Using AI-driven gamified learning tools can help students think critically and gain skills, but it requires a human touch to develop and refine throughout the development process.

For decades, one of the pervasive arguments in college recruiting has been the effectiveness of high-tech versus high-touch practices. According to research conducted by Mary Scott, that argument persists with the integration of AI into college recruiting.

UConn’s Center for Career Readiness and Life Skills created an AI Committee to develop a sustainable, intentional strategy for integrating AI into career services in ways that support student learning, staff confidence, and employer/alumni engagement.

Employers are increasingly reporting attempts by fake candidates to obtain jobs—and gain access to the organization’s systems and properties—for unlawful purposes.

The irreplaceable value of career staff is found in their judgment, personal relationships, and the human capacity to help a student understand who they are becoming, not just where they are applying.

Jeff Crume, an adjunct professor of cybersecurity who has spent more than four decades in the IT industry, provides insight into the ways companies and college students are adapting to AI’s impact on the entry-level workforce.

For many, joining the workforce can be an opaque process with little insight from employers, but by embracing more transparency, career centers and employers can work together to illuminate this journey.

AI isn’t replacing career services; it’s making it more necessary to ensure students are being authentic, carrying themselves professionally, thinking critically, and not losing their voice in an increasingly automated world.

Despite the prevalence of AI in the national dialogue, its use among graduating seniors as a job-search tool is not as widespread as many believe as students have strong concerns about using AI.

Uncertainty surrounds the use of artificial intelligence among university relations and recruiting professionals and, to a lesser extent, among career services practitioners.

The use of AI in career centers to help students in their employment journey has grown substantially in recent years, according to results of NACE’s recent Quick Poll on Career Services Benchmarks.

AI is creating new job opportunities for college graduates, and higher education and employers can adjust the ways they operate and interact to ensure students are prepared for these roles.

A guide developed by the 2024-25 Principles for Ethical Professional Practice Committee applies the NACE principles to AI use in career services and recruitment, providing actionable recommendations to ensure responsible implementation.

The large-college winner of the 2025 NACE Career Services Excellence Award, the UConn Work+ Pilot integrated career readiness into on-campus student employment, enhancing the experience for more than 200 student employees and 40 supervisors.

The goal of the LER Accelerator coalition and for the release of its recent white paper is to be a catalyst for faster growth of the adoption of learning and employment records.

The college winner of the 2025 NACE Technology Excellence Award, the Kenyon College Career Development Office’s career rewards program incentivizes student use of career services in a way that makes it fun for the students and efficient for office staff.

The employer winner of the 2025 NACE Technology Excellence Award, GM Financial's intern social media strategy tells the authentic story of the firm’s intern experience and grows its pipeline of students for internships and early career opportunities.

Research conducted by Mary Scott shows candidates’ increasing “lack of enthusiasm” about employer use of AI as a screening tool.

Career services offices are often seen as places that offer help with resumes and run career fairs—but their impact beyond that is lost. Data can help pain a complete picture.

Hybrid and in-person remain the preferred work modalities of employers for both their overall and entry-level positions, which matches the ways students prefer to work, NACE research has found.

In-person activities are the most widely used and effective means for recruiting interns, according to results of NACE’s 2025 Internship & Co-op survey.

The Career and Life Design process that Hassan Akmal created is evolving. Today, AI makes this pursuit more tangible than ever, acting as an unprecedented sounding board for self-exploration.

LinkedIn can be a valuable tool for students preparing to enter the workforce, but it can also cause students to miss out on opportunities if not used responsibly.

By using a gamified approach to career development, college career services can create scenarios that simulate the workplace and encourage active student participation.

Among the main reasons why career center staff are not using AI with students are concerns about the technology collecting students’ personal data.

There are two primary reasons that career centers might lack confidence in using AI in their work: speed and ethics.

Aurora University’s career services office uses ChatGPT as a tool to help its students prepare for job interviews and teach them ethical ways to use generative AI.

Fear of AI has turned into curiosity, says Jeremy Schifeling, who reports seeing more and more career leaders getting excited about leveraging these tools for both their students’ and their own success.

AI can support first-generation students in the job search by bridging the gap in their professional network.

The college winner of the 2024 NACE Technology Excellence Award, University of California, Berkeley Career Engagement used Google Workspace products to create a data-visualization dashboard to tell its story in a low-cost, efficient manner.

Career services professionals can help students use AI tools effectively and avoid common traps and mistakes.

Students who begin building their social media presence while still in college will have an advantage after graduating, and there are several easy steps they can take to get started on LinkedIn.

The University of Western Florida CDCE recently launched its AI Career Toolkit to address AI use, challenges, and possibilities by students exploring careers and the career coaches supporting them.

Despite calls to “return to the office” from employers and the prevailing media narrative, the hybrid work modality appears here to stay.

The Yale Office of Career Strategy enlisted the help of key partners to create an assessment tool that incorporates design-thinking principles and is available to everyone, not just Yale students and alums.

The career services office at Colorado Boulder launched an Artificial Intelligence Working Group to collect information on developments, discuss campus applications of AI, and more.

UCSD’s Rady School Career Management Center is addressing and creating resources around AI to guide students in its effective, safest, and ethical use during the college recruiting process.

This study, a collaboration between NACE and Break Through Tech, provides evidence that career services can help level the playing field for women pursuing STEM careers.

Automated video interviews (AVIs) are an emerging recruitment tool. As success factors in AVIs may differ from face-to-face interviews, it is important for career services practitioners to know how to help their students prepare for these new types of interviews.

Not only does PathwayU offer student assessments, but it also provides guidance based on predictive knowledge that accounts for the user’s sense of purpose and meaning.

Among the key information recruiters need to know to successfully navigate their careers is to stay informed and value relationships.

After witnessing the impact that the pandemic had on early undergraduate students from underrepresented groups in the tech industry, IBM scaled up its early talent ID program.

Regardless of how employers ran their programs in summer 2021, the hybrid model is their favored modality for their 2021-22 internships, according to NACE’s 2022 Internship & Co-op Survey Report.

Two critical factors for limiting bias in AI systems are building diverse AI teams and implementing an enterprise-wide trustworthy AI framework.