Houston expert: How to recruit a diverse workforce for your company

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Here's your strategy for growing your team with intention and inclusion. Photo via Getty Images

Recruiting for diversity is a critical aspect of building a diverse and inclusive workforce. In today’s increasingly global and diverse society, organizations that prioritize diversity and inclusion are well positioned to attract and retain top talent, improve innovation, and enhance overall organizational performance.

There are a few effective strategies to employ when an organization recruits for diversity.

Start with a diverse job posting

The first step in recruiting for diversity is to start with a job posting that is inclusive and welcoming to all candidates. Use inclusive language, avoid generic or racially biased language and highlight your commitment to diversity and inclusion. This can help attract a more diverse pool of candidates from the start.

Expand the candidate pool

One of the biggest barriers to diversity in hiring is a limited candidate pool. To expand your candidate pool, consider posting job openings on job boards and websites that cater to underrepresented groups, partnering with community organizations or schools and attending career fairs that target diverse candidates. It is also important to tap employees and their networks for referrals.

Now that many companies are hybrid or fully remote, employers can look outside the usual geographic area for potential employees. However, it is critical for companies to follow the local, state and federal guidelines when employing this hiring tactic.

Remove biases from the hiring process

Unconscious biases can impact the hiring process and limit diversity. To address potential biases in the hiring process, use objective and consistent evaluation criteria, such as skills, experience and qualifications. Also, consider using blind resumes, where hiring managers review the application without seeing the candidate’s name and identifying information.

Hiring for a culture fit is important, but it can, unintentionally, encourage a homogonous workplace. When a company has a diverse team, values will often align, provided the organization clearly defines its mission and goals, but the perspectives and approaches to business may differ between team members. These unique viewpoints add to the company’s culture and spur innovation.

Ensure diversity on hiring committees

Hiring committees should be staffed with diverse employees to ensure different perspectives and experiences are represented in the hiring process. This can lower the risk of unconscious biases and promote inclusive decision-making. Company leadership should ensure the hiring committee includes individuals from different departments, backgrounds and levels of seniority.

Use structured interviews

Structured interviews use a standardized set of questions and evaluation criteria to assess candidates’ qualifications and fit for the role. A standardized approach can help reduce the impact of biases and promote objective decision-making. When interviewing a candidate, the interviewers should focus on the candidate’s skills and experience rather than personal information or characteristics. This tactic allows companies to find the best fit for the open position.

Provide mentorship and support

Once talent is recruited, provide mentorship and support to help them succeed in the organization. That may include pairing them with a mentor or a support group that shares similar experiences or backgrounds. It can also involve providing access to training and development opportunities for the entire organization, which promotes a culture of inclusivity and respect.

Recruiting is a critical aspect of building a diverse and inclusive workforce; however, it is the first step in a much longer process of creating an organization that retains the new hires. By expanding the candidate pool and becoming more intentional in recruiting efforts, organizations are off to a great start to attract and retain diverse talent and promote a culture of inclusivity and innovation.

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Jill Chapman is director of early talent programs with Houston-based Insperity, a provider of human resources offering a suite of scalable HR solutions available in the marketplace.

Not everyone's brains work in the same way. Rather than ignoring that, here are an expert's tips for tapping into your workforce's cognitive diversity to the benefit of your business. Photo via Getty Images

Houston expert: How to embrace cognitive diversity in the workplace

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Everyone thinks and processes information in their own unique way. Cognitive diversity refers to these differing styles, perspectives, and problem-solving approaches among individuals in a group. Cognitive diversity, in today’s evolving workplace, is recognized as a valuable asset. Teams that are cognitively diverse can enhance their innovation, creativity and overall performance. The challenge comes with group dynamics when there may be communication barriers, conflicts and biases.

Effective strategies to consider for managing cognitive diversity in the workplace are as follows.

Communicate and take action

Business leaders who recognize and embrace the value of diverse perspectives and cognitive styles are better able to manage any challenges that may arise within the organization. Leaders and managers should communicate the importance of cognitive diversity to their team and encourage employees to share their unique viewpoints and approaches. This also means managers should be aware of their own biases and avoid making assumptions about people in order to create a more inclusive environment.

When a company uses hiring practices that embrace cognitive diversity, brings forth varying perspectives and ways of problem solving. Identifying those who may think differently than others or who may challenge the status quo is many times identifying those who will become the company’s best innovators. Embracing a diverse group of thinkers will help foster a culture of inclusivity, open-mindedness, and innovation.

