<?xml version="1.0" encoding="utf-8"?> <rss version="2.0"> <channel> <title>Junior Remote Jobs | Find Junior and Entry-Level Remote Job Positions</title> <link>https://www.juniorremotejobs.com</link> <description>Looking for junior or entry-level remote jobs? JuniorRemoteJobs.com connects you with the best junior remote positions. Start your remote career journey today!</description> <lastBuildDate>Fri, 24 Jul 2026 21:34:52 GMT</lastBuildDate> <docs>https://validator.w3.org/feed/docs/rss2.html</docs> <generator>https://github.com/jpmonette/feed</generator> <language>en</language> <image> <title>Junior Remote Jobs | Find Junior and Entry-Level Remote Job Positions</title> <url>https://www.juniorremotejobs.com/images/logo-512.png</url> <link>https://www.juniorremotejobs.com</link> </image> <copyright>All rights reserved 2024, JuniorRemoteJobs.com</copyright> <category>Bitcoin News</category> <item> <title><![CDATA[10 Chicago Companies Hiring Junior Software Engineers Right Now (2025)]]></title> <link>https://www.juniorremotejobs.com/article/10-chicago-companies-hiring-junior-software-engineers-right-now-2025</link> <guid>10-chicago-companies-hiring-junior-software-engineers-right-now-2025</guid> <pubDate>Fri, 24 Jul 2026 04:00:32 GMT</pubDate> <description>< makes cloud software designed to process policy and claims workflows for the global insurance industry. Their associate software engineer program places new hires — with as little as **zero-to-two years of experience** — onto teams tasked with revamping core SaaS platforms using **C#**, **.NET**, **React**, and **Google Cloud Platform**. ### Enova International **Industry:** Financial Technology, Online Lending Based in Chicago, [Enova International](https://www.enova.com/) builds data-driven financial platforms that provide online credit and financing. The company regularly hires software engineers into **full-stack and backend roles**, where early-career developers write production code using **Java**, **Python**, **Go**, and **React** while supporting microservices, API integrations, and analytics engines. ### Old Mission Capital **Industry:** Proprietary Trading [Old Mission Capital](https://www.oldmissioncapital.com/) is a quantitative trading firm headquartered in Chicago that builds **low-latency market-making software**. The firm’s development program places junior software engineers into core infrastructure roles writing production **C++** and **Python** for exchange connectivity, network hardware acceleration, and real-time data analysis. ### Cisco (Meraki) **Industry:** Cloud Networking, Cybersecurity The Chicago office for [Cisco](https://www.cisco.com/) focuses on its **Meraki division**, where engineers manage networking equipment on the cloud as well as security hardware. Early-career developers there write backend services, full-stack dashboard features, and network telemetry software in **Scala**, **Ruby on Rails**, **C++**, and **Python**. ### PwC **Industry:** Software Engineering, Technology Consulting [PwC](https://www.pwc.com/) helps many of the world’s largest organizations modernize their legacy systems. Its early-career software engineering associates write full-stack code using **Java**, **Python**, **React**, as well as cloud platforms **AWS** and **Azure** for custom SaaS applications, automated financial workflows, and AI integrations. ### Motorola Solutions **Industry:** Public Safety, Enterprise Software Headquartered in Chicago, [Motorola Solutions](https://www.motorolasolutions.com/) develops software for **911 dispatch platforms**, emergency response routing, and public safety video management. Its entry-level software engineers help build cloud services and real-time mobile applications while improving edge video processing technology used by first responders. ### IBM **Industry:** Enterprise Software, Cloud Infrastructure More than **90 percent of the Fortune 500** use [IBM](https://www.ibm.com/)’s technology. Its team of Chicago-based software engineers contribute to products like **Red Hat OpenShift** and **Watsonx**, where entry-level hires help build the backend systems and developer tools behind those platforms. ### Akuna Capital **Industry:** Proprietary Trading [Akuna Capital](https://akunacapital.com/) operates its global options market-making business out of its Chicago headquarters. Founded in 2011, the firm recruits new graduates directly into dedicated **C++** and **Python** tracks, where early-career engineers build low-latency trading engines, concurrent data ingestion pipelines, exchange connectivity systems, and algorithmic execution models. ### Thoughtworks **Industry:** Software Consulting Chicago serves as a major U.S. base for [Thoughtworks](https://www.thoughtworks.com/), a consulting firm specializing in custom software development. Before joining client-facing roles, entry-level developers must complete an **intensive, one-year onboarding program** covering test-driven development and continuous delivery across various tech stacks. ### Morningstar **Industry:** Financial Technology [Morninstar](https://www.morningstar.com/) is headquartered in Chicago, where software engineers develop investment research platforms covering more than **40,000 public companies and five million privately-held ones**. Associate software engineers build customer-facing applications and financial data pipelines using **C#/.NET**, **TypeScript**, and **AWS**.]]