Newsletter Detail

June 2016 - MVHRA Connections


President's Pen

Break Through!

Exciting news from SHRM regarding this year’s annual Conference.  SHRM is renewing the chapter delegate discount program this year, which gives chapter attendees a $200 discount.

The theme this year is BREAKTHROUGH; the conference is in Washington DC, June 19th-22nd and there you will find over 200 sessions; the opportunity to earn up to 14.25 PDCs for SHRM Certification; the largest HR Exposition in the world; and food, friends and fun!

Any MVHRA chapter member who has not yet registered will be able to take $200 off the current registration rate of $1,520 if you do the following:

  • Register ASAP
  • Join SHRM National or be a current active member.
  • Go online to and use this promotional code: ANNCDEL027

You can also register by phone, fax or mail, but you must use the Promotional Code above to get the $200 discount.

This is a great opportunity to receive a registration discount that is only available to chapter members who are also SHRM members.  If you have never had the chance to attend an annual conference, this year’s conference in DC is sure to be amazing.  Invest in your professional education and register today.  Hotel rooms in DC are filling up fast.

LaTonia McCane, SHRM-CP, PHR, GBA


DOL Issues Final Overtime Exemption Rules…And More.

Employers were on the lookout for it for some time, and on May 18, 2016 it finally happened.  The U.S. Department of Labor issued the final version of the overtime exemption rule proposed last summer.  The final rule raises the minimum salary threshold required to qualify for the “white collar” exemptions under the Fair Labor Standards Act to $47,476 per year, or $913 per month.  The effective date of the final rule is December 1, 2016.

This increase is a bit less than the DOL set forth in the proposed rule.  Nonetheless, the final rule still establishes a minimum salary threshold that is more than double the previous one of $23,660 per year, or $455 per week, that was required for executive, administrative, and professional workers to be exempt from overtime pay under the salary basis test.  Additionally, the final rule requires that the threshold be automatically updated every three years to match the standard salary level established by the rule, i.e., the 40th percentile of earnings of full-time salaried workers in the lowest-wage census region (currently the South).

There are some additional changes implemented by the final rule, including an increase in the salary threshold that must be met for highly compensated workers to be exempt from overtime pay, and an amendment to the salary basis test to allow employers to use nondiscretionary bonuses and incentive payments, including commissions, to meet up to 10 percent of the new salary threshold.  The rule does not, however, include a change to the duties test for the white collar exemptions, which is something the DOL had also been considering.

The DOL’s announcement of the final overtime exemption rule came on the heels of another such announcement several days before that involved a different arm of the DOL. 

On May 11, 2016, the DOL’s Occupational Safety and Health Administration finalized proposed OSHA rule changes that—like the proposed overtime exemption rule—had been considered for some time.  The OSHA rule changes relate to, among other things, the electronic submission of OSHA injury and illness information, the increased public availability of that information after it is submitted by employers, and requirements that employers (1) maintain reasonable procedures for reporting work-related injuries that do not discourage employees from reporting and (2) not retaliate against workers who report.  These new requirements take effect August 10, 2016, with phased in data submissions beginning in 2017.

With this flurry of recent activity from the DOL and other agencies, employers should be on the lookout for further developments as the current administration winds down in this election year.  Employers should work with HR specialists, safety personnel, and legal counsel to bring their organizations into compliance before any applicable grace period expires and these new rules—and any others—become effective.  For follow up questions contact Matthew Bakota, JD, PHR at or 937-223-6003.


What Stops HR Professionals From Addressing Substance Abuse in

Their Workplace?

Fear, lack of knowledge on the subject, limited time and not knowing what resources are available are all among the various reasons that HR professionals do not address substance abuse in their workplace. How can these concerns be addressed?

What causes fear? Most of us fear what we do not understand. Fear is a natural human response which may cause avoidance. Sometimes fear emerges from our own experience. For instance, growing up in a home with a parent who struggled with alcohol may cause one to respond by being overly sensitive to this issue as an adult. We may avoid conversations or recognition of substance abuse to avoid negative feelings and hurt from our past. Being armed with knowledge about the disease of addiction can begin to break down fear and create self-awareness, leading to the opportunity to help someone with this issue. Self-awareness is often the key to understanding which leads us to the knowledge we need to take control of what we fear.

