Overview
All Advertising, Public Relations and Sales Manager
-
$2,224 Weekly Pay
-
Strong Future Growth
Sales and Marketing Managers
-
100,600 workers Employment Size
-
Very high skill Skill level rating
-
90% Full-Time Full-Time Share
-
46 hours Average full-time
-
42 years Average age
-
38% female Gender Share
Sales and Marketing Managers manage the sales and marketing activities within organisations.
Specialisations: Business Development Manager, Market Research Manager.
You need extensive experience, or a formal qualification in marketing to work as a Sales and Marketing Manager. University and Vocational Education and Training (VET) are both common study pathways.
Tasks
- Formulates and implements policies and plans for advertising, public relations, sales and marketing in consultation with other managers.
- Organises and controls sales activities by setting product mix, geographical sales areas and customer service standards.
- Directs merchandising methods and distribution policy by co-ordinating the work of salespersons, and organises agents and distributors.
- Directs sales methods and arrangements by setting prices and credit arrangements.
Prospects
The number of Sales and Marketing Managers grew strongly over 5 years:
from 89,800 in 2011 to 100,600 in 2016.
Caution: These estimates do not take account of the impact of COVID-19. They may not reflect the current jobs market and should be used and interpreted with caution.
- Size: This is a very large occupation.
- Location: Many Sales and Marketing Managers work in New South Wales.
- Industries: They work in many industries such as Wholesale Trade; Retail Trade; and Manufacturing.
- Full-time: Most work full-time (90%, much higher than the average of 66%).
- Hours: Full-time workers spend around 46 hours per week at work (compared to the average of 44 hours).
- Age: The average age is 42 years (compared to the average of 40 years).
- Gender: 38% of workers are female (compared to the average of 48%).
Main Industries
Source: Based on ABS Census 2016, Customised Report. Industries are based on the Australian and New Zealand Standard Industrial Classification (ANZSIC 06).
States and Territories
NSW
VIC
QLD
SA
WA
TAS
NT
ACT
Source: Based on ABS Census 2016, Customised Report. Share of workers across Australian States and Territories, in this job compared to the all jobs average.
Age Profile
Source: Based on ABS Census 2016, Customised Report. Age profile of workers in this job compared to the all jobs average.
Education Level
Source: ABS Census 2016, Customised Report. Highest qualification completed by workers in this job (in any field of study). Qualifications needed by new workers might be different from the qualifications of workers already in the job.
Pathways
You need extensive experience, or a formal qualification in marketing to work as a Sales and Marketing Manager. University and Vocational Education and Training (VET) are both common study pathways.
Before starting a course, check it will provide you with the skills and qualifications you need. Visit
- Course Seeker to search and compare higher education courses.
- ComparED to compare undergraduate and postgraduate student experiences and outcomes.
- My Skills to compare Vocational Education and Training (VET) courses, providers and student outcomes.
- AAPathways website to explore Retail Services VET training pathways.
Skills & Knowledge
Employers look for Advertising, Public Relations and Sales Managers who have strong people skills, who can communicate clearly and are reliable.
Filter Skills & Knowledge
Knowledge
These are important topics, subjects or knowledge areas.
-
Sales and marketing
Showing, promoting, and selling including marketing strategy, product demonstration, sales techniques, and sales control systems.
-
English language
English language including the meaning and spelling of words, rules of composition, and grammar.
-
Customer and personal service
Understanding customer needs, providing good quality service, and measuring customer satisfaction.
-
Administration and management
Business principles involved in strategic planning, leadership, and coordinating people and resources.
-
Mathematics
Arithmetic, algebra, geometry, calculus, or statistics.
-
Communications and media
Media production, communication, and dissemination. Includes written, spoken, and visual media.
-
Education and training
Curriculum and training design, teaching and instruction for individuals and groups, and the measurement of training effects.
-
Clerical
Word processing, managing files and records, stenography and transcription, designing forms, and other office work.
-
Computers and electronics
Circuit boards, processors, chips, electronic equipment, and computer hardware and software, including applications and programming.
-
Economics and accounting
Economics and accounting, the financial markets, banking and checking and reporting of financial data.
-
Technical design
Design techniques, tools, and principles used to make detailed technical plans, blueprints, drawings, and models.
-
Personnel and human resources
Recruiting and training people, managing pay and other entitlements (like sick leave), and negotiating pay and conditions.