></description> <author>contact@juniorremotejobs.com (JuniorRemoteJobs.com)</author> <category>chicago</category> <category>juniorsoftwareengineer</category> <category>entry-leveljobs</category> <category>techcareers</category> <category>hiring</category> <enclosure url="https://cdn.builtin.com/cdn-cgi/image/f=auto,fit=cover,w=1200,h=635,q=80/sites/www.builtin.com/files/2026-07/companies-hiring-early-career-software-engineers-in-nyc.jpg" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[Why Experienced Workers Are Flooding Entry-Level Jobs (And What That Means for You)]]></title> <link>https://www.juniorremotejobs.com/article/why-experienced-workers-are-flooding-entry-level-jobs-and-what-that-means-for-you</link> <guid>why-experienced-workers-are-flooding-entry-level-jobs-and-what-that-means-for-you</guid> <pubDate>Thu, 23 Jul 2026 11:00:36 GMT</pubDate> <description>< While we generally tend to associate higher levels of work experience with upward career advancement, many jobs offer limited opportunities to formally move into higher-level positions with new responsibilities. Teachers’ aides, administrative assistants, long-haul truckers, nail technicians, and home healthcare aides often hold the same job responsibilities for their entire tenure. As a result, workers in occupations like these tend to work entry- and mid-level positions later into their careers. In May 2026, almost **two-thirds (62%)** of applications started on Indeed by job seekers with 6-9 years of work experience were for entry-level roles, with 32% and 6% going to mid- and senior-level roles, respectively. While the share of workers applying for entry-level work does fall as their years of experience increase, the limits in upward job mobility are hard to ignore. Even as job postings for senior roles rise overall, just **1-in-8 (12%)** of applications from candidates with 10+ years’ experience were for these roles in May. These limited opportunities to move up the career ladder may be contributing to growing labor market discontent. While the shares presented above have been fairly stable over the past two years, they vary drastically across sectors, with **tech and healthcare** applicants showing two of the sharpest divides.  Among workers with 10+ years of experience, those applying for **healthcare jobs** are more than twice as likely to apply for entry-level positions as those in tech and professional services. With much of recent job growth occurring in healthcare and social assistance, many workers likely entered roles in the past year that may not offer much room for advancement. Meanwhile, strong demand for senior-level workers in tech and professional services provides these workers with more opportunities to take on new roles and responsibilities as they gain experience. These dynamics are significant to workers currently applying for jobs because they affect who they compete with. For job seekers new to the labor force, competition from more experienced workers may make it even more difficult to stand out. Indeed, across all entry-level postings in May, **30% of applications** came from workers with 10+ years of experience — more than any other group.  Beyond current macroeconomic conditions, the propensity of experienced workers to apply for entry-level roles should also affect how we think about the labor market more broadly. Debates over minimum wage laws, for example, often assume minimum wages will apply only to young people at the start of their careers. Our data makes it clear that entry-level roles extend far beyond inexperienced workers. ### Methodology The three seniority classifications — Entry, Mid, and Senior — are assigned by the Indeed taxonomy team’s algorithmic text classification system. A single posting cannot carry more than one label at a time. The methodology is meant to represent the tasks associated with a position. For example, does a job involve managing other workers? What hard and soft skills are vital to the role? Are there occupational licensing requirements? The table below summarizes how these and other factors affect each posting’s classification. | Level | Broad Responsibilities | Typical Required Experience (Years) | College Degree or Licensing | Additional Certifications or Licenses | |-------|----------------------|--------------------------------------|-----------------------------|---------------------------------------| | Entry | Roles that focus on soft skills and require minimal experience | 0-1 | Sometimes | No | | Mid | Independent contributors or managers handling day-to-day business operations | 2-4 | Sometimes | Sometimes | | Senior| Focuses on strategic vision or requires advanced specialized knowledge | 5+ | Often | Sometimes | **Notes:** By Indeed Hiring Lab. The table displays factors used to determine if an Indeed job posting is coded as entry-, mid-, or senior-level. Postings were coded using algorithmic text classification with over a 99% coverage rate. Manual checks of a randomly selected sample of coded postings yielded a success rate of about 95%. The levels assigned to postings also take into account an occupation’s typical minimum education and certification requirements. Entry-level postings for software engineers, for example, tend to require a bachelor’s degree, while an entry-level position as an esthetician generally requires basic licensing. Any licensure or degree requirements beyond these minimum standards, though, push a posting for these roles to higher experience levels. Still, for many occupations, entry-level roles do not require hard skills or a specific experience. In this case, the presence of any additional certification shifts the posting to at least mid-level.]]></description> <author>contact@juniorremotejobs.com (JuniorRemoteJobs.com)</author> <category>careerdevelopment</category> <category>jobsearch</category> <category>labormarket</category> <category>entry-leveljobs</category> <category>experiencedworkers</category> <enclosure url="https://d341ezm4iqaae0.cloudfront.net/hiringlaborg/2026/07/22173632/Office_Workspaces_olderpersonshakinghandswithotherperson-getty21--scaled.jpg" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[Sam Altman Says AI Companies Are Hiring More – Here’s What That Means for You]]></title> <link>https://www.juniorremotejobs.com/article/sam-altman-says-ai-companies-are-hiring-more-heres-what-that-means-for-you</link> <guid>sam-altman-says-ai-companies-are-hiring-more-heres-what-that-means-for-you</guid> <pubDate>Thu, 23 Jul 2026 04:00:49 GMT</pubDate> <description><![CDATA[By Jim Stroud In early June 2026, **OpenAI CEO Sam Altman made a statement** that cut against months of AI anxiety headlines. “The companies that I know that have adopted AI the most are also the ones hiring the most,” he said. “And the companies, as a general rule, that are talking about doing layoffs because of AI are the ones adopting AI the least.” He went further, suggesting that some companies citing AI as the reason for layoffs are using it as convenient cover for cuts they would have made anyway. If you are a college student watching the AI conversation from the