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

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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

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.

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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.

In times of crisis, here's what businesses big and small need from a human resources team. Photo via Getty Images

What HR can provide in times of company crisis, according to this Houston expert

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In times of crisis, organizations face numerous challenges that can disrupt operations, impact employee well-being and jeopardize the overall success of the company. During these trying times, the role of human resources becomes absolutely critical.

HR professionals play a multifaceted and indispensable role in managing crises, supporting employees, and ensuring business continuity. While it may not seem obvious, HR takes on a pivotal role in times of crisis, and organizations should take this into consideration when developing crisis communications plans. A few of the key responsibilities are as follows.

Crisis communications and employee support

During a crisis, effective communication is paramount. HR professionals work closely with leadership and the crisis communications team to act as the primary communicators within the organization, providing timely and accurate information to employees. As leadership deals with the crisis at hand, HR acts as the bridge between senior management and employees, ensuring crucial updates, safety measures, and policies are effectively communicated.

HR teams also play a crucial role in providing emotional support to employees. Crises often create anxiety, stress and uncertainty among the workforce. HR professionals are trained to provide guidance, reassurance and resources for employees to cope with the situation. Measures to provide support to employees include organizing counseling sessions, creating support networks, and establishing appropriate channels for employees to voice their concerns.

Emergency response and preparedness

HR departments are responsible for developing and implementing emergency response plans and protocols. They collaborate with relevant stakeholders to ensure the organization has effective crisis management strategies in place. This includes creating evacuation plans, establishing communication channels, and coordinating with external agencies, like emergency services and healthcare providers.

In a crisis, HR professionals also ensure the well-being and safety of employees. They coordinate efforts to provide necessary resources, such as personal protective equipment (PPE), medical support or remote working arrangements. Additionally, HR teams facilitate employee training programs to enhance preparedness and provide guidance on crisis-specific protocols.

Workforce management and business continuity

HR plays a vital role in managing the workforce during a crisis. They assess the impact of the crisis on the organization's operations and help formulate strategies to mitigate risks and ensure business continuity. No matter how much crisis planning is done prior to an incident, each issue is unique and will require custom solutions. HR professionals work closely with department heads and managers to identify critical roles, create contingency plans, and redistribute workload as necessary.

Moreover, HR departments are responsible for addressing workforce-related challenges arising from the crisis. This includes managing employee absences, ensuring leave policies are flexible, and implementing work-from-home arrangements where feasible. HR professionals also evaluate and adapt performance management systems to accommodate the unique circumstances of the crisis.

Legal compliance and ethical considerations

During a crisis, organizations must navigate legal and ethical considerations. HR professionals are compliance experts who ensure the company follows labor laws, health and safety regulations, and employment standards. HR teams stay abreast of changing legislation, update policies and advise senior management on legal implications and requirements, both in times of crisis and not.

In addition, HR professionals must consider ethical aspects of crisis management. They advocate for fair treatment, equal opportunities and non-discriminatory practices. HR plays a crucial role in preventing discrimination, supporting diversity and inclusion, and maintaining a positive work environment during challenging times.

Talent retention and recruitment strategies

Even in the midst of a crisis, HR professionals actively engage in talent management. While workforce reductions may be necessary, HR plays a pivotal role in retaining critical talent and ensuring a smooth transition during downsizing. Communication is always key in these situations, and HR develops strategies to minimize the negative impact on the workforce, provide assistance with job placements and offer career counseling.

Furthermore, HR professionals remain involved in recruitment efforts during a crisis, particularly for essential roles. They adapt recruitment processes to accommodate remote hiring, conduct virtual interviews and collaborate with managers to identify urgent hiring needs. HR's role in talent acquisition ensures the organization can continue to operate effectively and recover from the crisis with a skilled workforce.

In times of crisis, the role of HR is indispensable. From crisis communications and employee support to emergency response, HR truly envelopes the human aspect of business. No matter the size of the organization, ensuring HR is incorporated prior to a crisis, whether it is outsourced guidance or an in-house team, is vital to business success.

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Karen Leal is performance specialist with Houston-based Insperity, a provider of human resources offering a suite of scalable HR solutions available in the marketplace.

Managing a workforce with varied skillsets can be an obstacle for businesses of any size. Here are three tips for navigating this challenge. Photo via Getty Images

Houston expert shares 3 tips for making employees top performers

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As each person is uniquely different, their capabilities are directly reflected in the workplace in terms of how work is delegated to high performing, standard performing and underperforming employees based on their skill sets. For some employees, they thrive when being recognized as the individual who is trusted to always get the job done or complete a last-second task. Meanwhile, other employees may struggle with execution or efficiency, which may mean fewer new assignments for them.

