: ACS 1-year estimates/IPUMS USA, University of Minnesota, www.ipums.org, authors’ calculations 013
Executive Summary Demographic Overview
This page reports on the state of workforce demographics and its effect on organizations' ability to recruit and retain a skilled workforce.
AREAS NEEDING IMPROVEMENT
Aging Population Projections indicate that by 2028, Oklahoma will
experience a worker shortage of nearly 20,000 people, primarily due to an aging population, lower workforce participation rates, and needed skill shifts in the workforce of the future. (Oklahoma Business Voice, 2024)
Pre-K - 12 Education Oklahoma ranks 49th in Pre-K - 12 education according to a 2024 U.S. News report, posing challenges for students entering higher education. However, the state's higher education system, including universities, two-year programs, and career technical education, ranks 26th, highlighting stronger post-secondary opportunities despite weaknesses in early education. (US News, 2024)
Higher Education
Pre-K - 12
# 26
# 49
Job Openings vs. Unemployment As of mid-2024, Oklahoma had a significant number of job openings compared to the number of unemployed workers. This imbalance means that even if every unemployed person were hired, many positions would still remain unfilled. (U.S. Chamber of Commerce, 2024)
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Oklahoma WorkTrends
2024 EMPLOYER INSIGHTS SURVEY APPENDIX
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APPENDIX
WorkTrends Employer Study 2024 In this section we describe how we collected data a study that was conducted in Fall 2024 with companies in Oklahoma and surrounding states. There were five major focus areas of this study: 1. Workforce skills and the ability to attract and retain talent 2. Employee development 3. How we work going forward (in-person, hybrid, virtual) 4. The impact of technology 5. Benefits
This study was conducted by the Center for the Future of Work in the Spears School of Business at Oklahoma State University.
A special thanks to the State Chamber of Oklahoma, the Petroleum Alliance, the Department of Commerce, OSU Spears Tribal Steering Committee, OSU Career Services, and OSU Graduate College who helped encourage participation in this study.
The following pages summarize the outcomes of the study.
Study Details • We collected approximately 419 respo nses, but not all participants submitted complete responses. Sample size is reported for each individual question. • The survey respondents were 30% CEOs, 21% Human Resource Executives, 17% senior leaders from other areas, and other respondents worked in roles that had access to this information.
• A diverse set of industries were captured with the highest responses from energy, manufacturing, financial services, healthcare, education, and professional and business services.
• Company size by employee count
o 25% companies had less than 50 employees o 8% companies had between 50-100 employees o 19% companies had 100 - 250 employees o 10% companies had 250 - 500 employees o 5% companies had 500 - 750 employees o 4% companies had 750 - 1000 employees o 26% companies had 1500+ employees
The majority of companies were headquartered in Oklahoma (88%) the remaining companies represented Texas, Kansas, Missouri, and Arkansas
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APPENDIX
ATTRACT AND RETAIN EMPLOYEES This set of questions will help us learn about any challenges your company faces by attracting and retaining employees with the skillsets needed for the jobs.
