Northern Virginia SHRM | October 2016

In This Issue
Upcomi ng Events
HR Jobs
Legi s l a ti ve Al ert
2016 Da y on the Hi l l
Getti ng to the Hea rt of the
Ma tter
Mentor HR
Hel pi ng Empl oyees Ma na ge
Stres s
The Rei nvented Performa nce
Appra i s a l
SHRM a nd U.S. Cha mber of
Commerce Event
2016 Spons ors hi p
Opportuni ti es
Vol unteer for NOVA SHRM

Upcoming Events

HR Jobs
Director of Human Resources and Operations - Jack Kent Cooke Foundation - Landsdowne, VA
Human Resources Generalist, Field HR - Walgreens - Newark, DE
Payroll Specialist - CORT - Chantilly, VA
Field Recruiter - Johns Hopkins University - Baltimore, MD
Virtual Recruiter - AECOM - Germantown, MD
Recruiter - AECOM - Germantown, MD
Senior HR Generalist - Raytheon - Dulles, VA
HR Generalist - Johns Hopkins University - Baltimore, MD
Human Resources Specialist, Marketing Division - The Nature Conservancy
- Arlington, VA
Labor Relations Principal - Exelon Corporation - Newark, DE
Talent Development Manager - Henry M. Jackson Foundation - Bethesda,
MD
Read More

Legislative Alert
This Legislative Alert is brought to you by Lawrence P. Postal, Vice President for
Legislative Affairs, Northern Virginia SHRM, and partner at Seyfarth Shaw, LLP.
Revised EEO-1 Form; Paid Sick Leave for Federal Contractors and Montgomery
County

October 18
Chapter Meeting
The Heart of the Matter: Taking
Action on Talent Engagement
and Well-Being
Speakers: Amber Cha mberl a i n
Location: TEGNA
Time: 5:30pm
Register Now

October 27
Networking Happy Hour
Happy Hour for the
Membership Survey Kickoff!
Location: Ki zuna Sus hi &
Ra men
Time: 6:30pm
Register Now

On September 29, 2016, the OMB approved the EEOC's revisions to the EEO-1
report. Beginning in 2018, employers with 100+ employees will be required to
annually report pay and hours data to the EEOC for its workforce. The OMB
approved the EEO-1 revisions despite the significant problems with the pay data
collection tool and significant questions remain regarding the usefulness of the data in identifying
discriminatory pay disparities.
Beginning in 2018, employers will have to report compensation data and hours to the EEOC. Today, the
Office of Management and Budget (OMB) approved the EEOC's changes to the Employer Information
Report (EEO-1). As a result, every employer in the U.S. with more than 100 employees will be required
to report total W-2 compensation information and hours worked for all of its employees on an annual
basis.
The EEOC contends that adoption of the new EEO-1 form will enable the EEOC (and, for federal
contractors and subcontractors, the OFCCP) to target compensation issues and address pay disparities.
There are, however, significant unanswered questions about the utility and use of this report.
The changes will take place for 2017 EEO-1 filings, which will have a new reporting deadline of March 31
of each year. For instance, the EEO-1 report for the 2017 year will be due on March 31, 2018.
What Does the EEO-1 Report Currently Require?

November 11
Talent Development SIG
Vocal Presence: Develop the
Voice You Need to Create the
Leadership Presence You Want
Speakers: Ka ri Uma n
Location: Fa l l s Church
Time: 7:30a m
Register Now

November 15
Chapter Meeting
Building Workplace Violence
Prevention Programs to Meet
Industry Standards
Speakers: John Lea vey
Location: TEGNA
Time: 5:30pm
Register Now

The EEO-1 Report is a survey document that has been mandated for more than 50 years. Currently,
employers with more than 100 employees, and federal contractors or subcontractors with more than 50
employees, are required to collect and provide to the EEOC information about employees'
race/ethnicity and sex in each of ten job categories (e.g., Executive & Senior-Level Officials and
Managers, First/Mid-Level Officials & Managers, Professionals, Technicians, Sales Workers,
Administrative Support Workers, Craft Workers, Operatives, Labors and Helpers, and Service Workers).
The current EEO-1 report is available here.
There are no changes to the EEO-1 report for 2016, which remains due September 30, 2016.
What Will the New EEO-1 Report Require?
Beginning in March 2018, covered employers will still be required to provide the demographic
information currently required. However, in addition, employers with more than 100 employees will be
required to submit a "Component 2" report which discloses previous year W-2 earnings and hours
worked for all employees. Federal contractors and subcontractors with between 50 and 99 employees

Stay Connected

Our Sponsors

Register Now

will only be required to submit the current EEO-1 form without the compensation and hours worked
data required in the Component 2 report. The format of the new report is available here.

