Data-Driven Support for Workforce

Data That Informs Regional Growth

Workforce and economic insights guiding smarter decisions and long-term competitiveness across Greater Fargo–Moorhead.

As we support regional economic growth, data-driven decision-making is essential. A clear understanding of the economic and workforce landscape enables stronger strategy, smarter investment, and more informed action.

The Greater Fargo Moorhead region continues to navigate a rapidly evolving labor market. Results from the 2025 Workforce Survey, conducted in partnership with the Fargo Moorhead Human Resources Association (FMHRA), provide a clear snapshot of current challenges and emerging opportunities facing regional employers.

In addition, the 2025 Regional Data & Analytics Summit—hosted by GFMEDC and powered by industry insights from Lightcast, a leading labor market data firm—brought together leaders from government, education, and the private sector to examine trends and align strategies for the future of talent development. The summit reinforced the urgency of addressing workforce shortages and strengthening alignment between education and industry to support long-term, sustainable economic growth.

Workforce in Focus: Insights Shaping 2026

The 2025 Regional Workforce Survey provides one of the most comprehensive views of hiring, retention, and talent trends—offering clear direction for employers navigating a tight labor market.

Survey Scope 

The Greater Fargo Moorhead region continues to navigate a rapidly evolving labor market. Results from the 2025 Workforce Survey conducted in partnership with the Fargo Moorhead Human Resources Association (FMHRA)—provide a clear snapshot of current challenges and emerging opportunities for regional employers. 

With 173 survey responses representing more than 38,000 employees—over 25% of total regional employment—across 17 industry sectors, the data offers one of the most comprehensive views of the region’s workforce to date. Below are the key insights shaping hiring, retention, and talent strategy in the year ahead. 

Hiring Remains Strong—Despite Uncertainty 

Even amid broader economic questions, regional employers expect hiring activity to remain steady over the next 12–18 months. Anticipated hiring is driven primarily by: 

• 73% turnover 

• 21% new positions 

• 5% retirements 

Remote work remains more prevalent in the region than national averages, particularly among primary-sector employers. These businesses anticipate 14.5% of roles being eligible for remote work, compared to 6.6% among non–primary-sector respondents. 

Workforce recruitment continues to be a top concern for business leaders—a priority echoed in remarks from North Dakota Governor Kelly Armstrong and North Dakota University System Commissioner Brent Sanford. 

Recruitment Is Getting Harder—and More Local 

Nearly all employers are recruiting locally, but tight labor market conditions—including historically low unemployment and high labor force participation—are making this increasingly difficult.

Employers report recruiting from: 

• 93% local markets 

• 60% across the Midwest 

• 33% nationally 

• Very few internationally 

Digital recruitment tools such as LinkedIn, online job boards, and company websites remain essential, while in-person strategies—including job fairs, internships, and work-based learning—continue to play a meaningful role. 

Skill Gaps Persist—and Point to Foundational Needs 

Employers consistently identified the same core skill gaps seen in prior surveys: 

• Work ethic 

• Initiative 

• Communication skills 

• Problem-solving 

The consistency of these findings underscores an ongoing opportunity for employers, educators, and workforce partners to focus on foundational skill development. 

Encouragingly, 81% of employers report using skills-based hiring for at least some positions, reflecting a continued shift toward evaluating candidates based on capabilities rather than credentials alone. 

Openness to Foreign-Born Talent Is Growing 

To address ongoing workforce shortages, employers are increasingly open to hiring foreign-born talent, including individuals with limited English proficiency: 

• 15% are actively hiring and have support systems in place 

• 28% are open to hiring but lack internal resources 

• 7% have not yet hired but express interest 

Programs such as EnGen (English upskilling) and Cherokee Federal’s Team Hope initiative were among the most frequently requested resources. This growing interest highlights opportunities for deeper collaboration among employers, training providers, and regional partners to create more accessible pathways into in-demand careers. 

A Workforce at a Crossroads

How talent shortages—and demographic shifts—are shaping the future of regional growth

In an era where the demand for skilled labor is reaching unprecedented heights, the GFMEDC is taking proactive steps to address the looming workforce challenges. The Regional Data & Analytics Summit 2025, hosted by GFMEDC and powered by industry insights from Lightcast (a leading labor market data firm), provided a platform for leaders across government, education, and the private sector to converge and strategize on the future of talent development. The summit underscored the urgency of addressing workforce shortages and aligning education with industry needs to ensure sustainable economic growth. 

The Workforce Challenge: A National and Regional Perspective 

The summit highlighted critical findings from Lightcast, projecting a national shortfall of 6 million workers by 2032. This daunting figure is compounded by the fact that while the Bureau of Labor Statistics anticipates 6.4 million new workers by 2033, only 2.6 million are expected to be of prime working age. The Fargo Moorhead region is no exception, facing significant shortages in key sectors such as healthcare, bioscience, and manufacturing. 

One of the stark revelations from the summit was the misalignment between educational outcomes and job market needs. Despite a 69% growth in college graduates since 2019, 68% of job openings require non-degreed skills, creating a mismatch that must be addressed to bridge the talent gap. 

