A framework for human microbiome research.

A variety of microbial communities and their genes (the microbiome) exist throughout the human body, with fundamental roles in human health and disease. The National Institutes of Health (NIH)-funded Human Microbiome Project Consortium has established a population-scale framework to develop metagenomic protocols, resulting in a broad range of quality-controlled resources and data including standardized methods for creating, processing and interpreting distinct types of high-throughput metagenomic data available to the scientific community. Here we present resources from a population of 242 healthy adults sampled at 15 or 18 body sites up to three times, which have generated 5,177 microbial taxonomic profiles from 16S ribosomal RNA genes and over 3.5 terabases of metagenomic sequence so far. In parallel, approximately 800 reference strains isolated from the human body have been sequenced. Collectively, these data represent the largest resource describing the abundance and variety of the human microbiome, while providing a framework for current and future studies

CAHRS hrSpectrum (November - December 2005)

HRSpec04_12.pdf: 163 downloads, before Oct. 1, 2020

Strategically Deploy HR Practices to Increase Worker Commitment and Reduce Turnover

Key Findings • Employees’ collective affective commitment, or their tendency as a group to feel loyal to and supportive of their employer, decreases their rate of turnover. • HR practices that motivate and empower workers tend to foster employees’ commitment to the organization. These practices, through increased commitment, reduce workers’ tendency to leave. • HR practices for recruiting and training, by contrast, do not necessarily increase employees’ commitment to the organization. Such HR practices, which are geared to bringing skills in house or developing current employees, can actually increase turnover

CAHRS hrSpectrum (January - February 2004)

HRSpec04_02.pdf: 100 downloads, before Oct. 1, 2020

CAHRS hrSpectrum (November - December 2002)

HRSpec02_12.pdf: 85 downloads, before Oct. 1, 2020

CAHRS hrSpectrum (September - October 2005)

HRSpec05_10.pdf: 68 downloads, before Oct. 1, 2020

CAHRS hrSpectrum (January - February 2008)

HRSpec2008_02.pdf: 111 downloads, before Oct. 1, 2020

Getting to Know You: Self-awareness Is Key for High-Performing, Adaptive Teams

KEY FINDINGS · Role identification behaviors, or information exchanges among team members regarding individuals’ roles within a team, are crucial to the development of a team’s self awareness. · If team members do not accurately exchange information about their roles, their responsibilities and duties may be unclear, important tasks may go unaddressed, and other tasks may be performed inefficiently (e.g., performed with redundant efforts). · The more that team members engage in role identification exchanges early in the team’s life cycle, the better the team’s performance

All Turnover Is Not Created Equal: Gaining Insight Into How Employee Departures Affect Organizational Units

[Excerpt] Key Findings: Traditional turnover ratios–the number of employees leaving versus the total number in a unit—may not accurately describe how employee departures affect business unit performance. Traditional measures of turnover focus primarily on the quantity of employee exits, but fail to measure important qualities of turnover events. Some turnover scenarios tend to be more damaging than others, such as if a unit loses proficient workers, loses workers all at once, gains relatively less proficient workers, or loses workers from core functions rather than peripheral ones. To effectively link turnover to performance, metrics should account for when employees leave and from which positions, and accurately reflect the capabilities of exiting, remaining, and entering employees. The authors propose a new measure of “capacity” that targets both the quantity and qualities of turnover, allowing practitioners to improve the information value of attrition-related metrics