outside, this probably feels contradictory. One headline says AI is eliminating millions of jobs. The next says AI-forward companies are growing their teams. Both cannot be true, or can they? ## The Two Labor Markets What is actually happening is a **split**. The labor market is dividing into two lanes, and which lane you are in will determine your career trajectory for the next decade. **Lane one:** companies that are integrating AI deeply into their workflows, creating new roles, and expanding their teams to manage, deploy, and improve AI systems. These companies need prompt engineers, AI trainers, data analysts who understand large language models, project managers who can coordinate human-AI workflows, and critically, entry-level workers who grew up with these tools and can learn fast. **Lane two:** companies that are using AI as a headline to justify headcount reductions they were already planning. These are organizations that have not meaningfully adopted AI but have discovered that saying ‘we are restructuring around AI’ generates less backlash than saying ‘we overhired during the pandemic and need to cut costs.’ BCG’s 2026 workforce analysis estimates that **50 to 55 percent of U.S. jobs will be reshaped by AI**. Not eliminated. Reshaped. The distinction matters enormously. A reshaped job is one that still exists but requires different skills. An eliminated job is gone. Most of what is happening right now is reshaping. ## Why This Matters More for Entry-Level Workers When companies reshape roles around AI, the first positions to change are often entry-level ones. Tasks that junior employees used to handle like data entry, initial research, first-draft writing, scheduling, and basic analysis are increasingly handled by AI tools. That does not mean the junior role disappears. It means the junior role now requires a different starting skill set. The companies in lane one are not eliminating entry-level positions. They are **redefining them**. And they are actively looking for graduates who understand AI tools, can work alongside them, and can add the judgment, creativity, and human context that AI still cannot provide. The companies in lane two are cutting entry-level positions and claiming AI made them obsolete. In reality, those companies often have no AI strategy at all, they just have a cost-cutting strategy with better marketing. Your job as a graduating student is to **figure out which lane a company is in** before you invest your time applying. ## How to Read the Room Before You Apply **1. Research the company’s actual AI usage.** Go beyond the careers page. Check their engineering blog, press releases, and LinkedIn posts from employees. Companies that are genuinely adopting AI talk about specific tools, specific implementations, and specific results, not vague promises about “leveraging AI.” **2. Ask about AI in interviews.** If a company says they are ‘AI-forward,’ ask what tools they use, how they have integrated them, and what training they provide to new hires. A company with a real AI strategy will have specific answers. A company using AI as a buzzword will not. **3. Look for new role titles.** Companies in lane one are creating positions that did not exist two years ago: AI operations coordinators, prompt engineers, human-AI workflow designers, AI ethics analysts. If a company’s job board includes roles like these, they are building around AI, not cutting because of it. **4. Check their hiring velocity.** Is the company growing or shrinking? LinkedIn shows employee count trends. If a company announced AI-driven layoffs but their headcount is declining across all departments, AI is not the reason. Cost-cutting is. **5. Build your AI fluency now.** You do not need to become a machine learning engineer. But you should be comfortable using tools like **ChatGPT, Claude, Copilot, and Midjourney** for real work tasks like writing, research, data analysis, and content creation. The 2026 job market rewards demonstrated fluency, not theoretical awareness. **6. Position yourself for the reshaped role, not the old one.** When you write your resume and cover letter, do not describe yourself as someone who can do the tasks AI now handles. Describe yourself as someone who can do what AI cannot: **strategic thinking, relationship building, nuanced communication, and creative problem-solving** augmented by AI tools. ## Pick Your Lane Sam Altman’s statement is not reassuring or alarming on its own. It is informational. It tells you that the narrative around AI and jobs is more complicated than any single headline suggests. The companies that are truly embracing AI are hiring. The companies that are pretending to embrace AI are cutting. Your job is to tell the difference and to make sure your skill set puts you in the lane where the opportunities are growing. The split is happening now. The students who understand it will enter the market with clarity. Everyone else will spend months applying to companies in the wrong lane and wondering why nobody is calling back.]]></description> <author>contact@juniorremotejobs.com (JuniorRemoteJobs.com)</author> <category>aiandjobs</category> <category>careerstrategy</category> <category>entry-levelhiring</category> <category>jobmarkettrends</category> <category>aifluency</category> <enclosure url="https://e0b9685dc8.nxcli.net/wp-content/uploads/2026/04/Jim-Stroud-cartoon-headshot.jpeg" length="0" type="image/jpeg"/> </item> <item> <title><![CDATA[The Global Youth Jobs Crisis: Why Entry-Level Opportunities Are Vanishing]]></title> <link>https://www.juniorremotejobs.com/article/the-global-youth-jobs-crisis-why-entry-level-opportunities-are-vanishing</link> <guid>the-global-youth-jobs-crisis-why-entry-level-opportunities-are-vanishing</guid> <pubDate>Tue, 21 Jul 2026 17:00:52 GMT</pubDate> <description><![CDATA[The youth job crisis, once most visible in China, is now a global phenomenon with major economic and social implications. Young people worldwide face growing competition for entry-level jobs as graduate numbers rise, hiring slows, and AI-driven disruption adds uncertainty to career prospects. ## The Scale of the Problem Last year, unemployment and weak job prospects drove young people to the streets in Kenya, Peru, Nepal, Indonesia, and the Philippines. This