How to prepare your business for severe weather, according to this Houston expert

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In Houston, severe weather can impact operations any time of year, not just hurricane season, so now is the time to incorporate any fresh lessons learned during Hurricane Beryl into your plans. Photo via Getty Images

Unprecedented severe weather events are becoming more frequent and intense. Proactive business planning is critical to navigating what Mother Nature has in store for us.

In Houston, severe weather can impact operations any time of year, not just hurricane season, so now is the time to incorporate any fresh lessons learned during Hurricane Beryl into your plans. Employers are responsible for safeguarding their employees and assets during these emergencies, which requires establishing an emergency action plan as a foundation of preparedness.

Develop an Emergency Action Plan

If your business does not have an emergency action plan (EAP), today is the perfect time to start it so you are prepared with a response strategy. This clearly written plan is a blueprint for how your business will react and protect employees when severe weather strikes. The more detailed the EAP, the better you and your employees will respond in a time of crisis. Within the EAP, it is important to outline specific protocols, designate key roles and responsibilities and establish communication channels for employees and clients. As power can be an issue during severe weather events, outlining various communication channels is helpful.

Identify Key Employees

During an emergency, you need to know who has the authority to make the decisions that impact your employees and your business. The designated person needs to assess the situation, determine whether employees should work remotely or shelter in place, and communicate these decisions clearly and quickly. This person is usually on the leadership team and can be trusted to make clear decisions, act promptly and communicate effectively to mitigate undue risks.

Implement Regular Emergency Training

Practice makes perfect. A plan on paper is the first step, but it must be practiced and drilled so everyone knows what to do, asks questions and makes any needed adjustments, all when the stakes are not as high. Familiarity with emergency procedures through periodic training and drills allows employees to practice evacuation routes, assembly points and safety protocols.Incorporating local emergency responders in safety drills familiarizes employees with the roles and responsibilities of each group. Through this emergency training, your teams will become confidently prepared to calmly respond to emergencies.

Provide a Swift and Orderly Response

Proactively thinking through and planning for location-specific emergency situations allows business owners to mitigate risks associated with severe weather events and quickly respond when a crisis strikes. When your business is prepared, there is less downtime and disruption to business operations, it protects physical assets, and most importantly, it prioritizes the safety and well-being of employees.

Houston experiences a wild mix of severe weather situations, which makes proactive business planning and preparedness even more critical. Prioritizing EAP development and implementation, designating responsible decision-makers, conducting regular training and drills, and ensuring clear communication channels sets the stage for a resilient organization in severe weather. Additionally, establishing a clear EAP helps foster a culture of safety and readiness that can significantly protect lives and livelihoods during times of crisis.

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Ray Brock is a director of safety services with Insperity, a leading provider of human resources offering the most comprehensive suite of scalable HR solutions available in the marketplace.

This article originally ran on EnergyCapital.

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Turning a job seeker into a job keeper takes time and effort, but it is well spent. Photo via Getty Images

6 tips for retention in a tough job market from this Houston expert

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If you are searching for new talent, you realize the job market is tight. Finding the right person to fill the role takes a lot of hard work, and you use a lot of resources to properly onboard them. The real challenge is retaining these new employees and converting them into long-term assets for the organization. When you take a strategic approach to hiring, onboarding and employee management, job seekers become job keepers.

Master onboarding

First impressions are lasting impressions. Many companies put their best foot forward during the hiring process but can fall short after the candidate accepts the offer. Developing a well-structured onboarding process sets a positive tone for the employee experience. Your onboarding process should introduce the new employee to the company culture, team members and job responsibilities. Consider having a mentorship program matching new employees with company ambassadors who can help show them the ropes throughout their first three to six months. A structure surrounding the onboarding process eases the candidate-to-employee transition and helps them feel welcomed into the organization.

Explore career paths

Growth opportunities are an attractive benefit for many job seekers. Establishing a system for advancement and communicating how employees can use learning and development opportunities to meet their career goals can draw people to your organization and encourage them to stay. However, it's the open conversations between managers and employees, the regular performance reviews and the training opportunities that truly empower them to explore and shape their career pathways.

