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Northern Virginia SHRM | July 2016

In This Issue
Upcomi ng Events
HR Jobs
Legi s l a ti ve Al ert
Fea tured Member
HR Li bra ry
2016 Spons ors hi p
Opportuni ti es
Vol unteer for NOVA SHRM

Upcoming Events

HR Jobs
Compensation Analyst - First Guaranty Mortgage, Jun 27 - Tysons Corner, VA
Senior Director, Human Resources - Consumer Technology Association, Jun 24 - Bethesday, MD
Recruiter - InScope International, Jun 23 - Reston, VA
Recruiter - Tetra Tech, Jun 20 - Fairfax, VA
Field Service Technician - Joerns Healthcare, Jun 16 - Lorton, VA
Senior Human Resources Consultant - Helios HR, June 16 - Washington, DC
Human Resources Assistant - JK Moving Services, Jun 16 - Washington, DC
Sr Human Resources Generalist - Heart Rhythm Society, Jun 8 - Wash, DC
Employee Relations Consultant - George Mason University, Jun 8 - Fairfax,
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.
July 14
Employment Relations &
Engagement SIG
Employee Coaching: It's Your
Job Interview EveryDay
Speaker: Sa ndra Gregory
Location: UVA Northern
Vi rgi ni a Center
Time: 8:00a m
Register Now

July 26
Chapter Meeting
Creating a Powerful Learnign
Strategy for Your Organization
Speakers: Sta cy Cook a nd
Eva ngel i ne Ha rri s
Location: Ga nnett/TEGNA
Time: 5:30pm
Register Now

2016 Board

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

Pres i dent

Sha ri fa Gomez, PHR, SHRM-CP,

Executi ve Di rector

Brexit and Potential Impact on European Workforce; New OSHA Rules On PostAccident Drug Testing, Safety Incentive Programs, And Accident Reporting;
OFCCP Issues Sweeping New Sex Discrimination Guidelines
Brexit and Potential Impact on European Workforce
On June 23, 2016, British voters went to the polls to determine whether the UK
would remain in the European Union. In an historic decision, the "leave" vote won by a margin of 52%
to 48%. Although the polls were close in the run up to the referendum, the result has shocked the
financial markets and the value of the British pound has sharply declined.
Throughout the Brexit debate, immigration was a key issue, influenced by the refugee crises
throughout Europe and the pressure felt on social services due to perceived high numbers of migrants.
One of the primary drivers of the "leave" campaign was the desire to curb the free movement of EU
nationals into the UK, and reduce overall net migration.
What it Means for Employers
There will be a two-year transition period, during which time the UK government will negotiate the
terms of its withdrawal from the EU with the remaining member states. The current UK immigration
regime will continue to operate under the Points Based System, although there may be additional
restrictions and increased costs introduced in the interim.
Currently, EU citizens have the right of free movement within the 28 EU member states, and may work
in the UK on the basis of their EU passport. Following Brexit, although the details of the withdrawal
have yet to be determined, it is likely that UK nationals will no longer have the right to work in the
remaining EU member states. Likewise, it is anticipated that EU nationals will need to obtain
permission to work in the UK, under Tier 2 of the Points Based System. We anticipate that these
restrictions will not take place until the transition period has been completed.
Therefore, employers should immediately assess the potential impact to their business. Employers
should identify within their workforce: (1) any British workers based in other EU countries; (2) EU
nationals currently working in the UK; (3) the longer-term need to transfer staff within the EU. The
rights of British and EU nationals will not immediately be affected by Brexit, however it is important to
identify any workers whose immigration status may be impacted in the longer-term.
Although the transition period for the UK to leave the EU will take at least two years, employers should
take action now, to ensure that they are prepared for an increasingly restrictive immigration regime in
the UK.
New OSHA Rules On Post-Accident Drug Testing, Retaliation Claims, And Accident Reporting

Stay Connected

Our Sponsors

Seyfarth Synopsis: OSHA's new final rules call into question mandatory post-accident drug screenings
and safety incentive programs, open the door to new retaliation citations, and will require employers
to post OSHA logs electronically.
Mi mi Shi eh, SHRM-CP, PHR
Di rector