Experienced managers will be able to decipher what is wrong in this scenario. Although it has become a societal norm to assign added work to high performers as a reward, this well-meaning intention can ultimately lead to performance punishments. As the overachievers are “awarded,” the average or below average performers are not placed in conditions that will push them beyond their comfort levels nor to their personal optimal performance capacity. This tactic is also referred to as a “quiet promotion,” in which top performers are given additional work without the benefit of a promotion or increased compensation.

“Quiet promotion” can have severe repercussions for top performers such as increased stress and burnout, which can subsequently lead to lowered productivity. According to a 2022 study by the American Institute of Stress, 76 percent of workers reported that stress harms their overall productivity. To avoid unintentional performance punishments, managers can implement opportunities for continual skill development, provide more balanced workloads and practice honest communication.

Create spaces to develop skills

Yearly reviews are a critical opportunity for managers to highlight their employees’ achievements and identify areas for improvement. However, a formal review is not the only time employees should receive praise or constructive criticism from their managers.

Managers have a more accurate scope of which skills the employee may lack and can assign development opportunities when they touch base with employees throughout the year. This creates a level field for performers to feel eager for development opportunities, and candidates who perform at a lower level will benefit, too. When a culture of continuous development is cultivated, it keeps top performers engaged and mitigates the sense of needing to catch up for those on a development track.

Encourage collaboration

While top performers can complete tasks without additional support, collaboration with colleagues at all levels can elevate work across the board. Partnering top performers with those who may need to fine-tune and develop relevant skills allows top performers to improve their leadership and training skills while building trusting relationships within the team or organization. Group collaboration allows employees to discover and hone their strengths and identify weaknesses so even better work is done together.

Implement honest communication

Top performers, more often than not, work above set expectations. When top performers feel they are due for a promotion as a result of their performance, but have not received it or are overlooked, a once content employee might consider searching for a new job. To avoid potential dispirited employees and impromptu resignations, managers should practice clear and effective communication with their team.

Whether during a yearly review or a biweekly check-in, take the time to ask top performers directly about where they see themselves now, where they would like to go within the organization and whether a promotion is on their radar. In a transparent and open culture, employees will feel more inclined to be outspoken about their intentions. Those who are exploring the idea of moving on will give their manager the opportunity to present other opportunities, advocate for a deserved promotion or articulate a detailed career path to reach the desired position.

Performance punishments are often unintentional, but managers need to be aware the practice can ultimately cause a disconnect within their team and burnout with their top talent. With continual opportunities for skill development, distribution of balanced workloads and transparent communication, managers can lead everyone on their team to growth and success.

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Karen Leal is performance specialist with Houston-based Insperity, a provider of human resources offering a suite of scalable HR solutions available in the marketplace.

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Houston engineers develop breakthrough device to advance spinal cord treatment

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A team of Rice University engineers has developed an implantable probe over a hundred times smaller than the width of a hair that aims to help develop better treatments for spinal cord disease and injury.

Detailed in a recent study published in Cell Reports, the probe or sensor, known as spinalNET, is used to explore how neurons in the spinal cord process sensation and control movement, according to a statement from Rice. The research was supported by the National Institutes of Health, Rice, the California-based Salk Institute for Biological Studies, and the philanthropic Mary K. Chapman Foundation based in Oklahoma.

The soft and flexible sensor was used to record neuronal activity in freely moving mice with high resolution for multiple days. Historically, tracking this level of activity has been difficult for researchers because the spinal cord and its neurons move so much during normal activity, according to the team.

“We developed a tiny sensor, spinalNET, that records the electrical activity of spinal neurons as the subject performs normal activity without any restraint,” Yu Wu, a research scientist at Rice and lead author of the study said in a statement. “Being able to extract such knowledge is a first but important step to develop cures for millions of people suffering from spinal cord diseases.”

The team says that before now the spinal cord has been considered a "black box." But the device has already helped the team uncover new findings about the body's rhythmic motor patterns, which drive walking, breathing and chewing.

Lan Luan (from left), Yu Wu, and Chong Xie are working on the breakthrough device. Photo by Jeff Fitlow/Rice University

"Some (spinal neurons) are strongly correlated with leg movement, but surprisingly, a lot of neurons have no obvious correlation with movement,” Wu said in the statement. “This indicates that the spinal circuit controlling rhythmic movement is more complicated than we thought.”

The team said they hope to explore these findings further and aim to use the technology for additional medical purposes.

“In addition to scientific insight, we believe that as the technology evolves, it has great potential as a medical device for people with spinal cord neurological disorders and injury,” Lan Luan, an associate professor of electrical and computer engineering at Rice and a corresponding author on the study, added in the statement.

