HR: Innovation\u27s Accelerator

[Excerpt] Amazon and Borders. Netflix and Blockbuster. Uber and taxi drivers. Digital camera makers and Kodak. The list could go on and on. Individual stories of disruptive innovation such as these are some of the most well known - and ca utionary - business tales of our times. Yet, many firms remain blindly confident that such an outcome will never happen to their company. Recent research suggests otherwise. According to a 2016 report by the innova tion -focused firm Innosight, high M&A activity and billion -dollar startup valuations are creating significant market turbulence, with 28 companies being replaced on the S&P 500 index in 2015 alone. At current churn rates, Innosight estimates that by 2026, half of the entire S&P 500 will be replaced-a staggering and sobering figure. As such, the ability to develop deep innovation capabilities has never been more important, for both growth and survival. This year\u27s CAHRs Research Assistant (RA) project takes on this very topic, examining the intersection between HR & Innovation, and how progressive HR leaders can create value and impact through a range of human capital strategies and solutions. Consistent with past CAHRS RA projects, the research methodology for this paper was qualitative in nature, including 41 interviews with HR and business executives at 31 different partner companies, all within the Fortune 500. Unique to this year\u27s project, and in addition to the traditional focus on HR leaders, research assistants also spoke with more than 10 business and innovation leaders, to get a richer, deeper view of innovation. Interviews consisted of 11 questions, but largely focused on three key categories: Why is innovation often so hard? What factors lead to innovation success? How can HR leaders be innovation change agents within their company? Our findings and recommendations follow below

Elemental Abundance Analysis of Single and Binary Late-B Stars Using Sub-meter Class Telescopes: HR 342, HR 769, HR 1284, and HR 8705

We test the capabilities of 0.4 m telescopes equipped with an \'{e}chelle spectrograph to derive fundamental parameters and elemental abundances of four late-B type stars: HR 342, HR 769, HR 1284, and HR 8705. The medium resolution (R~14000) spectra covering the wavelength range of 4380-7350 {\AA} of the four stars have been obtained using the 40-cm-telescope in Ankara University Kreiken Observatory (AUKR). Using spectrum synthesis, we were able to derive the abundances of eleven chemical elements. We find that these stars do not show remarkable departures from the solar abundances, except for HR 8705 and the primary component of HR 1284, which exhibit slight underabundances of a few elements, i.e., O, Mg, Al, Si, and Fe. We also find that HR 1284 is probably a new spectroscopic binary star. In order to model the spectrum of this object, one of us (TK) has developed a new graphic interface which allows us to synthesize the composite spectrum of binary stars.Comment: 3 pages, 2 figures and 1 table. Accepted proceeding of the Observing techniques, instrumentation and science for metre-class telescopes II conference, September 24-28, 2018, Tatransk\'a Lomnica, Slovaki

Companions to peculiar red giants: HR 363 and HR 1105

Recent IUE observations of two Tc-deficient S-type peculiar red giants that are also spectroscopic binaries, HR 363 and HR 1105 are reported. A 675 min SWP exposure of HR 363 shows emission lines of O I 1304 and Si II 1812 and a trace of continuum. Compared to the M giants, the far UV flux may be relatively larger, indicating a possible contribution from a white dwarf companion, but no high temperature emission lines are seen to indicate that this is an interacting system where mass-transfer recently occurred. However, HR 1105 appears to have a highly variable UV companion. In 1982, no UV flux was discerned for this system, but by 1986 C IV was strong, increasing by a factor of 3 in 1987 with prominent lines of Si III, C III, O III, Si IV, and N V. Using orbital parameters, these observations are consistent with high activity occuring when the side of the S-star primary illuminated by the companion faces the Earth, but since the IUE data were taken over 3 orbits, a secular change in the UV component cannot be excluded

Improved efficiency of nutrient and water use for high quality field vegetable production using fertigation

Drip-based fertigation may improve the application efficiency of water and nutrients while maintaining or improving marketable yield and quality at harvest and post-harvest. Two plantings of lettuce (Lactuca sativa) were grown in the UK, with six N treatments and two methods of irrigation and N application. The conventional overhead irrigated treatments had all N applied in the base dressing with irrigation scheduled from SMD calculations. The closed loop treatments had nitrogen and irrigation delivered via drip automatically controlled by a sensor and logger system. The work established that water content in the root zone can be monitored in real time using horizontally oriented soil moisture sensors linked to data logging and telemetry, and that these data can be used to automatically trigger drip irrigation for commercially grown field vegetables. When the closed loop irrigation control was combined with fertigation treatments, lettuce crops were grown with savings of up to 60% and 75% of water and nitrogen respectively, compared to standard UK production systems. However, excess supply of N through fertigation rather than solid fertiliser was more detrimental to marketable yield and post harvest quality highlighting that care is needed when selecting N rates for fertigation

Strategic HR: Outsource Yourself?

[Excerpt] Human Resources has undergone a major transformation over the past three decades. Instead of solely pursuing a functional approach of delivering services, HR professionals now seek to develop and support the critical firm capabilities that drive business strategy. This shift indicates an important change in the way HR contributes to the achievement of an organization’s objectives. And yet responsibility for the older, functional aspects of HR still resides within the field, intertwining two components with considerable differences

Conservation of Arabidopsis thaliana photoperiodic flowering time genes in onion (Allium cepa L.)

The genetics underlying onion development is poorly understood. Here the characterisation of onion homologues of Arabidopsis photoperiodic flowering pathway genes is reported with the end goal of accelerating onion breeding programmes by understanding the genetic basis of adaptation to different latitudes. The expression of onion GI, FKF1 and ZTL homologues under SD and LD conditions was examined using quantitative RT-PCR. The expression of AcGI and AcFKF1 was examined in onion varieties which exhibit different daylength responses. Phylogenetic trees were constructed to confirm the identity of the homologues. AcGI and AcFKF1 showed diurnal expression patterns similar to their Arabidopsis counterparts while AcZTL was found to be constitutively expressed. AcGI showed similar expression patterns in varieties which exhibit different daylength responses whereas AcFKF1 showed differences. It is proposed that these differences could contribute to the different daylength responses in these varieties. Phylogenetic analyses showed that all the genes isolated are very closely related to their proposed homologues. The results presented here show that key genes controlling photoperiodic flowering in Arabidopsis are conserved in onion and a role for these genes in the photoperiodic control of bulb initiation is predicted. This theory is supported by expression and phylogenetic data

Current Approaches to HR Strategies: Inside-Out vs. Outside-In

In an effort to determine the best practices with regard to Human Resource (HR) strategies, we conducted interviews with HR executives knowledgeable about their HR strategies from 20 companies, and gathered archival materials such as the HR strategy documents from 9 of the companies. We found that the content, process, and evaluation of the HR strategies can each be classified as focusing primarily on the HR function, the people of the firm, or the business. We provide some examples of ways that firms can move from an HR focused to a business-focused HR strategy