November 17
Day on the Hill
Location: Ma rri ott Ma rqui s
Time: 7:00a m
Register Now

2016 Board
Members

Read More

Don't Miss the 2016 Day on the Hill!

NOVA SHRM and HRA-NCA are offering the chance for you to visit the offices
of your Representatives and Senators to talk about issues affecting today's HR
professionals, especially the soon-to-become effective rewrite of the DOL
Overtime Regulations. We'll do all the prep work - scheduling your visits and
providing you with talking points. Last year and the year before, SHRM
awarded 3.5 re-certification credits for those who attend. All you need to do
is show up!
Date: Thursday, November 17 , 2016
Time: 7:00am to 1:30pm

Mi chel l e Sta l na ker, MA, SHRMSCP, SPHR

Pres i dent

7:00am - 8:45am Breakfast, orientation and briefing by SHRM staff

Then at 9:00am, buses will take you to the Hill for your meetings and will return back to the hotel
between 12:30 and 1:30.
Marriott Marquis at 901 Massachusetts Ave NW, Washington, DC 20001
Phone: (202) 824-9200.

Sha ri fa Gomez, PHR, SHRM-CP,

CHRL
Executi ve Di rector

No registration fee; Breakfast provided

(Includes participation with SHRM Leadership Conference Attendees)
Space is limited and is on a first-come, first-served basis!
Questions and RSVP to:
Lawrence P. Postol, Esquire
Seyfarth Shaw, LLP
Lpostol@seyfarth.com; 202-828-5385

Getting to the Humanistic Heart of the Matter: Considerations on Talent

Engagement and Well-Being
This article is brought to you by Amber Chamberlain, M.Ed., LPC. Amber is a
Talent Engagement & Well-being writer, speaker, and consultant. She will be
speaking at our October chapter meeting on October 18.
Mi mi Shi eh, SHRM-CP, PHR
Di rector

La uren Forga ch
Co-VP Progra ms

Ka t Bender
Co-VP Progra ms

Ja net Nguyen, MA, SHRM-CP,

SPHR
VP Profes s i ona l Devel opment
Ma ry Ki ts on, PHR
VP Mentori ng

The tone is getting personal at work. The approaches to talent attraction,

retention, and growth that companies are now facing have begun to take on a
very intimate quality about why people work beyond salary and professional
achievement. And this unprecedented level of unbridled humanistic need
showing up in the workplace makes some of us uncomfortable. Many of us
are of the generations that worked mainly for 'food, safety and shelter.' And maybe we saw career
advancement as satisfying to our self-images but that is about as far as we took it. We kept a carefully
bifurcated view of life and work. No longer.
Is your human resources head spinning yet? By now most of you in the field have seen the data
provided by Gallup, PWc, Deloitte, and others with regard to just how disengaged and uninspired our
work force has become. During the same period, we began to see a rise of what can best be described
as a human well-being shift at work. Prospective candidates and existing team members tell us they
want workplaces where they can grow and have a sense of meaning and purpose in their careers.
Health plans and vacation time are a matter of fact. Maybe you too have quietly had these same wishes
for your own career. As you know, the nature of these hoped-for work life conditions goes way beyond
traditional and venerated compensation, advancement and rewards approaches. Today we are hearing
language reflective of culture, talent alignment, belonging, and inclusion. What is going on here?
To put this in better perspective, there was a time when employee wellness was the hot new thinking.
It was an innovative idea to care about the health of our employees as a factor in maintaining a
performing workforce. It is easy to like and buy programs based on outcomes research aimed at what
helps people make positive changes in their overall health. These programs are rife with all kinds of
challenges, motivators, and reward points for healthy blood pressure, weight loss and fitness to name a
few. We reasonably thought, and evidence suggests, that what is good for our health is good for our
well-being. 'Two birds with one stone' as the adage goes. Very helpful. But apparently not enough
given today's bothersome engagement situation.
In the last few years, human resource professionals have attended national and local SHRM and other
meetings in which you have been educated by consultants via theoretical concepts, data, and programs
that when deployed measurably support and resolve some of your challenges. Typically, the
presenters included solutions offered via Industrial-Organizational (I-O) Psychology, Organizational
Development (OD), Positive Psychology, Emotional Quotient (EQ), Neuroscience, and Coaching
approaches. Many of you have been able to digest, integrate, and deploy these solutions and, in many
more cases, those remedies still feel out of reach as real solutions.
While your company wrestles with these newer talent requirements, perhaps this is a good time to