year, concerns about youth unemployment have fueled protests in South Africa and Morocco, and even sparked a political movement in India. **China** remains an early example: in May, the official unemployment rate among urban 16-to-24-year-olds was 15.6%, three times higher than the overall rate. However, the problem is far from isolated. ## AI and Entry-Level Jobs **Artificial intelligence** is reshaping entry-level opportunities. In the UK, graduate job postings have fallen faster than non-graduate roles, and many of these positions are highly exposed to AI. Research shows that where firms adopt AI faster, employment of 15-to-24-year-olds grows more slowly. However, experts agree that the AI effect is currently small compared to the regular business cycle. > "In the UK, new postings for graduate jobs have fallen faster than for non-graduate jobs, and many of these roles are highly exposed to AI." – Golo Henseke, University College London ## What's Driving the Crisis? According to the International Labour Organization (ILO), **economies are not dynamic enough** to create jobs at the pace needed. Employers are raising hiring criteria, making it harder for young people with little experience to get their foot in the door. This creates a vicious cycle: without entry-level jobs, young people never gain the experience needed for better positions. ## Regional Variations While Europe has not seen a broad youth jobs crisis – with improvements in southern countries since the financial crisis – the ILO found that between 2023 and 2025, youth unemployment rates rose in eight of the world's 11 regions, including East Asia, North America, and Southeast Asia. Opportunities have declined particularly in manufacturing, construction, and services, while high-skilled technical areas like science, engineering, and ICT have fared better. ## What Can Be Done? Policymakers and employers need to make **big investments** to create decent jobs and support school-to-work transitions. Experts emphasize that today's graduates are not less capable than previous generations – the problem is a lack of economic growth. > "More than anything, what would help is economic growth." – Golo Henseke *Edited by: Andreas Becker*]]></description> <author>contact@juniorremotejobs.com (JuniorRemoteJobs.com)</author> <category>youthunemployment</category> <category>entry-leveljobs</category> <category>aidisruption</category> <category>careerdevelopment</category> <category>globaleconomy</category> <enclosure url="https://static.dw.com/image/75117185_6.jpg" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[MIT Expert Warns: Automating Gen Z Entry-Level Jobs Could Cost Companies Their Future Workforce]]></title> <link>https://www.juniorremotejobs.com/article/mit-expert-warns-automating-gen-z-entry-level-jobs-could-cost-companies-their-future-workforce</link> <guid>mit-expert-warns-automating-gen-z-entry-level-jobs-could-cost-companies-their-future-workforce</guid> <pubDate>Mon, 20 Jul 2026 04:00:38 GMT</pubDate> <description><![CDATA[Companies betting against entry-level Gen Z talent by automating their roles may be making a costly long-term mistake. That’s the warning from MIT research scientist **Andrew McAfee**, who co-leads the school’s Initiative on the Digital Economy. Cutting off talent at its source, he argued, doesn’t just shrink today’s workforce—it **disrupts the pipeline that produces tomorrow’s leaders**. “How else are people going to learn to do the job except via on-the-job learning and training apprenticeship?” McAfee told *Harvard Business Review* in April. “That’s how you learn to do difficult knowledge work is by helping somebody who’s good at that with the routine stuff. And when we put too much automation in that too quickly, we lose that apprenticeship ladder.” The consequences extend beyond training gaps. By sidelining entry-level hiring, companies also risk losing a key competitive advantage: **Gen Z’s fluency with AI**. Roughly **76% of Gen Z** reported using a standalone AI tool—the highest of any generation, according to a November 2025 Deloitte study. That familiarity, McAfee said, makes them uniquely valuable as companies race to integrate AI into their operations. “There is a big demographic falloff. As people tend to get older, we tend to be more set in our ways and less willing to try crazy new things like AI,” McAfee added. “So if you’re pulling back on your entry-level hiring, you are probably sacrificing future opportunities to learn and the skilled people of the future. You’re also turning off the spigot of the most enthusiastic power users of AI in your organization.” ### Gen Z, already facing an uphill job market battle, is more pessimistic than ever For many young people, McAfee’s warning may already be playing out as the job market has tightened. Postings on Handshake are down 2% year-over-year and 12% below pre-pandemic levels, according to its Class of 2026 Network Trends report. Meanwhile, the unemployment rate for college graduates aged 22 to 27 stands at **5.6%**, per the New York Fed. As commencement season ramped up, anxiety climbed. **Nearly nine in 10 graduates** in the class of 2026 are concerned that AI or automation could replace entry-level roles, up sharply from 64% in 2025, according to Monster. Some business leaders have amplified those fears. Anthropic CEO Dario Amodei, for example, has long repeated—but later walked back—predictions AI could eliminate up to half of all entry-level white-collar jobs. The dynamic is especially striking given entry-level roles are often the least expensive talent companies can hire—yet as McAfee argued, cutting them risks undermining both cost efficiency and long-term workforce development. Yet, historical data suggests young workers may be more resilient than they think. A recent Goldman Sachs analysis found college-educated young workers tend to experience earnings losses roughly half as large as other displaced workers in the decade following job loss. They’re also more likely to switch occupations and move into roles that complement new technologies rather than compete with them. “Contrary to current concerns that the costs of AI will fall especially hard on new graduates,” the report said, “younger workers have actually been able to