How well is your organization able to attract the talent needed to successfully operate? Extremely Well Very Well Moderately Well Slightly Well
Not well at all
8%
44%
7%
17%
24%
Do you feel you have an adequate number of qualified candidates in your recruiting process? No, Non or few Moderate # Yes, Many 23% 62% 15% What types of positions does your organization recruit the most? Basic Semi-skilled Skilled Service /Sales
Professional
15%
29%
24%
9%
23%
In the last few years, how much have you utilized job fairs in your hiring process? Not at all Few times Often 38% 41% 21% Are you a second chance employer? (Second-chance employer is open to hiring individuals with a justice involved background) Yes, will consider Yes, actively No 43% 8% 49% What types of positions does your organization have the hardest time filling? Basic entry level Semi-skilled Skilled Service/Sales Professional 11% 19% 17% 8% 45% How well are you able to find talent already equipped with the hard/technical skills necessary to perform the work needed. Extremely well very well moderately well slightly well Not well at all 1% 12% 44% 28% 16% How well are you able to find talent already equipped with the soft/interpersonal skills necessary to perform the work needed? 2% 16% 49% 26% 7% Which of the following statements best describes your current recruiting efforts? Can recruit timely Takes longer Constant challenge 21% 46% 32% Of the following skills, which do you have the most difficulty recruiting to your organization? Basic comuter Job specific Relevant experience 5% 53% 42% Are you currently using internships or summer work programs to fill special project or seasonal needs? Yes, formal Yes, summer Yes, seasonal No 45% 14% 4% 38% How well is your current workforce equipped with the skills needed to run your organization? Extremely well Very well Moderately well Slightly well Not at all 13% 38% 38% 11% 1% For professional positions, slide the bar to indicate the level of importance you look for in a candidate? First Second Third Fourth Fifth Sixth Org Culture/fit Teamwork Computer skills Tech Skills Business acument Direct exp. How well are you able to retain your top talent? Extremely well Very well Moderately well Slightly well Not at all 16% 40% 34% 7% 3% What are some educational resources you have used to find the skills needed for open positions? Career Tech/Trades 2yr College University Other 48% 27% 62% 21%
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APPENDIX
EMPLOYEE TRAINING AND DEVELOPMENT This set of questions will help us learn about how companies go about training and developing their employees for current positions as well as future advancement.
How do you assess the current skill gaps within your workforce? Skill based Subjectively/mgr
Internal skill bank
Audit
Pre-employee testing
Other
22%
49%
8%
6%
7%
7%
Do you have an internal training or development program? Yes No
Unsure
69%
28%
4%
How are employees selected for training opportunities? Job specific Employee initiated
Manager
Career path training
Other
32% 16% Do you incorporate employee feedback into the planning and implementation of training and development initiatives? Yes No Unsure 67% 17% 16% 16% 16% 19%
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APPENDIX
Flexibility in the Workplace
Do you offer any type of flexible work schedule? Yes No
Unsure
66%
32%
2%
List all that apply Hybrid
Fully Remote
1/2 day Friday's
9/80s
Other
68% 31% If yes, what strategies has your company employed to promote collaboration in hybrid work environments? Technology Virtual meeting Specific days Events for in-person Other 81% 41% 48% 45% 13% Do employees have the skills they need to effectively work in a hybrid or remote environment at your organization? Yes No (tech skills) No (soft skills) Other 60% 11% 9% 20% Do managers have the skills they need to effectively lead in a hybrid or remote environment at your organization? 55% 5% 29% 11% What percentage of your workforce will (total across all not to exceed 100%): Onsite only Remote Hybrid 70% 6% 19% Is the flexible and hybrid work environment affecting your ability to compete? Yes, Candidates request Yes, Competition No, currently offered No, compeition not offering 22% 12% 26% 13% Do you have employees who are expected to respond outside of regular work hours (including nights and weekends)? Yes No Unsure 77% 21% 2% What percentage of your workforce is expected to respond to work demands outside of regular work hours? 76%-100% 51%-75% 26%-50% 1%-25% 9% 11% 22% 57% Do you see symptoms of stress or burnout within your workforce? Yes No Unsure 64% 21% 15% If yes, which positions are expected to respond outside of regular work hours? (Select all that apply) Management Professional Hourly 75% 70% 35% If yes, identify potential causes that appear to enhance burnout? (select all that apply) High-pressure environment On-call Lack of workers Other 62% 30% 58% 17% Have you noticed an increase in employee stress or burnout following new flexible or hybrid schedules? Yes No Unsure 6% 69% 25% Do you have programs or initiatives in place to address employee stress or burnout? Yes No Unsure 45% 46% 9% If yes, select all that apply. EAP Work adj Mgr request other 75% 56% 52% 22% 21% 18% 9%