How does limited time impact our actions? We all have constant demands in the workday and juggle too many priorities. However, not addressing substance abuse in our workplaces will only add to the time drain felt already. It is very costly in both time and money to focus on an incident related to substance abuse, such as an accident, lowered productivity and absenteeism. It is much more cost effective to take the time to be educated on the subject, create pro-active policies allowing workers to come forth when they need help with addictions and allow for treatment and recovery, which in turn allows for a healthier workplace. When adding up the cost of untreated substance abuse, the Substance Abuse and Mental Health Services Administration (SAMHSA) states:

In 2015, about 9.8 million full-time U.S. workers — 18 and older — either abused or were addicted to drugs or alcohol in the previous 12 months, according to the National Survey on Drug Use and Health, which is conducted by the federal Substance Abuse and Mental Health Services Administration.

Furthermore, substance abuse is among the most costly health problems in the United States.

Among national estimates of the costs of illness for 33 diseases and conditions, alcohol ranked second, tobacco ranked sixth, and drug disorders ranked seventh (National Institutes of Health [NIH], 2000)


Summer Hiring 2016: How to Attract Seasonal Workers

Summer Hiring 2016: How to Attract Seasonal Workers

By: Dona DeZube

Is your small or mid-size business looking to hire seasonal workers this season? If so, summer hiring 2016 will likely be challenging. 

According to Trade Economics, overall the unemployment rate will hover near 5% this year, with fewer adults seeking seasonal work compared with last year. 

Unfortunately, a good proportion of today’s adolescents are less likely to take a summer job either. Around half of the nation’s nearly 40 million 16- to 24-year-olds worked summer jobs, according to 2015 Bureau of Labor Statistics data:

•    27% worked in restaurants or hotels
•    20% did retail or wholesale jobs
•    11% took jobs in education or health

Is your small company feeling the heat to attract seasonal workers? You can rise above the competition for summer hires by focusing on the mindset of today’s Millennial workers. 

The good news: your smart summer recruitment strategy doesn’t have to cost a lot, either. Sometimes a few simple tweaks in recruiting and employment policies can make your company an organization much more appealing to teen workers -- and make your summer hiring a lot easier.

Address a Lack of Interest
While more than 75% of teens worked in the 1990s, only 52.5% do so today, BLS data shows.

Most teens simply don’t want a summer job, says John A. Challenger, chief executive officer of global outplacement firm Challenger, Gray & Christmas, Inc., which released its annual teen summer job outlook in late March.

“This does not mean that teenagers have gotten lazier over the last two decades. They are simply engaged in more activities that fall under the radar of standard employment measures,” Challenger said. “Many are volunteering. More are participating in summer education programs or in summer sports leagues. Others are in unpaid internships. Many simply may be doing odd jobs, such as baby-sitting or lawn mowing.” 

As colleges become more competitive, teens look for activities that stand out on applications, causing typical summer jobs to fall out of favor, he added.  

Summer Recruitment Strategies
To effectively compete for summer workers, try these five strategies:

1. Research competitors’ pay.

With minimum wage at (or heading toward) $10 an hour in places like SeattleMassachusetts and the District of Columbia, it’s important to research local summer wages, says Vice President of Data Analytics Katie Bardaro and create a compensation strategy for your company -- no matter how big or small.

“It’s not just the minimum wage, you also have to raise the people who are non-minimum wage commensurately,” Bardaro says. “If you haven’t been budgeting for that, it can be difficult to do, so you find yourself skimping on people. It’s definitely an issue in the west -- California, Oregon and anyplace where you’re competing with Wal-Mart.”

A relatively small bump above minimum wage may attract summer workers. But rather than paying the absolute minimum wage, AJ Saleem, academic director of Suprex Private Tutoring, Houston, Texas, rounds up to the dollar. “I also offer incentive bonuses if my employees complete tasks faster,” he adds.

2. Look for ways to make the job fun.

Employers that can’t offer top dollar to summer employees can focus more on what young people want from their summer jobs, including fun, flexibility and fresh skills.

“Students, and millennials in general, are glued to their phones so the more you can engage them through that technology, and make the work experience unique and fun, the more likely they will stick around the entire summer, and possibly return the next summer too,” says Alex Sopinka, Founder & CTO of Tasytt, an onboarding and training platform.

Look for ways to incorporate “gamification” into the job, perhaps offering 1 "point" for every order packed or frozen yogurt served, then letting employees redeem their "points" for a reward like a gift card.

“You'd be amazed at how people are motivated by rewards, and that $20 gift card won't seem like an added expense when employees are eager to show up instead of calling in sick for their shift, working hard and staying around so you don't keep spending time hiring and rehiring for the same position,” Sopkinka says.