La uren Forga ch
Co-VP Progra ms

On May 12, 2016 the Occupational Safety and Health Administration published new final rules on
discrimination and injury and illness reporting. 81 Fed. Reg. 29624. First, a new anti-discrimination and
anti-retaliation rule will come into force on August 10, 2016 for all employers, as discussed below.
Employees must be informed about the requirements of the anti-retaliation rule relating to reporting
injuries and illnesses by that date. OSHA's interprets this rule broadly to prohibit mandatory postaccident drug testing, concluding that such tests discriminate against employees on the basis of injury
and illness reporting. OSHA further explains that incentive programs are retaliatory if they offer
benefits to employees or workforces who do not report injuries and illnesses. Finally, OSHA uses the
rule-making to allow compliance officers to issue citations for retaliation, upending the current
statutory employee retaliation enforcement framework under Section 11(c) of the Act.
Read More

Featured Member
Jenny Spector, Manager, Human Resources for Digital Infuzion, Inc.J
Ka t Bender
Co-VP Progra ms

Ja net Nguyen, MA, SHRM-CP,

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

Scott Donnel l y, SPHR

VP Members hi p

Jenny recently joined Digital Infuzion, Inc. as its Manager of Human Resources.
She is excited by the opportunity to make a difference at work and to support her
colleagues who are making a difference in the world. What she is most grateful
for is the company's core values, which she is now experiencing first-hand:
creativity, openness, and growth. She is quickly taking her career to the next level
in a supportive environment where employees are encouraged -- sometimes
even pushed -- to new heights. "The founders of the company put an incredible
amount of trust in their staff and encourage them to fly - or fall down and get
back up. It's empowering."
Jenny's specialization in human resources began over 10 years ago after successfully managing small
businesses. As an HR professional, she has made a difference at both mature and start-up, for- and notfor-profit, federal contractor and private-sector organizations, supporting both local and dispersed
workforces. Jenny is a passionate, roll-up-your-sleeves, strategic and tactical contributor. Her previous
operations experience adds valuable insight into creative problem solving that aligns human resource
solutions with business objectives. She feels particularly lucky to have "fallen into" HR!
Jenny's early HR career focused mainly in the areas of benefits and payroll. While she has purposefully
grown her generalist skills over recent years, benefits is her "first love" for a variety of reasons, and
payroll is "the gift that keeps on giving." Jenny's passion for nurturing savvy healthcare consumers and
her belief that you shouldn't pay for healthcare until and if you use it, informs her recommendations,
and she credits partnering with several top-notch SMEs with the insight she brings to the table now.
In recent years Jenny has sought out roles that rounded out her generalist expertise, both as an
employee and as a consultant, yet her earlier years of specialization continue to inform her decision
making. She enjoys the unpredictability of her days and thrives on the challenge of keeping abreast of
ever-changing laws and regulations. If she had to use one word to describe herself, it would be
"curious." She is curious about those around her, committed to being a perpetual student in every way,
and grateful for lessons learned.

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

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


Jenny says that "I joined NOVA SHRM several years ago when I landed my first position at a federal
contractor in Bethesda, MD. I also belong to MC SHRM, but unfortunately they don't have any targeted
support for federal HR, and I only had "book knowledge" from my SHRM certification to pull from, so I
was eager to get up to speed on this new area of responsibility. NOVA SHRM's SIG group for
Government Contracting was and is a huge part of my success. The speakers are top-notch and the
content rich. I've found NOVA SHRM to be an extremely supportive, active group and despite the
distance I have to travel to attend events (from Gaithersburg), I find the effort well worth it."
Jenny maintains PHR and SHRM-CP certifications, belongs to national and local SHRM chapters, and has
a BS from the George Washington University.

HR Library & Important News

Ronda Hetters on

Emi l y Ames

Instead of Rating Performance with Numbers,

How About Adjectives?
Some companies scrap numeric rankings in favor
of descriptive words
How would it go over if, during the next round of
employee evaluations, you replaced numeric
ratings with adjectives?
In other words, instead of ranking workers on a
scale of 1 to 5, you picked five adjectives to
describe their work. Perhaps words like
"industrious," "prolific" or "creative."