Provide competitive compensation and benefits

A competitive salary and benefits are great retention tools, providing a sense of security for both the employer and the employee. While not all small businesses and startups can compete head-to-head with larger corporations’ packages, it is important to analyze compensation and benefits competitively and determine how you can position your business as a more attractive option. Small businesses and startups offer a more hands-on experience for the employee; they have direct access to leadership and the potential to have a hand in major business decisions. These opportunities to learn and make changes are a great retention tool.

Support work-life balance

Retaining employees is highly dependent on supporting a healthy work-life balance. Small businesses are often more flexible and can provide more attractive flexible work arrangements, allowing employees to better manage their life and work obligations. Paid time off is an attractive benefit, but people stay when they feel like they can take it without feeling guilty. Offering benefits that support the employee at home and work, including wellness initiatives, demonstrates the company values their well-being.

Encourage open communication

Open communication and transparency within the workplace are powerful retention elements. A positive workplace culture is created when leaders and managers regularly communicate with employees. Employees who feel heard and valued are more likely to stay with your organization. Establishing open-door policies, conducting regular feedback sessions and conducting employee surveys can help address any concerns quickly and strengthen a supportive culture.

Give recognition

A recognition and awards program highlighting employee contributions through praise and incentives can positively impact retention. Appreciation for a job well done strengthens employees’ commitment to an organization and increases engagement. Communicating the parameters of the recognition programs allows employees to strive toward these goals and take pride in the awards they receive.

Turning a job seeker into a job keeper takes time and effort, but it is well spent. Investing in your retention efforts strengthens your team, increases employee tenure, and reduces recruiting and onboarding costs. With an engaged and talented workforce on staff, your business is primed to grow successfully.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

Houston expert weighs in on how to best take advantage TikTok's trending "corporate weapon" videos that highlight productivity in the workplace. Photo via Getty Images

Houston expert: How to leverage this viral trend to boost performance of your workforce

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Trending corporate weapon videos portray the time in the day when employees put down their phone, ignore distractions, and accomplish a high volume of work in a short period. Influencers are also discussing their “daily corporate weapon timeline,” which describes the ebbs and flows in their productivity throughout their day.

Managers can implement a few strategies to leverage corporate weapon mode for performance management.

Discuss performance with your team

Corporate weapon is an avenue to discuss performance and time management with your staff. The videos have attracted attention because professionals find them relatable, hybrid, and remote workers in particular.

Even if you do not send your employees corporate weapon videos, you can nonetheless begin a conversation about daily ebbs and flows in productivity. Personal factors such as child care duties, commute time and circadian rhythm can influence an individual’s daily productivity timeline. Your team can improve their collaboration through understanding one another’s workflows and optimizing team schedules to maximize productivity.

Address digital distraction

Remote work can help employees cultivate a distraction-free environment. That said, phones can become a distraction whether your employees work in the office or at home. In corporate weapon videos, professionals usually put their phones away before focusing fully on their work.

Statistics reveal that many professionals struggle with online distractions. Research from nonprofit Screen Education has suggested that on average, workers spend 2.5 hours a day accessing digital content unrelated to their work.

Managers should proactively address digital distractions with their teams in a non-judgmental tone way. They can also suggest time management tools, such as screen-limiting or time-tracking software, so employees can understand how they might use their time more effectively.

Encourage employees to enter deep focus

Corporate weapon mode illustrates how crucial deep focus is to performance management. When an individual is in deep focus, they are focusing only on the task at hand without distractions.

Too many meetings can limit opportunities for employees to perform deep focus work. In fact, research from the Harvard Business Review shows that when 76 businesses cut back on meetings by 40 percent, employee productivity went up 71 percent. In addition, employee satisfaction rose 52 percent.

One option to allow additional time for deep focus is to designate some days or time as “meeting-free” company-wide. Managers can help, too, by encouraging their team to block off windows on their calendars for independent work, which will not require the organization to change its overall policies.

More than a TikTok trend, corporate weapon mode is a chance for leaders to initiate a transparent discussion with their staff. Through more effective time management, employees can optimize their performance and contribute to business success.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

With a transparent approach to hiring and candidate development, you will keep the employer brand intact and maintain recruiting power. Photo via Getty Images

Houston expert: How to avoid 'ghost hiring' while attracting top talent

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One of the latest HR terms grabbing attention today is “ghost hiring.” This is a practice where businesses post positions online, even interviewing candidates, with no intention to fill them. In fact, the role may already have been filled or it may not exist.