adjust more flexibly through occupational mobility and skill upgrading in the past.” ### Some tech firms are doubling down on early-career talent Not every company is pulling back. Some major employers are leaning into entry-level hiring, betting that early-career workers will be essential to building—and scaling—AI. **IBM**, for example, said it would triple its entry-level hiring in part to build more durable skills and create greater long-term value. “People are talking about either layoffs or freezing hiring, but I actually want to say that we are the opposite,” IBM CEO Arvind Krishna said in October 2025. “I expect we are probably going to hire more people out of college over the next 12 months than we have in the past few years, so you’re going to see that.” In April, **Salesforce** CEO Marc Benioff announced his company is hiring **1,000 new graduates and interns** to help build its AI systems. “You are right they said AI would kill entry-level jobs,” he wrote on X. “Meanwhile these grads and interns are building it—powering Agentforce and Headless360 at Salesforce.” And even **Amazon**—which has faced scrutiny for laying off thousands of workers in recent years—is maintaining its pipeline of young talent. The tech giant plans to bring on **11,000 software engineering interns** in 2026, in line with prior years, according to *Business Insider*. “I can tell you we are hiring just as many software developers as we ever had inside of Amazon,” AWS CEO Matt Garman said. “And in fact, I see the demand for that really accelerating.”]]></description> <author>contact@juniorremotejobs.com (JuniorRemoteJobs.com)</author> <category>genz</category> <category>entry-leveljobs</category> <category>aiautomation</category> <category>workforcedevelopment</category> <category>careerpipeline</category> <enclosure url="https://fortune.com/img-assets/wp-content/uploads/2026/05/GettyImages-1785990810-e1777646228446.jpg?resize=1200,600" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[Entry-Level Cyber Jobs Now Demand Mid-Level Skills: How AI Is Reshaping the Cybersecurity Career Ladder]]></title> <link>https://www.juniorremotejobs.com/article/entry-level-cyber-jobs-now-demand-mid-level-skills-how-ai-is-reshaping-the-cybersecurity-career-ladder</link> <guid>entry-level-cyber-jobs-now-demand-mid-level-skills-how-ai-is-reshaping-the-cybersecurity-career-ladder</guid> <pubDate>Mon, 20 Jul 2026 22:00:39 GMT</pubDate> <description><![CDATA[The entry-level cybersecurity job isn’t disappearing. It’s becoming something very different. As generative AI (GenAI) takes over more of the repetitive work that once served as a proving ground for junior analysts, employers are increasingly raising expectations for candidates entering the field. Rather than spending their first year triaging alerts or reviewing logs, new hires are now expected to understand cloud environments, evaluate AI-generated outputs, write code and contribute to security operations almost immediately. The result is a growing disconnect between what employers expect and how cybersecurity talent has traditionally been developed. “We’re seeing a clear move toward more senior hiring in cybersecurity,” says Diana Kelley, chief information security officer at Noma Security. “AI is accelerating the shift. However, it’s not the only driver.” She explains that **budget pressure** and a growing expectation that candidates arrive **job-ready** are pushing employers to hire fewer, more experienced practitioners. ## AI Changing Entry Points For years, entry-level cybersecurity roles gave new practitioners an opportunity to learn through repetition. Analysts reviewed security alerts, investigated suspicious activity, and gradually developed the judgment needed for more complex work — those tasks are increasingly being automated. “AI is raising the floor for what entry-level cybersecurity means,” Kelley says. “Repetitive work that once helped people break in, like basic alert triage, log review, and first-pass analysis, is increasingly being automated or absorbed into platforms.” That means junior candidates need to show more hands-on capability earlier: **cloud and identity basics, AI fluency, strong judgment** and the ability to validate automated outputs instead of simply trusting them. Dave Gerry, chief executive officer at Bugcrowd, says he sees the same trend on the offensive security side. “AI is squeezing the lower end of the skills curve,” he says. “A lot of the work that used to be a natural entry point for junior analysts, scanning logs, triaging alerts, running routine pen test scripts, can now be augmented or automated.” Gerry adds organizations look at that and determine they don’t need three junior people but rather **one senior person** who can direct the AI and make the judgment calls it can’t. That doesn’t mean AI is eliminating cybersecurity jobs. Instead, it’s **compressing the learning curve** by expecting new hires to perform work that previously required several years of experience. ## Experience Starts Before the First Job The biggest challenge for graduates and career changers is no longer finding educational resources. It’s **demonstrating practical experience** before getting hired. Anthony Pillitiere, co-founder of Horizon3.ai, argues that AI has dramatically lowered the barriers to building those skills independently. “The best way to break into cybersecurity today is to create your own experience,” he says. “With GenAI, open-source tools and free cloud resources, motivated candidates can build real skills long before they’re hired.” Home labs, cloud environments, capture-the-flag competitions, GitHub projects and AI-assisted experimentation increasingly provide candidates with opportunities to demonstrate practical ability that extends beyond certifications. AI can also accelerate learning itself, with the potential to make junior practitioners better, not just faster. “When used well, it removes busywork and helps people learn while solving real problems instead of piecing together knowledge from dozens of disconnected resources,” Pillitiere says. Employers aren’t simply looking for candidates who know how to prompt an AI assistant — they want people who can **use AI to improve their own understanding** while recognizing when automated