-
Law and government
How our laws and courts work. Government rules and regulations, and the political system.
-
Production and processing
Raw materials, production processes, quality control, costs, and ways of making and distributing goods.
-
Psychology
Human behaviour; differences in ability, personality, and interests; learning and motivation; research methods; assessing and treating disorders.
-
Telecommunications
Transmission, broadcasting, switching, control, and operation of telecommunications systems.
-
Geography
Describing land, sea, and air, including their physical characteristics, locations, how they work together, and the location of plant, animal, and human life.
-
Engineering and technology
Use engineering, science and technology to design and produce goods and services.
-
Sociology and anthropology
Group behaviour and dynamics, societal trends and influences, human migrations, ethnicity, cultures and their history and origins.
-
Public safety and security
Use of equipment, rules and ideas to protect people, data, property, and institutions.
Skills
Skills can be improved through training or experience.
-
Persuasion
Talking people into changing their minds or their behaviour.
-
Critical thinking
Thinking about the pros and cons of different ways to solve a problem.
-
Monitoring
Keeping track of how well work is progressing so you can make changes or improvements.
-
Reading comprehension
Reading work related information.
-
Active learning
Being able to use what you have learnt to solve problems now and again in the future.
-
Active listening
Listening to others, not interrupting, and asking good questions.
-
Speaking
Talking to others.
-
Judgment and decision making
Figuring out the pros and cons of different options and choosing the best one.
-
Social perceptiveness
Understanding why people react the way they do.
-
Complex problem solving
Noticing a problem and figuring out the best way to solve it.
-
Management of personnel resources
Motivating, developing, and directing people as they work, and choosing the best people for the job.
-
Negotiation
Bringing people together and trying to sort out their differences.
-
Writing
Writing things for co-workers or customers.
-
Coordination with others
Being adaptable and coordinating work with other people.
-
Systems analysis
Figuring out how a system should work and how changes in conditions, operations, and the environment will affect it.
-
Systems evaluation
Measuring how well a system is working and how to improve it.
-
Time management
Managing your own and other peoples' time to get work done.
-
Operations analysis
Understanding needs and product requirements to create a design.
-
Learning strategies
Figuring out the best way to teach or learn something new.
-
Serving others
Looking for ways to help people.
Abilities
Workers use these physical and mental abilities.
-
Deductive reasoning
Use general rules to find answers or solve problems logically.
-
Oral comprehension
Listen to and understand what people say.
-
Brainstorming
Come up with a number of ideas about a topic, even if the ideas aren't very good.
-
Oral expression
Communicate by speaking.
-
Written comprehension
Read and understand written information.
-
Written expression
Write in a way that people can understand.
-
Originality
Come up with unusual or clever ideas, or creative ways to solve a problem.
-
Inductive reasoning
Use lots of detailed information to come up with answers or make general rules.
-
Speech clarity
Speak clearly so others can understand you.
-
Problem spotting
Notice when something is wrong or is likely to go wrong, even if you can't solve the problem.
-
Speech recognition
Identify and understand the speech of another person.
-
Near vision
See details that are up-close (within a few feet).
-
Categorising
Come up with different ways of grouping things.
-
Mathematics
Choose the right maths method or formula to solve a problem.
-
Sorting or ordering
Order or arrange things in a pattern or sequence (e.g., numbers, letters, words, pictures, mathematical operations).
-
Working with numbers
Add, subtract, multiply, or divide.
-
Far vision
See details that are far away.
-
Flexibility of closure
See a pattern (a figure, object, word, or sound) hidden in other distracting material.
-
Visualization
Imagine how something will look after it is moved around or changed.
-
Colour discrimination
Notice differences between colours, including shades of colour and brightness.
Activities
These are kinds of activities workers regularly do in this job.
-
Building good relationships
Building good working relationships and keeping them over time.
-
Planning and prioritising work
Deciding on goals and putting together a detailed plan to get the work done.
-
Communicating with the public
Giving information to the public, business or government by telephone, in writing, or in person.
-
Influencing people
Convincing people to buy something or to change their minds or actions.
-
Communicating within a team
Giving information to co-workers by telephone, in writing, or in person.
-
Researching and investigating
Looking for, getting and understanding different kinds of information.
-
Negotiating and resolving conflicts
Handling complaints and disagreements, and negotiating with people.