Usually, an applicant applies for the job, yet never hears back. However, they may be contacted by the recruiter, only to learn the offer is revoked or a recruiter ghosts them after a first-round interview.

Applicants who are scouring job sites for the ideal position can become discouraged by ghost hiring. Employers do not usually have any ill intentions of posting ghost jobs and talking with candidates. Employers may have innocently forgotten to take down the listing after filling the position.

Some employers may leave positions up to expand their talent pool. While others who are open to hiring new employees, even if they do not match the role, may practice ghost hiring when they want a pool of applicants to quickly pull from when the need arises. Finally, some employers post job roles to make it look like the company is experiencing growth.

When employers participate in ghost hiring practices, job candidates can become frustrated, hurting the employer brand and, thus, future recruiting efforts. Even with the tight labor market and employee turnover, it is best not to have an evergreen posting if there is no intention to hire respondents.

There are several ways employers can engage candidates and, likewise, build a talent pool without misleading job seekers.

Network

A recruiter at their core is a professional networker. This is a skill that many have honed through the years, and it continues to evolve through social media channels. While many recruiters lean on social media, you should not discount meeting people face-to-face. There is power in promoting your organization at professional meetings, alumni groups and civic organizations. Through these avenues, many potential candidates will elect for you to keep them in mind for future opportunities.

Employee Referrals

When recruiters want to deepen their talent pool, they cannot discount the employee referral. Simply letting employees know and clearly stating the exploratory nature of the conversation can lead to stellar results. Employees understand the organization, its culture and expectations, so they are more likely to refer the company to someone who would be a good fit and reflect highly on them.

Alternative Candidates

In recent years, organizations and recruiters are more dialed into skills-first recruiting practices. Creating job postings that emphasize the skill sets needed rather than the years of experience, specific college degree or previous job titles, can yield a crop of candidates who may be more agile and innovative than others. Fostering relationships with people who fit unique skills needed within the organization can help you develop a deeper bench of candidates.

Contingent Workforce

Part-time workers, freelancers, and independent contractors are a great way to build connections and the talent pool. These workers and their skills are known entities, plus they know the organization, which makes them valuable candidates for open roles. If their expertise is needed on a regular basis, it is easier to have open conversations about a potential expansion of their duties or offer full-time work.

Internal Talent

Human resources and recruiters need to work with managers and leadership to intimately know what kind of talent lies within their own organization. Current employees may have the strengths, skills, and capabilities to fill new positions or roles. Through conversations with employees and their managers, you can identify who can flex different skills, but even more importantly, the ambition to grow within the company.

In every instance, it is crucial for recruiters and hiring managers to be transparent in their intentions. Communicating within your network that you are always looking for great talent to fill future roles sets the tone. When communicating with candidates, whether there is a pressing job opportunity or not, be clear from the onset regarding your intentions for hire. With a transparent approach to hiring and candidate development, you will keep the employer brand intact and maintain recruiting power.

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Jaune Little is a director of recruiting services with Insperity.

On the precipice of the new year, be sure you're factoring these human resources trends. Photo via Getty Images

Houston expert shares 5 HR trends to expect to see in 2024

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Several catchy names to common workplace issues surfaced in 2023, from “quiet quitting” and “quiet promotions” to “monk mode” and “coffee badging.” What came to the forefront of these conversations was employers need to take care of their people to increase engagement and productivity, which results in happy employees and business success.

On the precipice of the new year, there are HR trends that will carry over and other trends employers may want to consider to create a workplace culture that supports its employees and sets the organization up to meet its goals.

Building Skills to Fill the Labor Shortage

Depending on the industry, business leaders continue to have a hard time finding qualified workers to fill open positions, even though there are 6.3 million unemployed workers in the U.S. labor market. The reason this is difficult, many times, is the need for a specific educational background, exact experience or new skills in technology.

A business on the verge of growth needs to fill roles as quickly as possible, but it can do more harm than good hiring the wrong people. Training current employees whose positions are easier to back-fill to take on a new role and building the specific skills needed in-house can be the ideal solution.

