Workforce

Overall Goals

Grow the regional labor force by

12,000+

New jobs creation

3,500+

Average annual job compensation

^$74,000+

Additional business sales at full employment

^$1.07B

Talent and Workforce

We're tackling one of the region’s greatest challenges: workforce growth. Our goal is bold—adding more than 12,000 workers by January 2029. That’s a 30% increase over historical trends. Through strategic partnerships, targeted initiatives and community-wide collaboration, we’re building the workforce our region needs to thrive.

2025 Goals

To be completed by January 2026

Companies Using Recruitment Tools to Support Attraction Efforts

40/70

Companies Engaged in Company Culture Program

16/40

Engagements with the Community Concierge program

Launch region-wide work-based learning goals.

In-Progress

Workforce Goals

Companies Using Recruitment Tools to Support Attraction Efforts: 40/70

Aldevron, American Crystal Sugar Company, Appareo, BCSB, Bobcat, Border States Electric, Cardinal IG, Cass County Electric Cooperative, Comdel, Dakota Supply Group, Elinor Coatings, Fargo Glass and Paint, Fargo Moorhead West Fargo Chamber of Commerce, Gate City Bank, Korber, Marvin, McNeilus Steel, North Dakota State University, Packet Digital, Precision Equipment, Preference Personnel, PRX, RDO, Red River Commodities, Sanford Health, True North Steel

TALENT ATTRACTION - The Why

With thousands of open jobs in the Fargo Moorhead region and one of the lowest unemployment rates in the nation, attracting talent often tops the list of challenges for regional companies. Simply put, the region doesn’t have enough people to fill the available jobs. The lack of talent also becomes a barrier to growth for companies. For example, if a company doesn't have enough people to get the current workload done, the company can’t take on additional work.

And the challenge is expected to get worse in the next decade. According to Lightcast, a leading labor market analytics firm, we are facing an upcoming acceleration of retirements with fewer workers expected to enter the labor market. That along with other factors highlight a critical need that will continue to grow.

“It’s actually a global trend where there are fewer and fewer people to do critical work across industries like manufacturing, construction, skilled trades and healthcare. Our research shows the U.S. is going to see an estimated shortage of 6.2 million workers by 2032,” said Josh Wright, Head of Growth, Lightcast.

The GFMEDC has been showcasing the unique opportunities and quality of life in the Fargo-Moorhead region to individuals in living in regions across the country where the data shows there is a surplus of candidates who could make more money by moving here (based on the differences in wages and cost of living).

The data confirms that our campaigns are making meaningful progress toward our long-term goal: strengthening our brand story to support direct recruitment and help regional companies attract talent. By telling a more accurate and compelling story about what it’s like to live and work here, we’ve laid a strong foundation in collaboration with our partners—including vendors and employers. Now, we’re well-positioned to build on that momentum with targeted messaging designed to attract the talent our region needs.

In our most recent campaigns, starting in January (through June 2025), our campaigns generated excellent returns on investment (ROI).

• Generated 7.7 million+ impressions (exposures to advertisements) through targeted recruitment marketing campaigns.
• Attracted 71,000+ active users to LiveinFMArea.com to explore the region as a place to live and work.
• Captured 19,900+ contacts via form submissions for ongoing talent engagement.

Companies Engaged in Company Culture Program: 16/40

Aldevron, Bobcat, Border States Electric, Butler, Cardinal IG, Dakota Supply Group, Fargo Glass & Paint, FMWF Chamber, Marvin, RDO, Gate City, Blue Cross Blue Shield, Bell Bank, Sanford and Ulteig

Company Culture Program -The Why

In the 2024 Workforce Survey conducted by the GFMEDC and FMHRA, enhancing company culture emerged as the second-highest priority among Human Resource (HR) professionals—underscoring the need for a dedicated program.

HR leaders emphasized that company culture plays a critical role in both attracting and retaining talent. This aligns with a recent Qualtrics study, which found that 46% of job seekers consider company culture a key factor when deciding whether to apply for a position.

The survey also revealed a strong desire for a platform where professionals can connect, share insights, and learn from one another.

What is it?

A virtual and in-person networking space where human resource professionals can learn from each other, explore different aspects of company culture and share best practices.
To support an assessment of a company’s culture, the GFMEDC has developed a survey. The assessment tool is offered in multiple languages with responses kept anonymous.

More info on Company Culture Program

Engagements with the Community Concierge program: 45

Investing in new employee engagement is one of the smartest decisions an organization can make. That’s why we created the Community Concierge Program—to strengthen retention, support recruitment, and ensure every new hire (and potential new hire) feels welcomed and valued.