3. Offer a flexible schedule and make it easy to come back.

A useful low-cost retention perk such as offering a flexible schedule can keep students coming back, says Mary Ann Gaschnig, a job developer in the career advising department at Keene State College, Keene, New Hampshire.

“There are student who go back year after year to summer jobs and they may not be the highest paying jobs. Maybe it’s part-time or evening hours so they can go to the beach during the day.”

When University of Maryland Freshman Alex Hedgren was home for the winter break, he spent a few weekend nights delivering pizzas. It’s a job he did in high school, but left behind when he headed to college. Knowing he can work as little as one shift a week over the holiday inspires Hedgren to return to the job during most school breaks. 

4. Tell applicants what’s in it for them.

Young employees want meaningful work that gives them new skills they can take into permanent positions, Gaschnig says. Be sure to highlight these skills in your job descriptions.

“All the skills that are so essential to employers -- open communication, teambuilding, positive attitude, energy -- are all developed in a work setting, whether it’s an ice cream shop or a corporate multinational. Let your seasonal hires know how they can contribute and what they’ll get out of the job,” she says.

If employees will learn to use Excel or a coding language, mention that in the job description so applicants know they’ll come out of the summer more marketable than they came in, Bardaro says.

The opportunity to gain new skills is powerful enough to potentially make up for not being able to match wages, Bardaro adds.

5. Differentiate your organization from the competition.

Think about what makes your organization’s employer brand different from its competitors and how you can use those differences to recruit summer workers. “You need to offer something your competitors aren’t offering,” Bardaro says. 

Christian Camp Hebron, Halifax, Pennsylvania, pitches the missional nature of it summer jobs, saying its pay packets offer more eternal value than material value. 

Despite that promise “it is more and more difficult to find willing summer staff as college programs and career choices are demanding in the quantity of internships from a college graduate,” says Kyle Martin, the camp’s marketing and development associate.

A yogurt shop might offer free yogurt to employees, while a clothing store offers a merchandise discount. Team-oriented Millennials could be drawn to an employer that lets friends work the same schedule. 

Sometimes it’s as simple as letting kids check their phones when there aren’t any customers around – -- a big no-no at some places that’s a big turn-off for teens used to carrying phones 24/7.

As fewer young people opt to work, competing for summer workers will grow increasingly competitive. Armed with a new and improved hiring strategy, your organization can still come out ahead with your all-important summer hiring.


Improve your Hiring with an Annual Hiring Strategy

Improve your Hiring with an Annual Hiring Strategy

By: Elaine Pofeldt

Many employers hire on an as-needed basis as the need arises. While that approach may have worked in the recession it doesn’t work in today’s strengthened job market -- a market where competition for in-demand talent is steep.  

“The power is now more on the employee side than the employer side,” says Bob Johnson, practice leader, workforce communications at The David Group, a Cleveland-based firm that designs recruitment and retention communication programs.

If you plan to hire in the coming year, an annual hiring strategy will help you develop a smart hiring plan that will support your growing company. These tips will help you get started.

Take stock of your hiring needs. Speak with your leadership team about your company’s talent needs in the coming year. To clarify these, Johnson recommends considering questions such as: 

  • What talent needs to be hired over the next several years? At what pace? 
  • Are there specific hiring events or cycles to consider? 

Nicole Cox, chief recruitment officer at Decision Toolbox, a 112-employee recruiting firm, says her firm also does “tsunami planning” in its annual hiring strategy. 

“We plan for the positive and negative scenarios: What if all of this business came our way? What if all of this business dropped off?” says Cox. 

Hiring ahead of demand is not deemed wise, unless you have a signed contract for new business and make your offers contingent on a signed contract, says Cox. Decision Toolbox revisits its annual hiring strategy every quarter to keep it current, she says. 

Evaluate your strategic goals. Consider your company’s strategic goals as you write your annual hiring plan, advises Dave Carvajal, CEO of Dave Partners, a New York City-based executive-recruitment firm for high-growth technology companies. 

Map out your company’s strategic goals over time: what do you want to achieve in the next six, 12, 18 and 24 months? 

Many companies aim for three to five major strategic outcomes in a given year in areas tied to market dominance. These areas might include revenue, profit margins, international expansion, entry into new markets and development of a new product line, product or service, Carvajal says. Considering those goals will help you determine what positions you need to fill in the coming year, he adds. 

Coordinate hiring needs across teams. FreightCenter, a 133-employee third-party freight logistics company in Palm Harbor, Fla., made about 30 hires in the past year. 

