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 (September-October 2008)

HRSpec2008_10.pdf: 402 downloads, before Oct. 1, 2020

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 (September - October 2002)

HRSpec02_10.pdf: 134 downloads, before Oct. 1, 2020

CAHRS hrSpectrum (July - August 2004)

HRSpec04_08.pdf: 59 downloads, before Oct. 1, 2020

Should Personality Testing Be Part of the Hiring Process?

KEY FINDINGS · Job candidates who fail a personality test the first time often change their responses dramatically on the second test—even though adult personality is known to be generally stable and unlikely to change in the short interval (in this study, one year) between tests. · Internal candidates are more likely than external candidates to retest, a tendency companies themselves may unwittingly encourage by providing test-specific feedback

Starting Off on the Right Foot: Take Proactive Measures to Enhance Project Teams\u27 Performance

Key Findings • The period between a project’s initiation and the project team’s first meeting is a crucial time that can significantly affect the team’s success • Team leaders can use this time effectively to lay the groundwork for their team’s activities via a mobilization strategy, in which a leader researches the team’s objectives, proactively defines members’ roles, and staffs the team based on members’ knowledge, skills and abilities • The amount of a team’s aggregate knowledge, skills and abilities, or human capital, is less important to team effectiveness than is the proper alignment of this human capital with project tasks

CAHRS hrSpectrum (May - June 2008)

HRSpec2008_06.pdf: 174 downloads, before Oct. 1, 2020