Scott Donnel l y, SPHR

VP Members hi p

La rry Pos ta l
VP Legi s l a ti ve Affa i rs

focus on less complexity and expense and honestly look at your own professional well-being and how
you grow and foster that. Your own well-being at work is likely the best place to begin to consider these
newer humanistic themes as it is very likely that you too are being confronted to improve your own
sense of authentic connection and meaning in your working life. From this self-responsible vantage
point, you are likely to champion, conceive, create, and fund winning holistic solutions that you and
your leadership can put in place in support of talent engagement, performance, growth, attraction and
retention.
If you would like to meet the writer and learn more about the viewpoint and solutions mentioned in
this article and ways to deploy some them in a no-cost or low-cost ways, please attend the upcoming
NOVA SHRM event titled: The Heart of the Matter: Taking Action on Talent Engagement and Well-being
on the evening of October 18th, 2016

Mentor HR Application Process Launches October 30!

Li nds a y Mui rhea d, SHRM-CP,

PHR
Co-VP SIGs

Mentor HR is the new name for the NOVA SHRM and Dulles SHRM Mentoring & Leadership
Development Program. We are the trusted broker of professional connections and mentoring
relationships that are of crucial importance to your career as a HR professional. Our program is based on
a Pinnacle-Award Winning collaborative peer-learning model, and offers approximately 21 SHRM and
HRCI recertification credits for participants.
As a result of participation in Mentor HR, alumni report gaining increased confidence, competence,
self-awareness, networking skills, personal leadership skills, and the capability to influence others. The
curriculum is designed for individuals with at least 3 years of professional HR Management or HR
Development experience who want to grow both personally and professionally. You must be a member
in good standing with NOVA SHRM or Dulles SHRM and commit a minimum of 5 hours a month to
learning and development activities associated with the program.

Ronda Hetters on
Co-VP SIGs

For more information on Mentor HR, please contact Mary Kitson, Program Director, at
mkitson@mitre.org.

Helping Your Employees Manage Financial Stress

Emi l y Ames
VP Certi fi ca ti on

This article is brought to you by Rose M. Price, CFP, AIF, a partner and
Financial Advisor at VLP Financial Advisors. VLP provides 401k plan
management as well as personal financial planning. Rose will be a presenter
at the NOVA SHRM December chapter meeting.
Part 2: The Election vs. Your Investments