Respectful Behavior Is Important, but Too-Broad

Policies Pose Risks
Be careful not to draft an overbroad antiharassment policy, advised Jim J. McDonald Jr.,
SHRM-SCP, managing partner of the Irvine, Calif.,
office of Fisher Phillips law firm, during a recent
discussion on "Political Correctness at Work: How
Much Is Too Much?"
Policies that are too extensive will likely
generate employee complaints about minor
issues, and they pose the risk that enforcement

Emi l y Ames
VP Certi fi ca ti on

As big-name companies reconsider the traditional

employee evaluation, at least two Wall Street
investment giants are scrapping numeric rankings
in favor of descriptive words, arguing that
numbers can't fully capture an employee's
contribution to an organization.
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

"The problem with using numbers to rate

performance is the majority of people are
squeezed into a very tight range that shows little
distinction between superstars and poor
performers," said Merrick Rosenberg, CEO and
founder of career coaching company Take Flight
Learning in Marlton, N.J. "When they are
characterized with adjectives that validate who
they are and what they do, they are likely to be
Wall Street Firms Dump Numbers
Goldman Sachs and Morgan Stanley announced
their move away from numeric rankings in late
May and early June, respectively. In addition to
adopting adjectives to rate employee
performance, the investment firms are keeping
their 360-degree reviews, in which workers are
assessed by managers and peers. Managers will
also provide workers with more-frequent
Employment experts note that workers who
receive an annual numeric rating are stuck with
the number for an entire year-and it may
insufficiently label them and not capture all their
contributions or the nuances of their work.

Emi l y Dors ey
Secreta ry

Rena e Ba rl i eb
Soci a l Medi a Stra tegi s t

Sha un Corney, MA, SHRM-CP,

Uni vers i ty Rel a ti ons Cha i r

"The research suggests that assigning only a rating

can have a marginalizing and demotivating effect
on even the highest-performing people," said
Greg Pryor, vice president of leadership and
organizational effectiveness at Workday, a San
Francisco-based workplace consultancy. "In my
experience, high-performers seek feedback that
[lets] them know specifically and practically what
they can do to move forward."

will be inconsistent, McDonald said June 21

during the Society for Human Resource
Management 2016 Annual Conference &
Exposition in Washington, D.C.
The term "politically correct" originated in the
1930s to describe thinking that conformed with
the Communist Party line. Today it describes the
practice of refraining from using language and
demonstrating behaviors that could offend
others, McDonald said.
Some colleges have lists of what they consider
microaggressions-inadvertent, unintentional
messages that can be seen as denigrating to
people of certain groups. Some colleges also use
"trigger warnings" regarding lecture or reading
material in the form of a notice that students are
about to see or hear something on a topic that
might cause them stress.
In the workplace, annual evaluations could be
considered microaggressions and a trigger
warning might be "I need to advise you in
advance of giving you this assignment that it has a
deadline," he said wryly, eliciting laughs.
However, employment law has not adopted
academia's interpretation of political correctness.
He pointed to various legal rulings to illustrate
this, such as Vinson v. Meritor Savings Bank
(1986), in which the court found that "harassment
must be severe or pervasive in order to be
unlawful" and that merely uttering an epithet
that an employee finds offensive is not illegal.
And in Equal Employment Opportunity
Commission (EEOC) v. Sunbelt Rentals Inc. (2008),
the court determined that "Workplaces are not
always harmonious locales, and even incidents
that would objectively give rise to bruised or
wounded feelings will not on that account satisfy
the severe or pervasive standard. Some rolling
with the punches is a fact of workplace life."
Read More

Using adjectives "is more motivational in

subjective situations," said Kris Duggan, CEO of
BetterWorks, an information and technology
services provider in the San Francisco Bay area.
Moreover, he said, the modern workplace is
outpacing traditional performance evaluation
Read More

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.
Drema McCoy, MBA, SHRM-CP,
News l etter Edi tor

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!
Kel l y Vi l s ki
Cha pter Admi ni s tra tor

We are recruiting for the following board positions:

Leader, Strategic Planning
Newsletter Editor
Vice President, Diversity
Data Analytics Specialist
RJ Lewi s
Di gi ta l Content
Admi ni s tra tor

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.
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.