How did the company successfully grow its staff in such short order? By coordinating across teams.

In management meetings held every Wednesday, FreightCenter leaders share information about upcoming hiring needs with the company’s human resources manager, Tiffany Brown. 

Brown then factors these needs into the company’s annual hiring plan. “We want to make sure we control costs, hire the right talent and keep up with growth projections,” she says. 

Once you’re clear on your hiring goals, come up with a plan for your recruitment advertising, marketing and communications, Johnson advises. This plan should reflect your hiring timeline and budget. 

Create a branded job template. A customized job posting template with your company’s logo and graphics will help your jobs stand out from the crowd and help reinforce your all-important employer brand.  

“If I was communicating to software engineers in New York City, I’d probably promote where the engineers we’ve hired are coming from,” says Carvajal. “I’d talk about what their life is like at my company: `We follow an agile methodology. We have weekly hackathons.’”

Define the candidate experience. Creating a written interview guide for your team to use with each candidate, along with a standardized coring system, can make it easier to achieve the goals in your annual hiring plan in an efficient way, say experts. 

You want your candidate experience to be seamless, especially if you are pursuing top talent. 

“When candidates have a variety of choices, you don’t want them to jump through as many hoops,” says Cox. If the company’s career page, online application process or interview process are bumpy, candidates may not stick around, say experts. 

Create a talent pipeline. You can avoid hiring on an as-needed basis by building a list of potential candidates to recruit. 

“This can range from a simple database of all applicants to a full-out communications program,” says Johnson. “A cultivation program sends all those in the database recruitment content on a regular basis. This helps keep people connected to your company and alerts them to when a better-fitting opportunity may arise.” 

Another way to build a talent pipeline is to host open houses at your company and invite candidates. “Start an almost-invitation-only courtship process,” Carvajal advises. “That way you will get to know them on a deeper level.” 

Then, the next time to need to fill a new position, you’ll have avoided the usual mad scramble, thanks to your well-considered annual hiring strategy.


MVHRA Night at the Dragons

A Great Time Was Had By All!


Welcome New Members

Donna Childs, SPHR Human Resources Coordinator Miami Valley Child Development
Alan Black Student Member (Education Support Spec) Antioch (Miami Valley Child Devel.)
Amber Beard Administrator F. Tech R&D North America
Cindy Swigert Senior HR Professional (Professional In Transition)
Kelsey San Nicolas Lead Talent Acquisition NuVasive
Brittney Lunsford Recruitment Specialist Dayton Children's Hospital
Lona Waller Human Resources Manager Graphic Packaging International
Misty Bruns, SPHR HR Leader Payless Shoe Source









Employment Corner

 Check out these exciting Human Resources job opportunities:

·         HR Director – Woolpert

·         HR Intern – Woolpert

·         HR Generalist – Dayton Manufacturing Facility

·         HR Director – Dayton Children’s Hospital

·         VP of Human Resources – Goodwill Easter Seals

·         Receptionist – GOSIGER, Inc.

·         HR & Safety Manager – Grismer Tire and Auto Service

·         Nurse Recruiter – Dayton Children’s Hospital

·         HR Director – Dorothy Love Retirement Community

To see full job descriptions and/or apply for these employment opportunities, please visit the MVHRA website and click Job Opportunities

More Upcoming Events -- Save The Dates!

Monster Lunch Seminar

Join us at 11:30 AM EST on Tuesday, June 21st at Figlio Wood Fired Pizza Dayton for our summer

Monster Lunch Seminar:

  • How effective are YOU at reaching Qualified Candidates?
  • Join us for a FREE Lunch Seminar and find out how to maximize your recruitment efforts.

By attending, you’ll learn:

* How to build your employer brand

* Social media recruitment best practices

* The keys to attracting passive candidates

* How to improve candidates drop off rates

Presenter: Amanda Padilla, Monster's Partner Relationship Manager.

RSVP NOW as seating is limited!

Figlio Wood Fired Pizza Dayton, 424 East Stroop Road Dayton, OH 45429 (on the south end of the Town and Country Shopping Center). Phone: 937.534.0494.



Upcoming Events- Save the Date!

July 14, 2016 -  Human Resources Forum 

Thursday, July14, 2016 from 10:00 AM to 1:30 PM

Speakers: Karen W. Borgert, CareSource; Karen Pierce, Working Partners; Marc Fleischauer, Coolidge Wall; Suzanne and Perry, Staffmark

Session Description: 

With insight of experts and interactive panel discussions, attendees will leave feeling more confident in navigating common HR challenge.