Hiring Based on Experience

Many people are not taking the traditional career path and business leaders must look beyond the degree and standard experiences when hiring. With the tight labor market, it is imperative to look at the entire person and skills that can translate into the role. For example, military veterans were quickly trained in several very technical areas, they can make quick decisions, lead effectively and many are goal oriented. Even though they may not tick the standard boxes, the soft skills they bring to business can make them great hires. With training, they will quickly learn the skills needed for the specific task at hand.

Offering Wellness Programs

Employee benefits took center stage during the pandemic, from extended medical benefits to mental health resources. An even more well-rounded approach to wellness will continue into 2024. Beyond health-related benefits, wellness extends to child and elder care, including flexible schedules, as more employers require in-office days. Additionally, financial wellness programs continue to gain momentum. These benefits take shape with financial education classes/coaching, savings programs, investment opportunities, budgeting tools and credit resources. When employers implement financial wellness benefits, they help reduce employees’ financial stress and boost their financial confidence, which impacts every facet of their lives, including work engagement and productivity.

Creating a Living AI Policy

AI is in the workplace, but it is changing daily. Employers will need to set policies on how AI can be used with their organization if they haven’t done so already. That said, the policy needs to change as the technology evolves. AI is a tool that will change the way we work; however, it is important to know its weaknesses and not lose sight of the human element of business. For example, AI can help streamline administrative tasks for the organization, which frees up staff time to have one-on-one conversations, collaborate more effectively and develop broader strategies to move the business forward.

Offering Frontline Manager Support

Frontline managers are in a precarious position. They have the difficult task of managing remote and hybrid employees, ensuring they are taken care of and meeting expectations, while also managing up to leadership. Frontline managers ensure work gets done and new initiatives are implemented. Many managers were put into the position during the great resignation and others are still struggling with managing today’s evolving workplace structure. Training frontline managers and offering them the support and tools they need to do their jobs well is something employers need to make trend in 2024.

Bottom Line

There are always trends in the workplace, but there is one thing that holds true year after year. Great relationships inspire great performance. These relationships start at the top and require real conversations to take place. When a culture is established where employees know they are heard and there are people within the organization who care about them and their success, business becomes easier to conduct and success follows. Start 2024 by putting intentional effort into relationships. It’s the best decision any leader can make.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

Retirement is coming for the energy industry's workforce. Here's how to prepare for it. Photo via Getty Images

Houston expert shares strategies for addressing  potential workforce shortages

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The energy industry, a vital part of Houston’s business ecosystem, faces the challenge of a shrinking workforce.

A U.S. Chamber of Commerce report indicates the workforce has nearly two million fewer workers today as compared to February 2020. A considerable part of this decline can be attributed to retirement and early retirement rates, with the pandemic prompting three million people to early retirement. Furthermore, with an estimated 10,000 Baby Boomers turning 65 daily, the entire generation is expected to reach retirement age by 2030.

The tight labor market, coupled with the growing brain drain associated with retirement rates, should serve as a wake-up call for employers in the energy sector. There are tried-and-true strategies to prepare businesses for waves of retirement and ensure the knowledge does not walk out the door.

Upskilling: Invest in the workforce

Knowledge and skills go with workers are they retire. To mitigate the brain drain, companies need to invest in upskilling their existing employees and new hires. Establishing formal training and development opportunities can help enrich the workforce to pick up the responsibilities of retiring colleagues. This investment ensures a smooth transition, shows employees they are valued by the organization, and increases employee loyalty and engagement.

Adopting innovative training programs that cater to the specific needs of the energy sector is one approach. Technologies rapidly evolve, and employees must stay current to remain effective in their roles. Investing in the latest training programs, workshops and certifications will enable the workforce to thrive in a rapidly changing industry.

Mentoring programs: Pass the torch

Mentorship programs can play a pivotal role as more employees retire. Experienced employees nearing retirement can mentor younger workers, transferring knowledge and skills while ensuring a seamless transition of expertise. The value of mentorship programs can be priceless for an organization as they help transfer on-the-job learning and experiences that are not taught in the classroom.

A structured mentorship program usually proves most effective as it outlines the responsibilities of the mentors and mentees. A structured approach, which should have built-in accountability measures, ensures there is a productive knowledge transfer process.