Bri a n Di ema r, GBDS

VP Ma rketi ng & Publ i c
Rel a ti ons

Ja ni ne Onori o
Di rector SHRM Founda ti on

Ca ryn Perrel l i , SPHR, SHRMSCP

Trea s urer

As we mentioned in our first article last month, almost all employees deal
with some type of financial stress in their lives. These stressors may be
personal, or they may be market-driven. Let's consider a current issue that is likely affecting all of your
employees - the election cycle. With the presidential election frenzy upon us, many people are
grappling with what consequences the election may have, if any, on financial markets. Employees find
this to be another source of stress, as they know the value of their 401k or pension plan will be subject
to such fluctuation.
Let me offer some insight based on historical markers:
Going back to 1960, the S&P has yielded 8.8% in election years, versus 9.1% in non-election years
(excluding the 2008 credit crisis, which skewed overall results.) 1;This gives credence to the idea
that while year-to-year results may vary, on average election years don't result in substantially
less return when investing for the long haul.
Only 3 of the last 22 election years have yielded negative returns for the S&P 500.
Since 1900, for the four years of a presidential term, the Dow Jones Industrial Average's annual
returns were 5.5% for year one, 3.7% for year two, 12.6% for year three, and 7.5% for year four2,
indicating there is clearly an election year cycle, most likely due to overall unpredictability,
showing up in the first year or two of the cycle. Being aware of these cycles and fluctuations can
help to keep things in perspective.
Overall, we continue to encourage our clients to focus on long-term investing based on their financial
goals and personal timeline, and not get too focused on market variances like an election cycle
fluctuation. Ensure your employees have access to financial advice regarding these types of concerns
by making sure your plan advisor is available to talk with employees who are seeking reassurance or
investment help during this volatile time. Consider being proactive in this effort by offering a webinar
or other voluntary forum when employees can hear from the plan manager directly. If your plan
advisor doesn't offer this type of employee assistance, maybe it's time to start looking elsewhere and
consider alternative options for the plan advisor itself or at least add supplemental educational
options.
As plan advisors, we're here to help. We offer opportunities throughout the year to meet with our plan
participants, and we hear time and time again that the employees truly value that help. If you'd like to
consider adding educational options for your employees but don't want to change plan providers, give
us a call and let us help you provide professional advice and valued support to your employees.

Emi l y Dors ey
Secreta ry

1 "The 2016 Presidential Election and Stock Market Cycles" Seeking Alpha, by Daryl Montgomery
2 Ned Davis Research

Find out more about VLP Financial Advisors at vlpfa.com.

Rose Price is a Registered Representative of and offers securities and Advisory Services through Cetera
Advisor Networks LLC, member FINRA/SIPC. Cetera is under separate ownership from any other entity.
VLP Financial Advisors, LLC, 8391 Old Courthouse Road, Suite 203, Vienna, VA 22182
Rena e Ba rl i eb
Soci a l Medi a Stra tegi s t

Investors cannot invest directly in indexes. The performance of any index is not indicative of the
performance of any investment and does not take into account the effects of inflation and the fees and
expenses associated with investing.

The Reinvented Performance Appraisal: Coaching

Sha un Corney, MA, SHRM-CP,

PHR
Uni vers i ty Rel a ti ons Cha i r

This article is brought to you by Dr. Virginia Bianco-Mathis, Director of the HRM
Program at Marymount University and author of "Building a Coaching
Organization."
You have heard the buzz. Deloitte started it with that HBR article (Reinventing
Performance Management) and other companies have followed suit (Dump
Performance Appraisals and Help Employees to Do Their Best, Washington
Post, 8/4/2015). So what does this really mean and look like?

Drema McCoy, MBA, SHRM-CP,

PHR
News l etter Edi tor

Suza nne Decker

Cha pter Admi ni s tra tor

Basically, organizations are realizing that getting everyone up-to-speed on coaching skills is now not
just "a nice way to give feedback and develop people" but a major component for more realistically
assessing performance and ultimately, organizational success.
We have known for some time that existing appraisal systems embody the following characteristics:
Idiosyncratic rater effect
Form focused, not people focused
Judgmental, not supportive or developmental
Time consuming
Rating focused, not future focused
Fuel anxiety, not engagement
Less meaningful in today's fast-paced, service oriented institutions
Forced to coincide with conceptual pay models as opposed to true performance
What is now being recommended is periodic coaching sessions that are very simple. One organization
uses the following template for monthly sessions. Data can be gathered in a variety of ways by both the
supervisor and employee. This can be done manually or on line using an interactive software system:

RJ Lewi s
Di gi ta l Content
Admi ni s tra tor

What's working and should be continued?

What can you do more of to be effective?
What can you less of to be more effective?
What will you be doing over the next month to address the above?
Then, at the end of the performance cycle, the supervisor can submit a one-page assessment that
addresses the employee's overall value to the organization. Something like this (modified from the
Deloitte model).