-
Coordinating the work of a team
Getting members of a group to work together to finish a task.
-
Thinking creatively
Using your own ideas for developing, designing, or creating something new.
-
Making decisions and solving problems
Using information to work out the best solution and solve problems.
-
Looking for changes over time
Comparing objects, actions, or events. Looking for differences between them or changes over time.
-
Keeping your knowledge up-to-date
Keeping up-to-date with technology and new ideas.
-
Leading and encouraging a team
Encouraging and building trust, respect, and cooperation among team members.
-
Guiding and directing staff
Guiding and directing staff, including setting and monitoring performance standards.
-
Coming up with systems and processes
Deciding on goals and figuring out what you need to do to achieve them.
-
Making sense of information and ideas
Looking at, working with, and understanding data or information.
-
Scheduling work and activities
Working out the timing of events, programs, and activities, as well as the work of others.
-
Working with computers
Using computers to program, write software, set up functions, enter data, or process information.
-
Estimating amounts, costs and resources
Working out sizes, distances, amounts, time, costs, resources, or materials needed for a task.
-
Explaining things to people
Helping people to understand and use information.

O*NET is a trademark of the U.S. Department of Labor, Employment and Training Administration.
The skills and importance ratings on this page are derived from the US Department of Labor O*NET Database Version 21.2, 11-2021.00 - Marketing Managers.
Work Environment
Learn about the daily activities, and physical and social demands faced by workers. Explore the values and work styles that workers rate as most important.
Filter Work Environment
Demands
The physical and social demands workers face most often are shown below.
-
Electronic mail
Use electronic mail.
-
Telephone
Talk on the telephone.
-
Face-to-face discussions
Talk with people face-to-face.
-
Teamwork
Work with people in a group or team.
-
Unstructured work
Have freedom to decide on tasks, priorities, and goals.
-
Contact with people
Have contact with people by telephone, face-to-face, or any other way.
-
Indoors, heat controlled
Work indoors with access to heating or cooling.
-
Freedom to make decisions
Have freedom to make decision on your own.
-
Spend time sitting
Spend time sitting at work.
-
Lead or coordinate a team
Lead others to do work activities.
-
Contact with the public
Work with customers or the public.
-
Time pressure
Work to strict deadlines.
-
Impact of decisions
Make decisions that have a large impact on other people.
-
Frequent decision making
Frequently make decisions that impact other people.
-
Responsible for outcomes
Take responsibility for the results of other people's work.
-
Competition
Compete with others, or be aware of competitive pressures.
-
Being exact or accurate
Be very exact or highly accurate.
-
Letters and memos
Write letters and memos.
-
Public speaking
Talk to a group of people.
-
Conflict situations
Deal with conflict or disagreements.
Values
Work values are important to a person’s feeling of satisfaction. All six values are shown below.
-
Working conditions
Job security and good working conditions. There is usually a steady flow of interesting work, and the pay and conditions are generally good.
-
Achievement
Results oriented. Workers are able to use their strongest abilities, giving them a feeling of accomplishment.
-
Independence
Work alone and make decisions. Workers are able to try out their own ideas, make decisions on their own, and work with little or no supervision.
-
Relationships
Serve and work with others. Workers usually get along well with each other, do things to help other people, and are rarely pressured to do things that go against their sense of right and wrong.
-
Recognition
Advancement and the potential to lead. Workers are recognised for the work that they do, they may give directions and instructions to others, and they are looked up to in their company and their community.
-
Support
Supportive management that stands behind employees. Workers are treated fairly by their company, they are supported by management, and have supervisors who train them well.
Interests
Interests are the style or type of work we prefer to do. All interest areas are shown below.
-
Enterprising
Starting up and carrying out projects. Leading people and making many decisions. Sometimes require risk taking and often deal with business.
-
Administrative
Following set procedures and routines. Working with numbers and details more than with ideas, usually following rules.
-
Creative
Working with forms, designs and patterns. Often need self-expression and can be done without following rules.
-
Helping
Working with people. Helping or providing service to others.
-
Analytical
Ideas and thinking. Searching for facts and figuring out problems in your head.
-
Practical
Practical, hands-on work. Often with plants and animals, or materials like wood, tools, and machinery.

O*NET is a trademark of the U.S. Department of Labor, Employment and Training Administration.
The skills and importance ratings on this page are derived from the US Department of Labor O*NET Database Version 21.2, 11-2021.00 - Marketing Managers.