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APPENDIX
Technology
In general, does the technology you're using today meet your current business needs? No, critical changes No, outdated tech Somewhat, systems challenge 1% 8% 26% 21% Is there anything that stands in the way of getting the technology you need? (select all that apply) Cost Time Leadership buy-in
Employee buy-in Skills needed
Other
68%
44%
28%
21%
19%
12%
What is your organization's approach to incorporating artificial intelligence (AI) tools at your workplace? Allow open-source AI Internal AI Caution - as needed Restrict use 21% 18% 50% 12% How much have technological advances impacted your organization over the past 12-24 months? Extreme amount A lot Moderate amount Little Not at all 8% 26% 37% 22% 7% How much has changing technology impacted the types of skills your employees need to perform their jobs over the past 12-24 months? Extreme amount A lot Moderate amount Little Not at all 3% 17% 40% 29% 11% How much time and research has your organization invested into understanding how technology advances in the next 5 years will impact your company? Extreme amount A lot Moderate amount Little Not at all 6% 20% 32% 30% 12% What is the likelihood of the need to reskill certain portions of your workforce in the next 2 years due to advances in technology? Extremely Likely Somewhat Likely Neither likely nor unlikely Somewhat unlikely Extremely unlikely 22% 41% 22% 11% 4%
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APPENDIX
Benefits
In addition to pay, what is the top retention tool/benefit you offer at your company? (select best answer) Health Insurance Flex schedule
Organizational culture Professional developmTeunittion reimbursement Retirement
Other
34% 11% In addition to pay, what benefits/perks are most appealing to your current employees? (this does not have to be something you currently offer) 30% 21% 21% 3% 9% 16% Does your organization offer a unique benefit or incentive pay option that is helping retain talent? Yes No Unsure 45% 46% 9% Is the cost of health insurance impacting your ability to offer other incentives? 38% 43% 19% Have the job applicant pay expectations impacted your ability to recruit and hire your candidates of choice? Yes, can't meet demands Yes, not top choice No, material budget impact No 19% 38% 19% 24% Are you losing applicants or current employees to other companies? Yes No Unsure 62% 24% 14% If yes, select the best option as to what is drawing them away. Flex schedule Environment Nature of work Geographic Ability to advance Pay/benefits Other 11% 6% 7% 2% 3% 60% 10% Who are your competitors for talent? Same Industry/location Similar positions All in Region Other 35% 36% 19% 10% 14% 25% 6% 1% 9%
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Center for the Future of Work
The Center for the Future of Work is a division of the Spears School of Business at Oklahoma State University. The center’s mission is to empower organizations and individuals to navigate change and thrive in the future of work. The center addresses this need by providing professional and leadership development programs, services such as customized training, executive coaching, and consulting, and conducting research to better understand and prepare for the workplace of tomorrow.
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References
Defining Workforce Development (0 5 ) Jacobs, R. L., & Hawley, J. D. (2009). The emergence of ‘workforce development’: Definition, conceptual boundaries and implications. International handbook of education for the changing world of work: Bridging academic and vocational learning, 2537-2552.
Demographic Overview ( 12 )
Carter, R. (2024). Oklahoma Among Top 10 States for Job Creation. Oklahoma Council of Public Affairs - https://ocpathink.org/post/independent-journalism/oklahoma-among-top-10-states-for-job-creation Farha, C. (2024). Oklahoma’s Rising Labor Force Participation Driven Largely by Native Americans. Oklahoma Economist (2024). Murphy, E. (Aug. 2024). Enrollment at Oklahoma’s public universities growing. Oklahoma Voice – August 2024. Oklahoma.gov (September 2024). Oklahoma Employment Report – September 2024 Oklahoma.gov (September 2024). Oklahoma Employment Report – September 2024
U.S. Census Bureau - Workforce Demographics
Farha, C., & Wilkerson, C. R. (2024). From Brain Drain to Brain Gain, Oklahoma’s Population on the Rise. Oklahoma Economist, 2024(1). Raache, H. (2024, April 4). U.S. manufacturers stress need for millions of new employees over next decade; shortages felt in Oklahoma. Oklahoma Business Voice. Retrieved from https://okbusinessvoice.com/2024/04/04/u-s-manufacturers-stress-need-for-millions-of-new- employees-over-next-decade-shortages-felt-in-oklahoma/
U.S. News & World Report (2024). Oklahoma Rankings. https://www.usnews.com/news/best- states/oklahoma
Cates, L. & Melhorn, S. (December 13, 2024). Understanding America’s Labor Shortage: The Most Impacted States. US Chamber of Commerce. U.S. Bureau of Labor Statistics. (2022). American Community Survey 1-Year Estimates. Retrieved February 7.
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