Na ta l i e Al l en
Events Coordi na tor

1. Given what I know about this person's performance, and if it were my money, I would award this
person the highest possible compensation [measures overall performance and unique value].
2. Given what I know of this person's performance, I would always want him or her on my team
[measures ability to work with others].
3. This person is at risk for low performance [identifies problems that might harm the customer or
team].
4. This person is ready for a growth opportunity today [measures potential].
Needless to say, this approach comes with its own set of challenges-and many other support tools (not
addressed in this essay) must be implemented for this to be successful. Yet, it is evident that this
"coaching to performance" approach is beneficial in the following ways:

Da n Al l en
Da ta Ana l yti cs Speci a l i s t

Dialogue focused, not paper focused

Challenging and supportive, not labeling
Time relevant, not quarterly or full year snap shots
Behavioral, not vague and general statements
Feeds into compensation, not directly linked to vague compensation constraints
Obviously, the cornerstone of such a system is that managers, employees, and the entire organization
must learn and adopt a coaching mindset with inherent coaching techniques: powerful dialogue, twoway communication, continuous improvement, concrete development actions that are tracked
frequently, and "feed forward agreements" in between coaching meetings.
Does everyone in an organization now have to become a certified coach? Of course not (though, that
would be quite the healthy environment to work in!). Rather, key learning professionals within such
organizations need to attend coaching workshops, join coaching forums, build coaching tools and
guidelines, educate all members in the organization, and tie coaching behaviors to strategic success.
That is why professionals and managers are eagerly embracing workshops and literature around
coaching. My advice is to make sure the learning experience not only covers fundamental skills for oneon-one coaching, but also techniques for how to introduce coaching into organizations, design

measurable programs, and implement support structures that foster the concept of "coaching
organizations." For more in depth discussion, see Building Coaching Organizations
(https://www.td.org/Publications/TD-at-Work/2016/Building-a-Coaching-Organization). And if you
want to be part of the discussion, join our panel on November 2 at Marymount (register through
kes68580@marymount.edu). Affiliated with Marymount SHRM Chapter; SHRM and HRCI CPUs given.

SHRM and U.S. Chamber of Commerce to Co-Host Labor and Employment

Issues Event
On Wednesday, October 19, SHRM and the U.S. Chamber of Commerce are co-hosting an event for both
our memberships entitled, "State and Local Labor and Employment Issues: What to Watch For and How
to Win" in the Lee Anderson Veterans Center at the Chamber's headquarters at 1615 H Street, NW, in
Washington, DC. The program will also be live-streamed over the Internet beginning at 8:30 am (ET) on
the 19th for those unable to attend in person.
Mike Aitken, SHRM's Vice President of Government Affairs, will participate in a panel discussion
beginning at 9:35 am on emerging HR issues in the states. To review the full agenda for the program
which concludes at noon, please click here.
Those planning to attend in person, click here to RSVP. To participate via webcast, please RSVP here. If
you encounter difficulty RSVP'ing online, call 202-463-5787 directly.

2016 Sponsorship Opportunities Available

Northern Virginia SHRM has sponsorship opportunities available for 2016. Sponsorships are a great way
to promote your organization and reach a large audience of human resources professionals.
Sponsorship opportunities include monthly meetings, newsletter and website packages, as well as a
mastered combo package. For more information on becoming a sponsor, visit our website.
Northern Virginia SHRM would love to talk to you about becoming a sponsor! For more information,
contact Sharifa Gomez, Executive Director, at novashrmexecutivedirector@gmail.com or Brian Diemar,
VP of Marketing & Public Relations, at novashrmsponsorship@gmail.com.

Volunteer for Northern Virginia SHRM

The Northern Virginia SHRM Chapter offers all members the opportunity to grow professionally and
network informally with fellow Chapter members by volunteering with the Board, participating in
standing committees, and/or assisting with special projects. Volunteer involvement with NOVA SHRM
entails both short- and long-term commitments on a variety of assignments, requiring varying amounts
of time, depending on your schedule and availability. Join a fun, vibrant group and let us know if you
are looking for opportunities to contribute!
We are recruiting for the following board positions:
Vice President, Diversity
Click here for job descriptions and more information.
Interested in applying? If you've got the talent and interest to succeed in any of these roles, please
send your resume and brief statement of interest to Sharifa Gomez, Executive Director
at novashrmexecutivedirector@gmail.com.
I hope you enjoyed the latest edition of our monthly newsletter. Please contact me at
novashrm.newsletter@gmail.com to provide feedback and comments, to submit an article, or to
sponsor the next issue of The Pulse.
Sincerely,
Drema McCoy, MBA, SHRM-CP, PHR
Newsletter Editor
Northern Virginia SHRM
NOVA SHRM | novashrm.newsletter@gmail.com | http://www.novashrm.org
PO Box 2474
Springfield, VA 22152
Copyright 2016. All Rights Reserved.