Hiring for Belonging: How Inclusive Recruitment Builds Better Government Teams

Building belonging during hiring starts with how we advertise roles. Job postings should be written in plain, inclusive language, free of jargon or requirements that unnecessarily weed out qualified candidates. Research from the Government Alliance on Race and Equity (GARE) shows that overly rigid qualifications can disproportionately exclude women, people of color, and those from non-traditional career paths, even when they possess the skills to perform the job well¹. Instead, municipalities can use competency-based descriptions that focus on what the employee will need to do, not just how they got there. This shift invites a wider pool of applicants and signals that the organization values diverse experiences.

We also need to be intentional about where we post openings. Relying exclusively on traditional government job boards or internal postings may limit outreach to underrepresented communities. Partnering with local community organizations, cultural centers, and workforce development agencies can help attract candidates who might not otherwise see themselves in a government role. These efforts are not just about optics—they help build a workforce that better reflects the community served, which in turn improves trust and service delivery².

Structuring Fair and Transparent Selection Practices

Once applications start coming in, consistent and structured selection practices are key. Panel interviews should include staff from different departments and backgrounds to minimize individual bias. Tools such as structured interview guides, scoring rubrics, and standardized questions aligned with job competencies help ensure fairness and comparability across candidates³. These practices reduce the impact of unconscious bias, which often creeps in when hiring managers rely on informal impressions or "gut feelings."

Transparency is equally important. Applicants should be informed about the process, timeline, and criteria. Offering clear communication and timely updates not only demonstrates professionalism but also strengthens perceptions of legitimacy. This is particularly critical in government settings, where perceptions of fairness affect not only hiring outcomes but also public confidence in institutions⁴. When candidates, successful or not, feel respected during the process, it reflects positively on the organization.

Onboarding as an Extension of Organizational Culture

Onboarding should not be treated as a one-day orientation or a checklist of paperwork. Instead, it should be understood as a critical period of cultural learning and relationship-building. Research shows that the first 90 days are pivotal in shaping an employee’s sense of belonging and their decision to stay long-term⁵. Municipal governments can create structured onboarding programs that include not only basic operational knowledge but also mentorship, cross-departmental introductions, and community context.

One effective practice is assigning a peer mentor or onboarding ambassador who can help the new hire navigate informal norms, ans