Intentional recruitment: Attract and retain talent

A proactive recruitment approach is essential as businesses work to fill knowledge gaps. Companies in the energy sector should seek out talent to bridge the generational divide. This may include targeting candidates who have the relevant skills and knowledge, yet they are willing to adapt to the industry’s changing landscape.

Workplace culture is still a relevant and important component of attracting and retaining top-notch talent. Beyond competitive compensations packages, today’s job candidates look for growth opportunities and a focus on work-life balance.

Retaining knowledge: Document the expertise

Institutional knowledge will walk out the door as experienced employees retire. Companies can prepare for and mitigate the knowledge migration with knowledge-sharing systems and comprehensive documentation processes. An established process can help preserve information that may seem like second nature to more experienced employees and make it accessible to current and future employees. Asking retiring employees to document their expertise and best practices can safeguard their insights within the organization.

Covering bases: Create an alumni network

Retirement does not always mean the employee wants to hang up their proverbial hat entirely. Filling the knowledge gap as employees retire can be daunting. However, the development of an alumni network can extend the life of the institutional knowledge and knowledge-sharing process. Bringing back retirees on a project basis or to consult is a solution benefiting everyone involved.

Every industry must prepare for the impending wave of retirements. The energy industry’s significant impact on the Houston economy requires proactive and thoughtful solutions. The tight labor market and retirement rates should have businesses in this sector working diligently to fill the upcoming knowledge gaps through upskilling, mentoring, intentional recruitment, knowledge-sharing systems and alumni networks. Taking these steps now, the energy industry can circumnavigate workforce shortages and prepare for continued success.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions. This article originally ran on EnergyCapital.

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UT team develops wearable technology for atmospheric water harvesting

In The Air

Engineers at the University of Texas at Austin have developed a prototype jacket that harvests clean drinking water directly from the atmosphere, and it works even in the driest desert conditions.

The research, published in Science Advances, marks the latest milestone in nearly a decade of work by materials scientist and chair professor Guihua Yu and his team at the Cockrell School of Engineering's Walker Department of Mechanical Engineering and Texas Materials Institute. The wearable technology marks a significant leap: instead of a bulky, stationary machine, this jacket does the work.

Photo courtesy of UT Austin

"We have been working on atmospheric water harvesting technology for a number of years," Yu says. "This current version is even more wearable. We're transitioning from conventional, more stationary water harvesting to something truly portable and personal."

Yu's lab first published work on hydrogel-based water harvesting around 2019, and the jacket is the latest evolution of that platform, now called AirGel. Last year, the broader AirGel invention won the top prize in the graduate category of the National Collegiate Inventors Competition.

The jacket is woven with specially engineered hydrogel fibers; ultra-porous materials that attract and absorb moisture from the surrounding air much like a household desiccant. Unlike a desiccant, the material doesn't require intense heat to release that water. The hydrogel is thermally responsive, meaning a modest rise in temperature — even from mild solar heating — is enough to release the water it has captured.

Condenser test in AustinSo, somebody would be wearing the jacket, or perhaps carrying this gel-like textile as a blanket, as it passively absorbs moisture from the air. Then they would detach the textile panels and place them into a small, portable collector unit; essentially a compact heater. The water evaporates out of the textile, condenses inside the collector, and drips out as clean, drinkable water.

"It immediately becomes drinkable because it already goes through the distillation process," Yu explains.

In trials, the jacket produced between 400 and 900 milliliters of water per day depending on humidity, or roughly 14-30 ounces, nearly a quart, depending on the air's humidity. With one kilogram of the textile, the researchers found they could generate approximately 3.7-4 liters of water in arid conditions, and potentially double that in humid ones. So far, the team has tried the jacket out in very dry, semi-dry, and humid areas, and the jacket was able to pull water from each climate.

Lead researcher Chuxin Lei, a postdoctoral researcher on Yu's team and co-author on the paper, says the goal was to rethink who this technology could serve.

Portable bag contents

"Many current [atmospheric water harvesting] systems are still built as rigid or stationary platforms, making them less suitable for people who are moving, working outdoors, or operating in some remote environment. This lead us to ask whether we could build a water harvesting system that could become more like clothing — light, wearable, flexible, and naturally suited for personal use," Lei says.

