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Hiring a new employee can easily become overwhelming, especially if the person leading the search isn’t familiar with every step of the process.

Inevitably, questions arise:

What’s the most effective way to frame the job description? Which are the best places to advertise the job opening? How do we coordinate each meeting when the applicants arrive for their interviews? What paperwork must be signed? And, once the new hire starts, what tools could help them acclimate to life at Binghamton?

That’s where Sharon O’Neill, Diana Castellanos and Andre Mathis — ������Ƶ’s Office of Talent and Engagement (OTE) — step in. Launched just before the COVID-19 pandemic, OTE has expanded to provide comprehensive support for attracting, developing and, most importantly, retaining a high-performing workforce University-wide.

OTE’s work includes:

• Acquisition: recruiting and hiring the best people to meet the University’s needs
• Development: improving University employees’ personal and professional skills and knowledge through training
• Engagement: programming that creates a sense of connection and ownership, improving an employee’s mindset toward the University
• Retention: cultivating an environment where productive and talented individuals feel valued and choose to remain at the University

“We know how to navigate each step of a search, which can expedite the process so search committee leaders can focus on picking the right candidate for their teams,” said O’Neill, director of the office.

Vice Presidents Brian Rose and JoAnn Navarro crafted the concept of a specialized group to support University staff searches. Initially, O’Neill was tasked with leading staff searches only within the Divisions of Student Affairs and Operations, but she later added members to her fledgling team through University Road Map funding.

Marketing Binghamton the right way

Nobody wants a job interview to be stressful, but even if that’s easier said than done, there are small ways to help. Castellanos, a talent acquisition specialist who joined O’Neill in 2023, guides search committees on best practices for marketing their job openings.

She has found that small details can affect candidates in ways the committee doesn’t realize. For instance, slow communication about the search could make candidates second-guess their decision to move forward, or rushing candidates from interview to interview can be overwhelming. Having OTE host the candidate can ensure they feel cared for throughout the process. Castellanos can help hiring managers avoid such dilemmas.

“The market is a lot more competitive these days, so we can’t assume that just because we’re ������Ƶ, people are going to want to work here. We need to sell the aspects of Binghamton that are most likely to resonate with that candidate because as higher education changes, we need to change with it,” Castellanos said. “We have the opportunity to research interview models that other places are using and encourage hiring managers to think beyond what’s traditionally been done to become even more inclusive.”

Engaged in the culture

Attracting and hiring the right applicants is one thing, but keeping them and their families around is another.

Mathis, an employee engagement specialist who joined OTE in October 2024, has found that the hiring process doesn’t end when someone accepts the job; new employees may need help relocating, navigating the campus or even learning how to become part of the campus community beyond their office.

Each month, Mathis coordinates a “NewB café” in a different spot around campus for new employees throughout the University to socialize and learn about their colleagues. Representatives from different offices, including President Harvey Stenger, have attended to discuss opportunities University employees can take advantage of.

Mathis has also coordinated informative events based on feedback from new and current employees, such as inviting Visions Federal Credit Union staff to lead a presentation on successful budgeting practices.

“We’re very good about our work culture here, but it can be tough to provide that balance of feeling like you’re also an employee for the entire University — not just a single department and your immediate colleagues,” Mathis said. “We’re committed to keeping our employees here because if they feel like they’re truly engaged and connected to the University, and the University is providing the resources they need, it’s more likely they’ll want to stick around.”

That also means watching out for a new employee’s family members, particularly a spouse, who might be scouting job prospects in the Binghamton area. Through the dual-career program, OTE assists in resume and cover letter reviews and professional networking with surrounding employers. Staff can also connect new hires with housing options in locations that might be easily overlooked by people unfamiliar with the region.

“We want everyone to walk away from their interview process as an ambassador for Binghamton, talking about how great a place it is regardless of whether they get picked for a job,” O’Neill added. “Keeping that in mind will help deepen our candidate pool and keep attracting the best candidates possible to campus.”

Need help from the Office of Talent and Engagement?

Contact Sharon O’Neill at soneill@binghamton.edu to get started.