22 Jun AI and the Global Job Hunt: Smart Strategy or Red Flag in Global Mobility

As artificial intelligence continues to transform hiring processes inside companies, a parallel shift is unfolding among job seekers. Candidates are no longer just passively applying for roles—they’re engaging AI tools to research companies, optimize applications, and prepare for interviews. This new layer of digital strategy raises critical questions about fairness, authenticity, and what it means to be “qualified” in an AI-driven job market.

Insight Global’s recent survey of over 1,000 hiring managers reveals a surprising tension: while employers embrace AI internally, they remain divided on whether it’s acceptable for candidates to do the same.

AI-powered applications: the new normal?

AI is now a common tool in job seekers’ arsenals. Candidates are using automation to polish their materials and tailor them to specific roles. The efficiency is hard to ignore.

Among global mobility specialists and hiring managers surveyed:

• 53% say they can tell when a resume or cover letter has been generated with AI.
  
• 54% say they care if AI was used.
  
• 46% say they do not care.
  

The numbers highlight a divided field. For some employers, AI-generated applications suggest a lack of effort or sincerity. For others, it signals modern problem-solving and a candidate’s ability to use tools effectively—much like using spreadsheets or CRM systems.

Part of the hesitation stems from a deeper concern about authenticity. Global mobility specialists want to evaluate the person behind the application—not just the algorithm. Jenny Sabo, vice president of HR at Insight Global, was quoted as saying: “I should always be able to see the humanity and authenticity in what they do.”

Some managers equate AI-generated content with taking shortcuts. If a candidate didn’t write their own cover letter or prepare for the interview without assistance, how can employers trust the voice or skills being presented?

On a more practical level, managers also fear that overly polished applications might hide red flags or make it harder to gauge soft skills, cultural fit, or communication abilities.

When AI use signals strength

Still, global mobility specialists and hiring leaders see things differently. About 36% of those polled say AI use in applications demonstrates tech savviness, while 21% say it optimizes keywords for applicant tracking systems (ATS)—a growing necessity in high-volume application environments.

AI can also help level the playing field. Candidates from nontraditional backgrounds or those unfamiliar with corporate norms may benefit from tools that help them write stronger resumes or practice common interview questions. In this sense, AI is an accessibility tool—not a cheat.

In fact, 74% of hiring managers believe AI could eventually help match candidates not just to the jobs they applied for, but to other roles that fit their profile. This opens new opportunities for candidates who might otherwise be overlooked.

The survey also explored how job seekers are using AI in broader ways:

• 40% use it to research the company.
  
• 31% use it to prepare for interviews.
  
• 21% use it to draft application materials.
  
• 8% use it to determine salary expectations.
  

Rather than disqualifying candidates, these uses often enhance preparation and professionalism. Knowing the company’s goals, aligning language with its values, or preparing questions for the interviewer can lead to stronger conversations and better fit on both sides.

Will AI use by job seekers become a red flag or a requirement?

The generational divide may influence how hiring managers and global mobility specialists view AI usage. Younger managers and those in tech-savvy sectors may be more accepting of AI-aided applications, seeing them as an inevitable part of the modern job search. Older or more traditional managers may still prefer handwritten cover letters and a sense of “effort” that AI may seem to short-circuit.

But as with any new technology, norms are evolving. Just as spellcheck and grammar tools are standard today, AI’s deeper role in shaping application materials may become routine. The key will be transparency and balance.

Some companies may begin to ask candidates whether they used AI—and why. Others may develop AI detection tools or explicitly state their stance in job postings. A few may even reward AI usage if it reflects creativity or initiative aligned with the role.

A deeper concern arises around bias. AI-generated content often reflects the patterns and biases of the data it was trained on. If candidates rely too heavily on AI, it may flatten individual voices or inadvertently exclude diverse expressions.

Conversely, if used correctly, AI could support diversity by helping candidates write confidently in a second language or access vocabulary they might not otherwise use. Companies may need to rethink how they assess writing samples and consider new frameworks for evaluating candidate authenticity in a world of machine assistance.

Rethinking the candidate experience

Ultimately, AI is not just changing what candidates do—it’s reshaping what employers value. Insight Global’s findings suggest that most hiring managers still want a human connection. That may mean candidates who use AI should be prepared to show their personality and insight elsewhere: in the interview, in a follow-up message, or in how they articulate their goals.

Hiring leaders will need to clarify what qualities they’re truly looking for—and how much weight they place on originality versus efficiency. As AI helps scale talent pipelines, the pressure will grow to balance automation with intentionality.

Where we’re headed

AI’s presence in hiring is not a passing trend—it’s a new foundation. For job seekers, using AI tools is often a strategic move, not a dishonest one. But just as recruiters are advised to use AI ethically and transparently, so too must candidates.

The job market of 2025 rewards those who can combine tech fluency with emotional intelligence. Candidates who use AI not to replace their voice, but to amplify it—will have the edge.

Meanwhile, companies that create clear, fair expectations around AI use will attract the kind of forward-thinking, adaptive talent they’re seeking. In the end, it’s not about whether AI is used—it’s about how wisely and authentically it’s applied.