The potential applications are wide-ranging. Yu's team has previously worked with the Department of Defense on water solutions for soldiers, where water logistics can be dangerous and costly. The technology could also serve hikers, emergency responders, disaster relief workers, and agricultural and field workers. Anyone who needs clean water on the go and far from infrastructure.

The team also sees a potential future where the technology complements large-scale centralized water systems rather than replacing them.

"Our solution cannot be a universal solution for all," Yu acknowledges. "But I think it's an extremely important alternative."

For now, the jacket is still a laboratory prototype, but Yu and Lei are optimistic. With the right industry partnerships, they say, the technology could realistically reach commercial scale within three to five years.

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This article originally appeared on CultureMap.com, written by Natalie Grigson.

Houston ranks among world’s top 30 emerging startup ecosystems

Startup Status

Long known as the Energy Capital of the World, Houston also ranks among the world’s top 30 emerging startup ecosystems, according to a new report.

The report from Startup Genome, a research and advisory organization, doesn’t assign a specific numeric ranking to Houston’s startup ecosystem. Rather, it puts Houston in the ranking range of 21 to 30 for emerging ecosystems. Startup Genome weighed factors such as early-stage funding, performance and talent to identify the top emerging ecosystems.

Houston also gained notice for being one of the world’s 20 emerging ecosystems with at least four unicorn startups in the past 10 years. Houston and nine other ecosystems each had four unicorns.

According to StartupBlink, a startup research platform, Houston’s startup ecosystem grew 24 percent in 2025, with over 1,300 startups and total startup funding exceeding $808 million. StartupBlink places Houston at No. 46 among the world’s top 100 startup ecosystems.

In a recent post on LinkedIn, David Horsup, executive in residence at the Rice Alliance Clean Energy Accelerator, wrote that Houston “has all the ingredients to be wildly successful if it stays true to its differentiated pillars that drive the economy — energy, medical, and aerospace.”

Mumbai topped Startup Genome’s list of emerging ecosystems, followed by Istanbul, Madrid, Salt Lake City-Provo and Barcelona. After Salt Lake City-Provo, the top U.S. ecosystems were Phoenix, Detroit, Minneapolis and Las Vegas.

Silicon Valley led Startup Genome’s ranking of the world’s top established ecosystems, followed by New York City, London, Tel Aviv and Boston. Austin landed at No. 18 in this category and Dallas at No. 27.

“For much of the past decade, this report has chronicled the welcome dispersion of opportunity beyond the traditional hubs,” Startup Genome writes. “That trend has not died — but it has been complicated. Capital and scale are consolidating once more, particularly in the United States, and the gap between leading and emerging ecosystems is widening.”

KBR names C-suite duo to lead $5.3B government services spinoff

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In advance of the spinoff of its Mission Technology Solutions unit, Houston-based KBR has made two C-suite hires for the new business.

Michael LaRouche is coming aboard as president and CEO of the spinoff, currently called SpinCo, on Sept. 26. Nicholas Veasey is joining as executive vice president and chief financial officer on July 1.

“Michael and Nick bring a highly complementary combination of operational leadership, financial expertise, and mission-driven experience, and together they will accelerate our impact for stakeholders,” Stuart Bradie, chairman, president and CEO of publicly traded KBR, said in a news release.

LaRouche currently is CEO of Serco North America, a Herndon, Virginia-based government services contractor. Veasey most recently was CFO of MAG Aerospace, a Fairfax, Virginia-based defense contractor.

SpinCo, a government services contractor, will launch with more than $5.3 billion in annual revenue and 20,000 employees. KBR’s total headcount is around 36,000. Branding for SpinCo, including a formal name, will be revealed in July.

“SpinCo is positioned as a top-tier provider of differentiated technology solutions, anchored by deep mission expertise, global scale, and a relentless commitment to delivering for our customers,” LaRouche says.

After the spinoff, the slimmed-down KBR will focus on its Sustainable Technology Solutions business, a provider of energy and industrial technology that generated $2.5 billion in revenue in 2025. Bradie will remain chairman, president and CEO of the business.

Both SpinCo and the new KBR will be public companies. The spinoff is scheduled to be completed in January.

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