All Advertising, Public Relations and Sales Manager
-
$2,224 Weekly Pay
-
Strong Future Growth
Sales and Marketing Managers
-
100,600 workers Employment Size
-
Very high skill Skill level rating
-
90% Full-Time Full-Time Share
-
46 hours Average full-time
-
42 years Average age
-
38% female Gender Share
Sales and Marketing Managers manage the sales and marketing activities within organisations.
Specialisations: Business Development Manager, Market Research Manager.
You need extensive experience, or a formal qualification in marketing to work as a Sales and Marketing Manager. University and Vocational Education and Training (VET) are both common study pathways.
Tasks
- Formulates and implements policies and plans for advertising, public relations, sales and marketing in consultation with other managers.
- Organises and controls sales activities by setting product mix, geographical sales areas and customer service standards.
- Directs merchandising methods and distribution policy by co-ordinating the work of salespersons, and organises agents and distributors.
- Directs sales methods and arrangements by setting prices and credit arrangements.
The number of Sales and Marketing Managers grew strongly over 5 years:
from 89,800 in 2011 to 100,600 in 2016.
Caution: These estimates do not take account of the impact of COVID-19. They may not reflect the current jobs market and should be used and interpreted with caution.
- Size: This is a very large occupation.
- Location: Many Sales and Marketing Managers work in New South Wales.
- Industries: They work in many industries such as Wholesale Trade; Retail Trade; and Manufacturing.
- Full-time: Most work full-time (90%, much higher than the average of 66%).
- Hours: Full-time workers spend around 46 hours per week at work (compared to the average of 44 hours).
- Age: The average age is 42 years (compared to the average of 40 years).
- Gender: 38% of workers are female (compared to the average of 48%).
Main Industries
Source: Based on ABS Census 2016, Customised Report. Industries are based on the Australian and New Zealand Standard Industrial Classification (ANZSIC 06).
States and Territories
NSW
VIC
QLD
SA
WA
TAS
NT
ACT
Source: Based on ABS Census 2016, Customised Report. Share of workers across Australian States and Territories, in this job compared to the all jobs average.
Age Profile
Source: Based on ABS Census 2016, Customised Report. Age profile of workers in this job compared to the all jobs average.
Education Level
Source: ABS Census 2016, Customised Report. Highest qualification completed by workers in this job (in any field of study). Qualifications needed by new workers might be different from the qualifications of workers already in the job.
You need extensive experience, or a formal qualification in marketing to work as a Sales and Marketing Manager. University and Vocational Education and Training (VET) are both common study pathways.
Before starting a course, check it will provide you with the skills and qualifications you need. Visit
- Course Seeker to search and compare higher education courses.
- ComparED to compare undergraduate and postgraduate student experiences and outcomes.
- My Skills to compare Vocational Education and Training (VET) courses, providers and student outcomes.
- AAPathways website to explore Retail Services VET training pathways.
Employers look for Advertising, Public Relations and Sales Managers who have strong people skills, who can communicate clearly and are reliable.
Filter Skills & Knowledge
Knowledge
These are important topics, subjects or knowledge areas.
-
Sales and marketing
Showing, promoting, and selling including marketing strategy, product demonstration, sales techniques, and sales control systems.
-
English language
English language including the meaning and spelling of words, rules of composition, and grammar.
-
Customer and personal service
Understanding customer needs, providing good quality service, and measuring customer satisfaction.
-
Administration and management
Business principles involved in strategic planning, leadership, and coordinating people and resources.
-
Mathematics
Arithmetic, algebra, geometry, calculus, or statistics.
-
Communications and media
Media production, communication, and dissemination. Includes written, spoken, and visual media.
-
Education and training
Curriculum and training design, teaching and instruction for individuals and groups, and the measurement of training effects.
-
Clerical
Word processing, managing files and records, stenography and transcription, designing forms, and other office work.
-
Computers and electronics
Circuit boards, processors, chips, electronic equipment, and computer hardware and software, including applications and programming.
-
Economics and accounting
Economics and accounting, the financial markets, banking and checking and reporting of financial data.
-
Technical design
Design techniques, tools, and principles used to make detailed technical plans, blueprints, drawings, and models.
-
Personnel and human resources
Recruiting and training people, managing pay and other entitlements (like sick leave), and negotiating pay and conditions.