Location: Crowne Plaza Dayton 33 E. Fifth Street Dayton, OH

In collaboration with the Dayton Chamber of Commerce: 

  • MVHRA Member Cost: $40.00 
  • Future Member Cost: $50.00 

Click HERE to Register.

August 2016 Professional Development Workshop

Tuesday, August 9, 2016 from 07:45 AM to 11:15 AM

Inclusive Leadership: Leveraging Diversity for Organizational Success 
Speaker: Karen M.R. Townsend, Ph.D., KTownsend Consulting

Session Description:

The highly-interactive seminar is designed for professionals who possess an awareness of, and an understanding of diversity in the workplace and are ready to “up-level” their knowledge and expertise. Emphasis will be on moving from theory to application of practical diversity strategies. The focus of this session—which has been designed specifically for organizational leaders and administrators—is on skill-building and increasing cultural competency.

7:45 AM - 8:00 AM: Registration & Continental Breakfast
8:00 AM - 11:15 AM: Professional Development Workshop

Credits: This program has been submitted for recertification credits by the HR Certification Institute (HRCI) and SHRM Professional Development Credit (PDC).


Sinclair Community College
Building 12, Ponitz Conference Center
444 West Third St.
Dayton, Ohio 45402

Visit for more information and to register.


All registrations are to be made online, even if you will be paying at the door. Members and guests must register online first, then select the option to pay online or pay at-the-door. To pay at the door, ENTER and APPLY the MVHRA Promo Code: MVHRAPAYATDOOR at checkout when registering online. 

• Reservations must be received by 12:00 noon on the Friday before the event and if not, you will be charged an additional fee for your registration.
• Cancellations must be received by 12:00 noon on the Friday before the event in order not to be billed.
• Contact Jennifer Walling - regarding cancellations. All cancelled registrations are confirmed.

August 2016 Luncheon

Tuesday, August 9, 2016 from 11:15 AM to 01:00 PM

Successful HR Strategies for Building an Ethical Workplace Culture
Speaker: Dan Griffiths, Northeast Regional Field Service Officer

Session Description:

This presentation will help you assess the degree to which your organization has an ethical culture and the steps needed to build a stronger one that will contribute to your business success. You will look at the current status of workplace ethics, the reasons good ethics equal good business, the elements of an ethical workplace culture, HR strategies to build a stronger culture, and the importance of ethical practice as an HR competency.

11:15 AM - 11:30 AM: Registration & Networking
11:30 AM - 12:00 PM: Announcements & Lunch
12:00 PM - 1:00 PM: Speaker

This program has been submitted for recertification credit by the HR Certification Institute (HRCI) and SHRM Professional Development Credit (PDC).



Sinclair Community College
Building 12, Ponitz Conference Center
444 West Third St.
Dayton, Ohio 45402

Visit for more information and to register.


All registrations are to be made online, even if you will be paying at the door. Members and guests must register online first, then select the option to pay online or pay at-the-door. To pay at the door, ENTER and APPLY the MVHRA Promo Code: MVHRAPAYATDOOR at checkout when registering online. 

• Reservations must be received by 12:00 noon on the Friday before the event and if not, you will be charged an additional fee for your registration.
• Cancellations must be received by 12:00 noon on the Friday before the event in order not to be billed.
• Contact Jennifer Walling - regarding cancellations. All cancelled registrations are confirmed.


October 2016 Luncheon - Celebrate Boss’s Day with MVHRA

Tuesday, October 11, 2016 from 11:15 AM to 01:00 PM

Boss’s Day 2016.  Enjoy our guest speaker, KAY FITTES, CEO of High-Heeled Success, LLC.   Kay’s topic of discussion will be: “Leading Men and Women to Impact the Bottom Line

Session Description:

Have you ever been confident in your clarity of communication only to have it backfire on you? Maybe it was because you were speaking a foreign language. Men and women often speak a different language in the workplace, even in the year 2016. Join us on October 11 to learn some of the differences regarding our perspectives on teamwork, workplace relationships and communication idiosyncrasies both verbal and non-verbal. You’ll walk away armed with new strategies to help you succeed with both genders and impact the bottom line of your business.

Save the Date on your Boss’s Calendar

Each member that brings a boss will be put in a raffle to win a prize!

Registration for bosses will be at the Member Rate ($19.00).

11:15 AM - 11:30 AM: Registration & Networking
11:30 AM - 12:00 PM: Announcements & Lunch
12:00 PM - 1:00 PM: Speaker

This program has been submitted for recerti

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