By partnering with your HR and leadership teams, we act as an extension of your organization. We focus on integration while your team manages interviews and onboarding. Our personalized support helps newcomers connect with the people, places, and experiences that make our region special—showing employees you care beyond the workplace.

The Concierge Program offers a white-glove acclimation experience: personalized introductions, customized tours, social invitations, and ongoing support. From Icebreakers gatherings to à la carte experiences, we help newcomers connect, explore and thrive and settle in with confidence.

We’re proud to have supported newcomer integration for organizations such as Aldevron, Bobcat, Border States, NDSU, First Western Bank, John Deere, Minnesota State University Moorhead, Otter Tail Power, and Vance Thompson Vision. So far, we’ve facilitated 19 engagements and continue ongoing collaboration with HR professionals across the region.

When employees feel connected to both their workplace and their community, they’re more engaged and ready to contribute. The result is stronger satisfaction and retention.

Launch region-wide work-based learning goals.

The Chamber is actively collecting baseline data to guide future workforce development and retention goals. Key metrics include participant engagement, sector representation, satisfaction (via Net Promoter Scores), and geographic and demographic reach.

This foundational year includes data from:
– 32 educators and 27 businesses engaged through EDventures
– 3,000+ students participating in the Health, Tech & Trades Career Expo
– 250+ participants in work-based learning webinars and events
– 300+ attendees at five Industry Sector Partnership convenings

By 2026, we will formalize year-over-year goals to increase participation, expand sector
engagement and track impact through consistent evaluation tools.

Workforce: Lightning Recruitment Program

Born out of a dynamic conversation with local recruiters and aligned with the Innovate 28 goal to drive workforce development, Lightning Recruitment is a promising GFMEDC initiative designed to address immediate workforce needs. While long-term branding and recruitment strategies remain essential, HR professionals made it clear companies need talent now.

Lightning Recruitment helps connect businesses with potential candidates who may be open to relocating to the Fargo-Moorhead region, drawn by a favorable wage differential and lower cost of living.

This program puts HR teams in control, equipping them with valuable data insights and direct access to candidate contact information. Combining labor market analysis with a targeted recruitment tool, Lightning Recruitment identifies in-demand occupations and wage trends, empowering companies to proactively reach out to talent ready for a change.

“Bobcat Company has utilized the Lightning Recruitment program pilot for assistance on three different positions over this past summer. This has proven to be a great asset for us to supplement our existing strategies. The analytics provided have been useful to understand what markets to focus our efforts and we have been able to grow our talent pipeline with the potential candidates that this program has provided.” – Stacey Sellers, Talent Acquisition Manager at Bobcat Company

THE IMPORTANCE OF COMMUNITY CONNECTIONS: COMMUNITY CONCIERGE

After serving in various roles across the country, including his most recent position as Chief of Staff at Cal Poly Humboldt in Arcata, California, President Downs brings a wealth of experience to his role as President of Minnesota State University Moorhead (MSUM). With just over a year at the helm, he reflected on his journey, the transition to the Fargo Moorhead West Fargo (FMWF) region, and the role MSUM plays in advancing the community it serves.

“MSUM is an awesome university and part of an excellent system of higher education,” he said, explaining what initially attracted him to the role. “I was excited to be a part of a university that prioritizes being indispensable to the region we serve.”

Having relocated multiple times throughout his career, President Downs is no stranger to the challenges of moving to a new region. From coast to coast, he’s learned the importance of understanding the unique connections and history of each place.

“Every community has a story,” he shared. “Getting a sense of that history is important to being a part of future growth.”

During MSUM’s presidential search, The Chamber’s Community Concierge program played a key role in helping him acclimate to the FMWF region. A personalized community tour made a lasting impression.

“The tour was really insightful. The hosts did an excellent job of making me feel welcome and gave me a sense of the growth potential for the region,” he recalled, adding that he was surprised by the presence of so many large corporations in the area. Despite a snowstorm delaying his interview, he was impressed by the warmth and hospitality he received at every step. “I received such a warm welcome during every part of my interview process, even with the weather challenges,” he said.

The Community Concierge services not only helped him feel welcome but also laid the foundation for long-term connections with the region. “The Concierge program was a nice introduction to the community and to The Chamber,” he explained. “It helped me identify ways to get connected to the community, and that’s been invaluable.”

As President of MSUM, he’s committed to ensuring that the university remains a strong partner to the community. “One of our strategic anchors is being ‘indispensable to the social, cultural and economic advancement of Moorhead and our surrounding communities,’” he said. “As a regional university, we are a partner for both workforce and economic development, and investing in our faculty and employees’ connection to the community plays a critical role in that.”

Driving Results

You’ve invested in bold progress—now see the results and the latest news.

View All News