-
Law and government
How our laws and courts work. Government rules and regulations, and the political system.
-
Production and processing
Raw materials, production processes, quality control, costs, and ways of making and distributing goods.
-
Psychology
Human behaviour; differences in ability, personality, and interests; learning and motivation; research methods; assessing and treating disorders.
-
Telecommunications
Transmission, broadcasting, switching, control, and operation of telecommunications systems.
-
Geography
Describing land, sea, and air, including their physical characteristics, locations, how they work together, and the location of plant, animal, and human life.
-
Engineering and technology
Use engineering, science and technology to design and produce goods and services.
-
Sociology and anthropology
Group behaviour and dynamics, societal trends and influences, human migrations, ethnicity, cultures and their history and origins.
-
Public safety and security
Use of equipment, rules and ideas to protect people, data, property, and institutions.
Skills
Skills can be improved through training or experience.
-
Persuasion
Talking people into changing their minds or their behaviour.
-
Critical thinking
Thinking about the pros and cons of different ways to solve a problem.
-
Monitoring
Keeping track of how well work is progressing so you can make changes or improvements.
-
Reading comprehension
Reading work related information.
-
Active learning
Being able to use what you have learnt to solve problems now and again in the future.
-
Active listening
Listening to others, not interrupting, and asking good questions.
-
Speaking
Talking to others.
-
Judgment and decision making
Figuring out the pros and cons of different options and choosing the best one.
-
Social perceptiveness
Understanding why people react the way they do.
-
Complex problem solving
Noticing a problem and figuring out the best way to solve it.
-
Management of personnel resources
Motivating, developing, and directing people as they work, and choosing the best people for the job.
-
Negotiation
Bringing people together and trying to sort out their differences.
-
Writing
Writing things for co-workers or customers.
-
Coordination with others
Being adaptable and coordinating work with other people.
-
Systems analysis
Figuring out how a system should work and how changes in conditions, operations, and the environment will affect it.
-
Systems evaluation
Measuring how well a system is working and how to improve it.
-
Time management
Managing your own and other peoples' time to get work done.
-
Operations analysis
Understanding needs and product requirements to create a design.
-
Learning strategies
Figuring out the best way to teach or learn something new.
-
Serving others
Looking for ways to help people.
Abilities
Workers use these physical and mental abilities.
-
Deductive reasoning
Use general rules to find answers or solve problems logically.
-
Oral comprehension
Listen to and understand what people say.
-
Brainstorming
Come up with a number of ideas about a topic, even if the ideas aren't very good.
-
Oral expression
Communicate by speaking.
-
Written comprehension
Read and understand written information.
-
Written expression
Write in a way that people can understand.
-
Originality
Come up with unusual or clever ideas, or creative ways to solve a problem.
-
Inductive reasoning
Use lots of detailed information to come up with answers or make general rules.
-
Speech clarity
Speak clearly so others can understand you.
-
Problem spotting
Notice when something is wrong or is likely to go wrong, even if you can't solve the problem.
-
Speech recognition
Identify and understand the speech of another person.
-
Near vision
See details that are up-close (within a few feet).
-
Categorising
Come up with different ways of grouping things.
-
Mathematics
Choose the right maths method or formula to solve a problem.
-
Sorting or ordering
Order or arrange things in a pattern or sequence (e.g., numbers, letters, words, pictures, mathematical operations).
-
Working with numbers
Add, subtract, multiply, or divide.
-
Far vision
See details that are far away.
-
Flexibility of closure
See a pattern (a figure, object, word, or sound) hidden in other distracting material.
-
Visualization
Imagine how something will look after it is moved around or changed.
-
Colour discrimination
Notice differences between colours, including shades of colour and brightness.
Activities
These are kinds of activities workers regularly do in this job.
-
Building good relationships
Building good working relationships and keeping them over time.
-
Planning and prioritising work
Deciding on goals and putting together a detailed plan to get the work done.
-
Communicating with the public
Giving information to the public, business or government by telephone, in writing, or in person.
-
Influencing people
Convincing people to buy something or to change their minds or actions.
-
Communicating within a team
Giving information to co-workers by telephone, in writing, or in person.
-
Researching and investigating
Looking for, getting and understanding different kinds of information.
-
Negotiating and resolving conflicts
Handling complaints and disagreements, and negotiating with people.
-
Coordinating the work of a team
Getting members of a group to work together to finish a task.