recommendations are incomplete or incorrect. ## Fundamentals Still Matter With AI changing security operations, **foundational technical knowledge** has become even more valuable. Shane Barney, CISO at Keeper Security, says understanding AI is now becoming a baseline expectation across nearly every IT discipline. “Whether you want to work in cybersecurity, infrastructure or application development, understanding the basic operating principles of AI is essential,” Barney says. From his perspective, future leaders of IT must be able to evaluate both the risks and opportunities of AI, including how adversaries weaponize it and how defenders can leverage it for real-time threat detection. Barney cautions that does not reduce the importance of core technical skills. “The cloud has redefined IT, and in this environment, infrastructure is code – and security is code too,” he says. “Building a strong understanding of the basics of coding and application development will prepare you for a career where automation, secure development practices and identity-first security are the standard.” Equally important is understanding **business risk**, something Barney says is developed through real-world experience rather than classroom instruction alone. Petri Kuivala, CISO advisor at Hoxhunt, offers similar advice regarding certifications. They remain valuable, but only as part of a broader learning strategy. “Certifications are useful, but they are time consuming and can be expensive and they don’t magically get you a job,” Kuivala says. “What they can do is help you get in the door and prepare you to succeed in an interview if you can show some fundamental skills and demonstrate how you think and solve problems.” He encourages candidates to **use AI as a learning companion** rather than simply memorizing material. “The candidates who stand out are the ones who go beyond the certification itself,” Kuivala says. “They discuss ideas with peers, use AI to explore topics more deeply, and can explain how they would apply what they’ve learned in a real situation.” ## Industry Still Needs Junior Talent While employers are demanding more from entry-level candidates, several security leaders caution against eliminating the pathways that produce future senior practitioners. Kelley warns that organizations risk confusing entry-level hiring with experienced hiring. “New professionals still need room to learn,” she says. “Cybersecurity has always built senior talent through real-world experience, mentoring, labs, adjacent IT roles, and on-the-job development. If we narrow those pathways too much, we won’t solve the talent gap. We’ll turn it into a **talent chasm**.” Gerry makes a similar argument, particularly for offensive security, noting the most effective offensive security talent didn’t come out of a corporate training program. “It came from people who started tinkering early, who had a place to build skills and develop the creative instincts that no AI system can replicate,” he says. He cautions reducing opportunities for junior practitioners could have long-term consequences for the industry. “You cannot automate your way to a safer internet,” Gerry says. “The creativity, the intuition, the adversarial thinking that makes a great security researcher, that’s still fundamentally human. If we don’t invest in developing the next generation of those humans, we will feel it very soon.” Pillitiere says “Organizations should be asking not only whether the work is getting done, but whether their people are learning and improving.” “The biggest risk isn’t AI replacing entry-level talent,” he says. “It’s people becoming dependent on it.”]]></description> <author>contact@juniorremotejobs.com (JuniorRemoteJobs.com)</author> <category>cybersecurity</category> <category>ai</category> <category>entry-level</category> <category>careerdevelopment</category> <category>skillsgap</category> <enclosure url="https://www.dice.com/binaries/large/content/gallery/dice/insights/2025/01/adobestock_188531911.jpg" length="0" type="image/jpg"/> </item> <item> <title><![CDATA[Land a Remote Junior Researcher Role in International Development – Up to £38K]]></title> <link>https://www.juniorremotejobs.com/article/land-a-remote-junior-researcher-role-in-international-development-up-to-38k</link> <guid>land-a-remote-junior-researcher-role-in-international-development-up-to-38k</guid> <pubDate>Mon, 20 Jul 2026 17:00:39 GMT</pubDate> <description><.]]></description> <author>contact@juniorremotejobs.com (JuniorRemoteJobs.com)</author> <category>juniorresearcher</category> <category>remotejob</category> <category>internationaldevelopment</category> <category>bodhiglobalanalysis</category> <category>frenchenglish</category> <enclosure url="https://i0.wp.com/www.globalsouthopportunities.com/wp-content/uploads/2026/07/image.png" length="0" type="image/png"/> </item> <item> <title><![CDATA[From Student to Corporate Pro: 10 Mid-Summer Moves That Will Transform Your Internship]]></title> <link>https://www.juniorremotejobs.com/article/from-student-to-corporate-pro-10-mid-summer-moves-that-will-transform-your-internship</link> <guid>from-student-to-corporate-pro-10-mid-summer-moves-that-will-transform-your-internship</guid> <pubDate>Sun, 19 Jul 2026 22:00:56 GMT</pubDate> <description><![CDATA[By the time July rolls around, most summer internships are at a dangerous crossroads. The initial excitement has faded, the routine has set in, and many interns find themselves drifting into autopilot mode—or worse, stuck doing low-level busywork that doesn’t actually teach them anything. But talent development experts know that mid-summer is the exact moment you can completely rewrite the script. It’s the perfect window for both managers and interns to step back, look at the progress made so far, and shift focus toward the kind of high-impact work that actually moves the needle. Instead of just coasting through the final weeks, this is the time to replace vague check-ins with candid midpoint conversations and real performance assessments. For interns, this means moving past simple task execution and proving you can solve actual operational bottlenecks or handle ambiguous challenges without hand-holding. For companies, it’s about testing your cohort’s true trajectory