Rice researchers have developed several implantable, minimally invasive devices to address health and mental health issues.

In the spring, the university announced that the United States Department of Defense had awarded a four-year, $7.8 million grant to the Texas Heart Institute and a Rice team led by co-investigator Yaxin Wang to continue to break ground on a novel left ventricular assist device (LVAD) that could be an alternative to current devices that prevent heart transplantation.

That same month, the university shared news that Professor Jacob Robinson had published findings on minimally invasive bioelectronics for treating psychiatric conditions. The 9-millimeter device can deliver precise and programmable stimulation to the brain to help treat depression, obsessive-compulsive disorder and post-traumatic stress disorder.

Houston clean hydrogen startup to pilot tech with O&G co.

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Gold H2, a Houston-based producer of clean hydrogen, is teaming up with a major U.S.-based oil and gas company as the first step in launching a 12-month series of pilot projects.

The tentative agreement with the unnamed oil and gas company kicks off the availability of the startup’s Black 2 Gold microbial technology. The technology underpins the startup’s biotech process for converting crude oil into proprietary Gold Hydrogen.

The cleantech startup plans to sign up several oil and gas companies for the pilot program. Gold H2 says it’s been in discussions with companies in North America, Latin America, India, Eastern Europe and the Middle East.

The pilot program is aimed at demonstrating how Gold H2’s technology can transform old oil wells into hydrogen-generating assets. Gold H2, a spinout of Houston-based biotech company Cemvita, says the technology is capable of producing hydrogen that’s cheaper and cleaner than ever before.

“This business model will reshape the traditional oil and gas industry landscape by further accelerating the clean energy transition and creating new economic opportunities in areas that were previously dismissed as unviable,” Gold H2 says in a news release.

The start of the Black 2 Gold demonstrations follows the recent hiring of oil and gas industry veteran Prabhdeep Singh Sekhon as CEO.

“With the proliferation of AI, growth of data centers, and a national boom in industrial manufacturing underway, affordable … carbon-free energy is more paramount than ever,” says Rayyan Islam, co-founder and general partner at venture capital firm 8090 Industries, an investor in Gold H2. “We’re investing in Gold H2, as we know they’ll play a pivotal role in unleashing a new dawn for energy abundance in partnership with the oil industry.”

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This article originally ran on EnergyCapital.

3 Houston innovators to know this week

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Editor's note: Every week, I introduce you to a handful of Houston innovators to know recently making headlines with news of innovative technology, investment activity, and more. This week's batch includes an e-commerce startup founder, an industrial biologist, and a cellular scientist.

Omair Tariq, co-founder and CEO of Cart.com

Omair Tariq of Cart.com joins the Houston Innovators Podcast to share his confidence in Houston as the right place to scale his unicorn. Photo via Cart.com

Houston-based Cart.com, which operates a multichannel commerce platform, has secured $105 million in debt refinancing from investment manager BlackRock.

The debt refinancing follows a recent $25 million series C extension round, bringing Cart.com’s series C total to $85 million. The scaleup’s valuation now stands at $1.2 billion, making it one of the few $1 billion-plus “unicorns” in the Houston area.

Cart.com was co-founded by CEO Omair Tariq in October 2020. Read more.

Nádia Skorupa Parachin, vice president of industrial biotechnology at Cemvita

Nádia Skorupa Parachin joined Cemvita as vice president of industrial biotechnology. Photo courtesy of Cemvita

Houston-based biotech company Cemvita recently tapped two executives to help commercialize its sustainable fuel made from carbon waste.

Nádia Skorupa Parachin came aboard as vice president of industrial biotechnology, and Phil Garcia was promoted to vice president of commercialization.

Parachin most recently oversaw several projects at Boston-based biotech company Ginkjo Bioworks. She previously co-founded Brazilian biotech startup Integra Bioprocessos. Read more.

Han Xiao, associate professor of chemistry at Rice University

The funds were awarded to Han Xiao, a chemist at Rice University.

A Rice University chemist has landed a $2 million grant from the National Institute of Health for his work that aims to reprogram the genetic code and explore the role certain cells play in causing diseases like cancer and neurological disorders.

The funds were awarded to Han Xiao, the Norman Hackerman-Welch Young Investigator, associate professor of chemistry, from the NIH's Maximizing Investigators’ Research Award (MIRA) program, which supports medically focused laboratories. Xiao will use the five-year grant to advance his work on noncanonical amino acids.

“This innovative approach could revolutionize how we understand and control cellular functions,” Xiao said in the statement. Read more.

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