Artificial intelligence (AI) is reshaping the workplace, but one of its most important implications remains unclear: What does AI mean for early-career jobs?

NACE’s 2026 Environmental Scan synthesizes proprietary research from Job Outlook and Student Survey, national labor market data, and federal policy analysis to help you anticipate change and plan strategically.

The expectations of career services in higher education have never been greater. Families, students, and institutional leaders are asking tough questions: What support do you offer students in finding jobs after graduation? How will a degree translate into a meaningful career? What is the return on investment for a college education? The answers to these questions are complex, but they point to a broader shift in our field that calls for systemic transformation rather than incremental improvement.

Developed by a task force of early talent recruiting and university relations professionals for early talent recruiting and university relations professionals, the Professional Standards offer a roadmap to excellence for programs of all shapes and sizes.

In an ever-evolving landscape, career services needs to adapt and innovate. Here, Hassan Akmal discusses how career services can reimagine itself to meet the needs of students and alumni.

A new $1 million gift supporting career development at William & Mary will triple the number of students annually who can receive university funding for unpaid and underpaid internships.

Career services needs to be strategically positioned on campus to provide the vision, guidance, and relationships to demonstrate its importance and value and to maximize student outcomes.

An employer looking to set up a “campus champion” program as an element in its campus recruiting efforts turned to colleagues in the NACE Community for ideas on staffing, the responsibilities and expectations of the program, and the guidelines for campus engagement.