By Carolyn O’Kelley, SPHR, SHRM-SCP
OAA Director, HR & Business Consulting
Municipal hiring has never been simple—but particularly for small local governments in Missouri, it has become especially complex. Limited applicant pools, heightened legal scrutiny, generational shifts in the workforce, and increased competition from the private sector mean that how you hire is just as important as who you hire.
Implementing forward-looking HR best practices for municipal hiring in 2026 is key, with a focus on legal compliance, modern recruitment strategies, and effective behavioral-based interviewing.
Hire with Legal Compliance in Mind
Municipal employers operate under a microscope. Employment decisions are subject to federal and state laws, open records requirements, and public accountability. Missteps—often unintentional—can be costly.
Key Legal Considerations for Municipal Hiring
Equal Employment Opportunity (EEO)
Hiring decisions must comply, as applicable, with anti-discrimination laws. Protected characteristics include race, sex, age, disability, religion, national origin, and more. The use of Artificial Intelligence (AI) in recruiting processes should be scrutinized to ensure compliance without bias.
Consistent, Job-Related Criteria
Job descriptions should be current, accurate, and tied directly to essential job functions and competencies required for the job. Screening criteria and interview questions must relate to the job—not personal assumptions or preferences.
ADA and Reasonable Accommodations
Applicants with disabilities are entitled to reasonable accommodations during the hiring process. Focus interviews on whether the candidate can perform the essential functions of the job—with or without accommodation.
Documentation and Record Retention
Keep clear records of job postings, interview notes, scoring criteria, and selection decisions. Documentation should be factual, objective, and professional. Avoid notes that reference age, health, personality traits, or other non-job-related observations.
Background Checks and Pre-Employment Testing
Use background checks consistently and only after a conditional offer when possible. Ensure any testing (skills, physical ability, psychological) is job-related and uniformly administered.
Bottom line: If you cannot clearly explain and document why one candidate was selected over another based on job-related criteria, your process is vulnerable.
Utilize Top Hiring Best Practices
The municipal workforce is changing. Workers expect flexibility and purpose, and competition for skilled employees is fierce—especially in small towns.
Modern Recruitment Strategies
Embrace the Mission
Municipal jobs offer something many private employers cannot: the purpose of being in public service. Emphasize community impact, stability, and the opportunity to make a visible difference.
Update Job Postings
Avoid outdated, jargon-heavy postings. Use clear language, realistic qualifications, and highlight benefits such as retirement plans, paid leave, training opportunities, and work-life balance.
Expand Recruitment Channels
Post positions beyond traditional government websites. Consider social media, local colleges, technical schools, workforce development boards, and employee referrals.
Speed Matters
Lengthy hiring processes lose candidates. Review internal approval steps and look for ways to move efficiently while remaining compliant.
Focus on Trainability
In smaller municipalities, the “perfect” candidate may not exist. Hiring for relatable skills, aptitude, and willingness to learn—paired with training—can be more successful than waiting for exact experience.
Use Behavioral-Based Interviewing Techniques
One of the most effective—and legally defensible—interview methods is behavioral-based interviewing. The premise is simple: past behavior is the best predictor of future performance.
Why Behavioral Interviews Work
- They focus on real examples, not hypothetical answers
- They reduce bias and subjectivity
- They provide consistent, job-related data
- They hold up better under legal scrutiny
Shifting The Interview Questions
Try shifting your interview questions. For example, instead of asking “What would you do if your team didn’t get along?” for a position that is highly collaborative: try rephrasing the question to:
“Describe a time you worked on a team when those team members had different perspectives. What part did you play? What was the outcome?”
Instead of asking for a position that is public facing: “Are you good at working with the public?” try:
“Tell us about a time you had to deal with an upset customer. What did you do and what was the result?”
By focusing on past, job-related behavior rather than assumptions or hypotheticals, behavioral-based interviewing leads to better insight of how a candidate performed in the past and how they will perform in the future.
Scoring Matters
Use a standardized scoring guide for each question (for example, 1–5). Define what a strong, acceptable, and weak response looks like before interviews begin. This consistency is critical for fairness and legal defensibility.
Final Thoughts for Municipalities
Good hiring is not about instinct or “who feels right.” It is about process. A structured, fair, and well-documented hiring process:
- Improves employee performance and retention
- Reduces legal risk
- Enhances public trust
- Strengthens your organization long-term
Even small improvements—updated job descriptions, structured interviews, and better documentation can have a significant impact.
In 2026 and beyond, municipalities that invest in thoughtful hiring practices will be better positioned to serve their communities effectively and sustainably.
Carolyn O’Kelley is an HR consultant who works with public-sector and private employers to help organizations transform to a place where employees thrive and business grows.