and soft skills so you know exactly who deserves a full-time return offer. This guide breaks down ten strategic adjustments to make right now, ensuring the rest of the summer builds a massive competitive advantage for everyone involved. ### Study How The Business Makes Money On every marketing team I managed running high-volume digital campaigns, I watched the same thing happen in July. The newest hires would pour energy into visible output, like finished decks, cleared inboxes, and fast turnarounds. None of that work teaches you how the company makes money. I would tell any new hire to spend July learning the revenue mechanics specifically. Ask uncomfortable questions about **unit economics**, **cost per acquisition**, and which channels are driving results. A few of my early hires did that, and by August they had a mental map of what mattered before they tried to move fast. They were asking for context on margin and channel mix in their first few weeks, and it influenced every project they touched afterward. ### Learn Who Actually Moves Work Forward The thing I see most often is that new grads spend their first month trying to prove they belong instead of trying to understand how decisions actually get made. They show up ready to execute, which is great, but they have no mental map of who defers to whom, which Slack channels matter, or why certain requests get fast-tracked while others sit for weeks. And because they’re eager, they fill that gap with assumptions. What actually helps is treating July like an information-gathering sprint. Ask your manager in week two: ‘Who are the three people I should make sure I’m not creating headaches for?’ That one question has opened more doors than any amount of polished work product, and it signals a kind of **organizational awareness** that most new grads don’t show until year two. ### Show Dependability Through Proactive Clarity Almost no one is fired after their first month because they know too little. The problem that new graduates face is the fact that they pretend to know everything. Based on my experience of recruiting and managing staff for almost 25 years at CuraDebt, it seems that by July, the main obstacle is not related to lack of skill but to lack of communication. New graduates invest all their efforts in showing how intelligent they are and do not want to say when they are lost. During June, people get onboarded, attend training, meet colleagues, and learn the system. The managers will understand that you have questions because you are not an expert yet. However, expectations silently shift by July. You are still new, but now there is an expectation for progress. This is where the trouble begins. There have been many new hires who claim, “I got this,” without really understanding how to do the task. Consequently, they spend days on their own trying to figure out how to do it in hopes of doing it before someone realizes that they don’t know what they are doing. This is certainly more of an issue than the original knowledge gap. Debt management is a regulated industry, and even minor miscommunications can cause problems for both clients and compliance. What I found most disconcerting was not necessarily the error itself but rather the realization of that mistake once it had been made. Those employees who came forward about the problem right away were invariably easier to work with and more trustworthy. In all honesty, the first step to success for any recent graduate should be **dependability**. Start asking questions as soon as confusion arises, repeat instructions in your own words in order to confirm that understanding. Let people know how something is going before they have to ask. If the timeline seems to be slipping, let everyone know immediately. There is no need to feel uncomfortable about appearing inexperienced. Everybody already knows that you are. The quickest way to gain the trust and respect of others is **consistency**. Not necessarily those individuals with the highest level of intelligence, but those with the highest degree of reliability. ### Treat Critiques As Process Cues Your confidence in your first full month will be impacted greatly if you take constructive criticism as a personal attack. A critique at school is viewed as a permanent grade on your report card. Constructive criticism in the workplace is merely part of the ongoing process that keeps all projects running smoothly. When a supervisor critiques the formatting of your project documents, or makes changes to your email templates, they are simply bringing you up to speed with their internal processes. To help manage your perception of feedback, develop an active approach to how you respond to it. Stop apologizing so much, and stop being overly defensive. Thank the person who gave you the feedback for clarifying things. Follow up with them with questions such as, “What is the most efficient way I should verify this when I do it again?” This little shift in perspective is indicative of true professionalism, and will help you settle into the role quickly. It also earns you the respect from every single member of your team. ### Match Your Team’s Communication Norms If you do not know how to communicate with your coworkers through informal means, by the end of your first month, there could be some potential for friction in your work environment. Each workplace will have its own style of using these forms of technology that is not necessarily written down. For example, sending a formal email asking a simple question or bombarding an executive with messages via a social chat app may confuse others and cause disruption to their workflow. In order to avoid this, all you need to do is watch what other senior employees at your workplace do and how they interact, during your first two or three months. Pay attention to whether they call each other on the telephone or post updates in a shared forum. When in doubt, simply ask a peer buddy a straightforward question such as, “Would it be better to send this information via an email or send a brief message via chat?” Adapting your style to match that of the rest of the team will ensure smooth interaction among everyone involved and clearly demonstrate that you are actively listening and adjusting to your new workplace