Strategic Themes from the Summit 

The summit’s discussions coalesced around several strategic themes for tackling workforce challenges. These themes are categorized based on their impact timeline, from immediate to mid-term results. 

Near-Term Strategies (Now and Within Two Years) 

• Early, Experiential Exposure: To ensure students and job-seekers are prepared for the workforce, experiential learning opportunities such as internships, apprenticeships, and project-based learning are crucial. These real-world touchpoints bridge the gap between education and careers. 
• Talent Retention: Retaining talent is essential for workforce stability. This involves cultivating a supportive internal culture, providing leadership development, and ensuring visible career pathways for employees. 
• Talent Attraction: Attracting talent requires a multifaceted approach, including marketing the FM region to potential newcomers, engaging in targeted recruitment, and supporting immigration initiatives. Providing a “soft landing” for new arrivals is crucial to filling gaps in the labor market. 

Mid-Term Strategies (Within 3-5 Years) 

• Mindset Shift: From “Jobs” to “Journeys”: Careers should be viewed as evolving pathways rather than endpoints. Emphasizing growth, adaptability, and character over credentials will be vital in navigating rapid technological changes. 
• Alignment Over Additional Programs: While many programs exist, their effectiveness is hindered by fragmentation and siloed incentives. Unified coordination and shared goals are necessary for impactful outcomes. 
• Remove the Roadblocks: Structural barriers such as childcare, housing, and regulatory issues must be addressed to enable successful workforce strategies. 
• Education-Industry Policy Realignment: Current models for funding, credentialing, and procurement need revamping to incentivize alignment and agility. Cross-sector partnerships with aligned metrics are crucial for transformative progress. 

Taking Action: The Role of Greater Fargo Moorhead EDC 

The GFMEDC is committed to leveraging data for informed decision-making and implementing strategies to mitigate workforce challenges. Initiatives like the Lightning Recruitment Program, Company Culture Program, and collaborations with educational institutions are underway to attract and retain talent in the region. We have deployed large national marketing campaigns supporting workforce attraction by messaging our excellent quality of life and great jobs, supporting employers and improving our regional brand. We drive traffic back to our talent attraction site, LiveInFMArea.com.  

Additionally, the GFMEDC is working with The Chamber to gather policy-driven data, ensuring legislators have the information needed to support business needs effectively. By focusing on data and analytics, the GFMEDC aims to tell the evolving story of the FM economy and drive policy decisions that align with industry demands. 

Conclusion 

The urgency to address the workforce challenges highlighted at the Regional Data & Analytics Summit 2025 is palpable. With strategic initiatives in place, the Greater Fargo Moorhead region is poised to tackle the “Rising Storm” of talent shortages head-on. By fostering collaboration across sectors, aligning education with industry needs, and removing structural barriers, the FM region can emerge resilient and ready to compete in the global talent market. The GFMEDC invites industry partners to join this critical endeavor and contribute to the region’s sustainable growth and success. 

Benchmarking Regional Business Sentiment Through Federal Reserve Data

Over the past several years, the GFMEDC has built a strategic partnership with the Federal Reserve Bank of Minneapolis (9th District), serving as a survey distribution partner for its General Business Conditions Survey. Through this partnership, the GFMEDC receives access to anonymized survey responses from businesses located in Cass and Clay counties.

The Federal Reserve’s General Business Conditions Survey is one of the largest ongoing surveys of business sentiment conducted across the twelve Federal Reserve districts. It asks businesses to assess both current conditions and future expectations. Access to regional responses allows the GFMEDC to compare local business sentiment with that of the broader 9th District, which includes Minnesota, North Dakota, South Dakota, Montana, and parts of Wisconsin and Michigan. This benchmarking helps determine whether businesses in the Fargo–Moorhead metro are experiencing more positive or negative conditions relative to the rest of the district.

Here are some highlights from the 2025 Minnesota Federal Reserve General Business Conditions Survey (July 2025):   

When asked their greatest challenge they faced in finding new employees, business said:  

• Do not have the right skills or experience 
  • FM AREA: 40% 
  • 9th District: 33%

• Respondents that had some or significant reliance on hiring workers who moved from a different country
  • FM Area 30%
  • 9th District 13%

MN FED Impact of Tariffs

• Stated proposed or implemented tariffs have modest to significant negative impact on their business
  • FM Area: 62.5%
  • 9th District: 52%  

Note: The GFMEDC responses came from a data set that was 47% manufacturing companies; 18% finance, insurance, real, estate and professional services 

Industry Profiles

As employers continue to expand and invest, we see both a robust number of open jobs today and projected job openings across key sectors such as manufacturing and trades, bioscience and healthcare, autonomous systems and ag-tech. However, aligning talent supply with business demand remains a challenge that calls for coordinated action.

Through a partnership with Lightcast, a labor market analytics company, we have analyzed current labor market data and identified the qualifications, skills, and certifications most in demand. From technical competencies to digital fluency, and from hands on experience to soft skills like communication and adaptability, today’s jobs require more than ever before. Our workforce must be prepared not just for the jobs of today, but for those on the horizon.

From this work, we have created sector-specific industry profiles to support the success of regional primary-sector companies and a vibrant economy.

Industry Profiles