Almost a third of all farmers, ranchers and agricultural managers are 65 or older, or nearly , in total. Here are the 25 lowest paying jobs in America.
The median age of farmers and ranchers has increased steadily in recent decades as fewer young people are working in the occupation. Younger agricultural workers also tend to have larger operations, whereas smaller farms are typically operated by older workers. This consolidation of smaller farms into larger operations helps explain why the number of farmers is projected to decline in the next decade.
Here are the highest paying jobs you can get without a college degree. The occupations with the oldest workers span different kinds of industries and income levels. Some of the jobs on this list take years of experience and training to do properly, so their workforces would naturally skew older.
In other cases, the jobs are being slowly phased out due to consumer trends or technology, so younger workers are not entering those fields. Clerical library assistants is one of 21 occupations in which most people in the workforce are age 50 or older. An estimated 9, clerical library assistants are 65 or older, accounting for Nationwide, 6. These workers sort, shelve, issue, and receive items kept at the library, including books, magazines, files, and more.
Over half of the 1. Americans approaching retirement age may be drawn to the occupation for its flexibility. According to the Bureau of Labor Statistics, most real estate agents and brokers are self employed and can set their own hours and schedule.
Real estate professionals typically must complete a course and obtain a license by passing a state issued exam. Millwrights are responsible for installing, setting up, and moving machinery and heavy equipment. Unlike nearly every other occupation on this list, a very small share of millwrights are aged 65 and older -- just 1. The median age skews to above 50 in large part because only a small share of millwrights are under 35 years old.
More than a third fall into the year old age bracket. Despite the low share of young workers, the number of millwrights is projected to increase quickly over the next decade, up a projected 6. The employment growth across all occupations is projected to be 3. Bookkeeping, accounting, and auditing clerks are typically responsible for recording financial transactions and maintaining and checking financial records for a business or organization.
The median age in the occupation is S workforce. Like many occupations with an older workforce, bookkeeping and accounting is a dying profession. Due to increased automation and the proliferation of accounting software, the demand for these workers is projected to contract by 5. Job responsibilities typically include clerical and administrative tasks such as filing, scheduling, document preparation and review, and other support tasks for top executives of an organization.
The other thing I would really emphasize is just the fact that you shift to cloud and you can really abstract away the whole idea of a data center, and with a stop of your finger, essentially spin up or down immense amounts of computing power and capability, that also really unlocks a lot of net new use cases, stuff that you wouldn't have even thought to accomplish if you had to maintain your own physical infrastructure.
And so we really think, you know, this is going to unleash new applications or new use cases. So there are multiple legs of growth still remaining. And coupled with that, who poses the biggest threat in terms of their competitors?
And they are bumping against other major competitors. Obviously, within public cloud itself, AWS is still the original gorilla in that space. I think what we would say there is, really, it's a large market. And if you really want businesses to trust their computing infrastructure over to third parties, it's actually healthy to have more than one monopolistic company out there because otherwise, you're just not going to have the same level of trust in terms of outsourcing.
Certainly, in the business application space, as companies start going a little more horizontal, you're going to run into companies there. But I think ultimately, what we see is, you know, these are still large and growing markets. And there's still room for people to expand. And Microsoft, really with an anchor position in terms of a portfolio of productivity applications for white collar workers, that that's a great landing place, along with everything else they bring to the table.
Obviously, we wouldn't give it company of the year. But I want to get your thoughts on their growth and how you think they've done over the past year, not just necessarily the past year, but, you know, over the 10 years of Satya Nadella so far. What kind of main differences have you seen? And how do you see that growth compared to other companies of its size? I mean, certainly relative to the size of the company, this has been close to unprecedented, I would think, and really reflects, right, the large nature of the markets they're in and the fact that a lot of these are going digital at the same time.
Also, really, it's a good opportunity to just sort of acknowledge the job that Satya did. You know, with all the success Microsoft has had, it's almost tempting to think or fool yourself into thinking, you know, this kind of success was preordained. And that was certainly anything about the case. When Nadella came on as CEO, really, he inherited a company that was very much at the crossroads. It was still very inwardly looking and really seeking to protect the leadership of its Windows franchise, which, at that time, was starting to lose relevance.
What Nadella really did was reorient the company's North Star, if you will. And really, he specifically changed the mission statement to saying, you know, it's no longer about putting a PC on every desk. It's about aligning ourselves with our customers. And our ultimate mission is to help every person and every organization accomplish more and do it better. And really, that was a very fundamental rethinking of what the company was about.
And he also spent a lot of time talking about the need to reinvent a culture also, converting it more from what has historically been a know-it-all type of organization, which reflected the fact that they were the preeminent technology firm at one point, and shifting more toward what he called a learn-it-all organization or a growth mindset, where people could be more collaborative, a company that wasn't prone to not invented here syndrome, and really invigorating itself along, how it can be more helpful to its clients and underline itself that way.
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