-
Thinking creatively
Using your own ideas for developing, designing, or creating something new.
-
Making decisions and solving problems
Using information to work out the best solution and solve problems.
-
Looking for changes over time
Comparing objects, actions, or events. Looking for differences between them or changes over time.
-
Keeping your knowledge up-to-date
Keeping up-to-date with technology and new ideas.
-
Leading and encouraging a team
Encouraging and building trust, respect, and cooperation among team members.
-
Guiding and directing staff
Guiding and directing staff, including setting and monitoring performance standards.
-
Coming up with systems and processes
Deciding on goals and figuring out what you need to do to achieve them.
-
Making sense of information and ideas
Looking at, working with, and understanding data or information.
-
Scheduling work and activities
Working out the timing of events, programs, and activities, as well as the work of others.
-
Working with computers
Using computers to program, write software, set up functions, enter data, or process information.
-
Estimating amounts, costs and resources
Working out sizes, distances, amounts, time, costs, resources, or materials needed for a task.
-
Explaining things to people
Helping people to understand and use information.

O*NET is a trademark of the U.S. Department of Labor, Employment and Training Administration.
The skills and importance ratings on this page are derived from the US Department of Labor O*NET Database Version 21.2, 11-2021.00 - Marketing Managers.
Learn about the daily activities, and physical and social demands faced by workers. Explore the values and work styles that workers rate as most important.
Filter Work Environment
Demands
The physical and social demands workers face most often are shown below.
-
Electronic mail
Use electronic mail.
-
Telephone
Talk on the telephone.
-
Face-to-face discussions
Talk with people face-to-face.
-
Teamwork
Work with people in a group or team.
-
Unstructured work
Have freedom to decide on tasks, priorities, and goals.
-
Contact with people
Have contact with people by telephone, face-to-face, or any other way.
-
Indoors, heat controlled
Work indoors with access to heating or cooling.
-
Freedom to make decisions
Have freedom to make decision on your own.
-
Spend time sitting
Spend time sitting at work.
-
Lead or coordinate a team
Lead others to do work activities.
-
Contact with the public
Work with customers or the public.
-
Time pressure
Work to strict deadlines.
-
Impact of decisions
Make decisions that have a large impact on other people.
-
Frequent decision making
Frequently make decisions that impact other people.
-
Responsible for outcomes
Take responsibility for the results of other people's work.
-
Competition
Compete with others, or be aware of competitive pressures.
-
Being exact or accurate
Be very exact or highly accurate.
-
Letters and memos
Write letters and memos.
-
Public speaking
Talk to a group of people.
-
Conflict situations
Deal with conflict or disagreements.
Values
Work values are important to a person’s feeling of satisfaction. All six values are shown below.
-
Working conditions
Job security and good working conditions. There is usually a steady flow of interesting work, and the pay and conditions are generally good.
-
Achievement
Results oriented. Workers are able to use their strongest abilities, giving them a feeling of accomplishment.
-
Independence
Work alone and make decisions. Workers are able to try out their own ideas, make decisions on their own, and work with little or no supervision.
-
Relationships
Serve and work with others. Workers usually get along well with each other, do things to help other people, and are rarely pressured to do things that go against their sense of right and wrong.
-
Recognition
Advancement and the potential to lead. Workers are recognised for the work that they do, they may give directions and instructions to others, and they are looked up to in their company and their community.
-
Support
Supportive management that stands behind employees. Workers are treated fairly by their company, they are supported by management, and have supervisors who train them well.
Interests
Interests are the style or type of work we prefer to do. All interest areas are shown below.
-
Enterprising
Starting up and carrying out projects. Leading people and making many decisions. Sometimes require risk taking and often deal with business.
-
Administrative
Following set procedures and routines. Working with numbers and details more than with ideas, usually following rules.
-
Creative
Working with forms, designs and patterns. Often need self-expression and can be done without following rules.
-
Helping
Working with people. Helping or providing service to others.
-
Analytical
Ideas and thinking. Searching for facts and figuring out problems in your head.
-
Practical
Practical, hands-on work. Often with plants and animals, or materials like wood, tools, and machinery.

O*NET is a trademark of the U.S. Department of Labor, Employment and Training Administration.
The skills and importance ratings on this page are derived from the US Department of Labor O*NET Database Version 21.2, 11-2021.00 - Marketing Managers.