culture. ### Pace Yourself Like A Marathon A typical blunder is “burning out” too quickly through sustaining a frantic, unattainable work pace. In an effort to make a great impression with their new team, many graduating students take the first weeks of their job as if it were finals week, taking late night shifts and skipping lunch breaks. By the end of July, these crazy sprints have caused their bodies to burn out, resulting in excessive brain fogginess, and an exponential number of clerical mistakes. The way to effectively handle this is to learn how to run a career marathon. Work consistently and steadily throughout regular business hours. Take your scheduled break time, and walk away from your computer to give your eyes a chance to rest. If you manage your day appropriately, you will produce quality work and prove that you are capable of sustaining a high level of responsibility over the long term without burning out before the summer is over. ### Start With A Strategic Coffee I’d tell any new grad to pick one person in their company and ask them to coffee before the end of July. The pitfall I kept seeing at that stage was people running their first job the way they ran a semester. Finish the assignment, wait for feedback, repeat. In every case I can think of, the ones who were invisible by month two had done exactly what was asked and nothing beyond it. When a project lead needed an extra set of hands, nobody could place their name. One coffee with someone two levels up or in a different department does a few things at once. It gives you context about how your work fits into a bigger picture. And it puts a face and a personality to your name before you need something from that person. You have to be the one who initiates. Send a short message, keep the ask to 20 minutes, and bring a specific question about their work. Most people say yes. ### Protect Curiosity While Master Systems The most common pitfall by the first full month is over-adjusting to the company too quickly. New grads often spend June trying to prove they can fit in, then by July they start copying the pace, habits, and limitations of the people around them. That is how a creative, technical, or marketing role starts to feel smaller than it should. The way to handle it is to learn the system without disappearing into it. Do the job well, understand how decisions get made, and respect the process, but keep bringing something new to the table. Share a cleaner workflow, a smarter campaign idea, a better UX detail, or a small automation that saves time. If the role is not giving you enough room to grow, keep investing in your own learning outside the job. Your first corporate role should teach you how businesses work. It should not train the curiosity out of you. ### Define First-Month Success With Leadership The worst thing I’ve seen in new graduates’ first month is that they’re trying to look busy rather than finding out what the job requires. In the past, school has always rewarded output volume. Corporate employment is based on output that meets the target. That is not the same as those two things. In my last place of work, when we were recruiting from school, those who were having a bad month one were not the ones who worked the least. They were the ones who were busy on things no one was monitoring and neglected to do the things their manager was interested in. They didn’t know what to aim for; they didn’t ask. During the first week, approach your manager and inquire about what they consider to be a successful first 30 days from their perspective. One question alters the way you live your life. ### Share Drafts Early For Faster Progress A frequent July pitfall is over-editing. New graduates often spend too long polishing documents, presentations, or emails because they want to appear capable. The unintended result is slow momentum, unclear progress, and missed chances to get feedback. Early in a corporate role, speed of learning matters more than appearing finished. I usually suggest a **draft first mindset**. Share the eighty percent version, ask sharper questions, and let the work improve in public. That approach signals confidence, coachability, and commercial awareness. Managers rarely expect perfection from someone in their first month, but they do notice hesitation, silence, and work that arrives too late to influence anything. ### Request A Quick Improvement Tip The biggest July pitfall is thinking “quiet” means “good.” A lot of new grads keep their heads down, do the assigned work, and assume no news is good news. In reality, managers are still forming first impressions fast. The fix is simple: **ask for feedback before anyone has to offer it**. A quick “What’s one thing I should keep doing, and one thing I should tighten up?” can save months of guessing. The goal isn’t to look perfect. It’s to look coachable. Early in your career, being easy to guide is a superpower. ### Own Next Steps Once Expectations Clarify The most common mistake is misjudging how long it takes to shift from “new hire learning mode” to “independent contributor mode.” From managers’ perspective, new hires need to learn to work in their roles while engaging with the team and taking ownership of small tasks to help the team deliver on goals. The best way to address this is to adjust your communication with your manager to make it clear that you understand their expectations for you to become independent. For example, “What does strong performance look like for me this month, compared to my first weeks?” sets out the gaps. The perception gap between “still learning” and “already contributing” closes when initiative is taken rather than waiting for what needs to be done to be communicated. This is done by showing progress in advance, asking less about the next steps, and generally **taking ownership of the next steps**.]]></description> <author>contact@juniorremotejobs.com (JuniorRemoteJobs.com)</author> <category>internship</category> <category>careertransition</category> <category>newgrad</category> <category>corporateculture</category> <category>professionaldevelopment</category> <enclosure url="https://e0b9685dc8.nxcli.net/wp-content/uploads/2025/12/Muppets-Count-character-number-10.jpg" length="0" type="image/jpg"/> </item> </channel> </rss>