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Training & Support

Training for departments and/or supervisors conducting recruitments is offered in a one-on-one setting. When a new recruitment is slated to begin, please contact our office for consultation and to schedule a personalized training session with a member of our recruitment team.  We can conduct trainings in-person and virtually. 

NeoEd Training Sessions: 

Talent Acquisition Office

Location: Lommasson Center
Workforce Support Center - Room 229 (Griz Central)
Hours: Mon-Fri 8:00 AM to 5:00 PM

Talent Acquisition Team

Marcie Briggs
Director of Talent Acquisition and Systems Management
PH: 406-243-5706
EMAIL: Marcie.Briggs@umontana.edu
Primary Recruiter for Recruitment Exceptions and LOA reappointments in U-Approve.

Sierra Jacob
Talent Acquisition Specialist
PH: 406-243-4588 
EMAIL: sierra2.jacob@umontana.edu
Primary Recruiter for Student Success and Enrollment Management sector, President's Sector (except Athletics), Academic Affairs (Non-faculty), and Faculty for College of Education, College of Arts and Media, and College of Forestry and Conservation

Steven Oswalt
Talent Acquisition Specialist
PH: 406-243-4589
EMAIL: steven.oswalt@mso.umt.edu
Primary Recruiter for Operations and Finance sector, Athletics, Marketing and Communications sector and Temporary Staff.

Jordon Wallin
Senior Recruitment Specialist
PH: 406-243-5707
EMAIL: Jordon.Wallin@mso.umt.edu
Primary Recruiter for Research and Creative Scholarship sector, all Adjunct hiring, and Faculty for College of Business, School of Law, and Missoula College.

Recipe for a Successful Recruitment

• Merit and Qualifications—Screening of candidates and ultimately the recommendation and decision to hire must be based on the relative merit and qualifications of the candidates.
• Makeup of search committee —It is important to have a search committee made up of representatives from various sectors of the campus who will be impacted by the individual hired into the position, e.g., students, faculty and staff.  It is important to have primarily subject matter experts on the committee.
• No Discrimination Based on Protected Class —No consideration may be made in the hiring process to an individual’s race, color, religion, national origin, creed, service in the uniformed services (as defined in state and federal law), veteran status, political ideas, sexual orientation, sex, age, marital or family status, or physical or mental disability, when the reasonable demands of the position do not require an age, physical or mental disability, marital status or sex distinction.
• Accurately articulate the role description —Verify that the role description is accurate.  Do not simply recycle an old role description.  The actual duties might have changed.  For example, a faculty role description might need to be updated to include a statement about the need to be able to effectively advise students from a variety of backgrounds and cultures. 
  • Do not set your sights on the ideal candidate profile
  • What are the essential functions of the position
  • What is the minimum level of skill, education, experience
  • What are the preferred qualifications
    • Are there some duties that are more important than others
  • Could this position be a career path to another position
• Recruit widely and creatively
  • Use professional networks- listservs, word of mouth
  • Advertise for broadly
  • HRS will inform you of specific advertising requirements necessary to comply with Department of Labor regulations regarding hiring foreign nationals.
• Screen based on qualifications that match the role description
  • The role of the search committee is to find a candidate that is the best match for the qualifications of the position
  • Match the applicants’ qualifications to the items in the role description
  • Write justifications every time you narrow the pool—at every point, be able to explain to each candidate why they were not moved forward in the recruitment.  The written justifications must be provided to HRS before the next stage of the recruitment.
  • Probe for important information related to the qualifications
    • Class demonstrations
    • Specific experiences
    • Detailed descriptions of experience
    • Quality and quantity of experience
  • Do not consider factors that do not matter
    • Insignificant gaps in resume
    • Ability to see; climb
    • Gender or cultural based perceptions
• Interviews
  • Consistency matters
  • Avoid non-relevant inquiries
  • Elicit precise information
  • Written notes are your record
  • Verify and probe what candidate provided on paper
  • Be prepared to answer questions from the candidates
    • It may be appropriate to refer question outside of the committee (e.g., HRS)
    • Give candidates an opportunity to respond to concerns
• Campus visits
  • Still part of the interview
    • Justifications must match job qualifications
• Reference checks
  • Conduct before bringing candidates to campus for interview
  • Elicit only relevant information
  • Disregard irrelevant information
  • Corroborate information provided by candidate
  • Ask permission before contacting “off list” references
  • Ask references “is there anybody who might have a different perspective?”
• Confidentiality
  • Information should flow only to and from the search chair
  • Avoid any discussions about the recruitment
  • At the end, information is not disclosed- questions directed to HRS
• Veterans or Disability Preference—If an applicant provides a form asserting a preference, check with HRS to be certain to apply the preference correctly.
• Provide reasonable accommodations for interview process
• Keep copies of notes/screening materials- provide to Recruitment Manager
  • Retain all information related to the recruitment for a minimum of three years.  If a complaint is filed, immediately preserve all information, including emails and other electronic information.
  • When recruitment is complete, provide all recruitment information, including notes, correspondence, screening tools, etc. to HRS.
• Maintain a positive relationship with applicants
  • Make sure applicants will want to apply again and will spread the word about how wonderful ÀÏ»¢»ú¹¥ÂÔ is.
  • Show respect and courtesy to all applicants.
  • Provide applicants with accurate and timely information.
    • See HRS guide for sample decline to hire and hire letters
    • Refer applicants to other campus resources when appropriate such as benefits