Encourage collaboration

Collaboration is key to the success of any team. When working together, different cognitive styles can complement each other’s strengths and compensate for any weaknesses. Studies show cognitive diversity within groups can accelerate learning and performance when faced with challenges. In order to get through some of businesses’ most complex situations, there needs to be different perspectives and viewpoints.

For the most innovative thoughts to be heard, people must have the space to raise their hand and speak up, but also, people must actively listen to what the person has to say. Managers should work to create opportunities for collaboration, whether it is building cross-functional teams or other group projects and encourage employees to openly communicate and give feedback to improve the outcome.

Provide training and development

Training and development opportunities focused on cognitive diversity can help employees understand their own communication styles and the communication styles of others. By educating and applying, taking action steps after training will help reduce biases and misunderstandings. Additionally, these trainings can increase empathy, which does not come natural for some, and respect among team members.

Businesses should also evaluate their current company training programs to make certain they are inclusive of different learning styles, such as using infographics for visual learners or having hands-on demonstrations. Another consideration is to incorporate self-paced learning into training and development plans. No matter the type of training, solicit feedback, and take it under consideration to continuously improve how teams can develop their skills. Feedback that is thoughtfully considered and implemented leads to more engaged employees overall.

Manage conflicts

Conflicts are inevitable; however, organizations should set clear expectations and policies for performance and behavior. Unfortunately, conflict can be exacerbated in a diverse environment. Managers should be primed with knowledge on how to resolve conflicts and help facilitate constructive conversations among both parties. Also, managers should know when to reach out for help from their supervisor or human resources.

For business leaders to successfully manage cognitive diversity in the workplace, they must intentionally work to develop a culture that embraces the differences in others. Savvy business leaders will enlist the help of their HR team or outside council, such as a professional employer organization, to ensure their strategies and policies for managing a cognitively diverse workplace are inclusive.

Most importantly, when the company culture embodies a diverse, equitable, and inclusive workplace, the employees tend to have the same values, especially when the expectations are clearly set. As a result, the business will become a more innovative and engaging environment where employees know how to leverage their own strengths and the strengths of others, no matter their cognitive style.

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Fernanda Anzek is managing director of HR services with Insperity, a Houston-based provider of human resources and business performance solutions.
A new study shows a mixed workforce — some like the work-life blend and some want to check out of their jobs at 5 pm. How can you design a workplace culture that fits both? Photo via Getty Images

Houston expert shares advice for business founders leading dual interest workforces

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Managers are facing a new challenge after a recent Gallup survey revealed the chasm between work-life splitters and blenders. While splitters prefer a 9 a.m. to 5 p.m. job with a clear divide between work and life, blenders would rather blend work and life throughout the day. Although the increase in hybrid work would seem to benefit blenders, employees are split between the two camps.

This presents an obstacle for managers who want both groups to feel satisfied with their work-life balance. Fortunately, managers do not have to choose between forcing blenders to work certain hours or denying splitters the structure they want. Instead, organizations can accommodate both kinds of employees through establishing clear expectations, introducing flexible scheduling and emphasizing open communication.

Set clear expectations

To meet expectations, employees need to understand them. That includes understanding how their job performance will be evaluated by their managers. However, while many businesses historically evaluated employees on punctuality by signing in at 9 a.m. on the dot every day, hybrid work arrangements have challenged this notion. On many teams, employees can work the hours they choose so long as they work 40 hours in a week. On others, managers may allow employees to set a daily schedule but expect more consistent schedules from week to week.

With that in mind, managers should let employees know what constitutes tardiness and how many hours splitters and blenders are expected to work. If employees need to let managers know ahead of time what hours their working hours each week, then official policy should outline the expectation. On the other hand, if employees can work whatever hours they desire so long as they attend required meetings and hit certain hours every week, managers need to let them know. Otherwise, employees may feel frustrated toward one another or take advantage of flexible arrangements.

Allow flexible scheduling

Flexible scheduling is another solution to the splitters versus blenders dilemma. Though flexible scheduling may not work for every single team, the concept allows employees to choose their own hours, so long as they complete their work and attend mandatory meetings. If fully flexible scheduling is not an option, managers can also allow flex time, such that employees who need to fulfill personal obligations after work can sign on an hour early to sign off an hour early.

Flexible scheduling is also highly popular with workers and could boost morale for teams of splitters and blenders who struggle to collaborate as a result of their different orientations toward work-life balance. In fact, McKinsey's 2022 American Opportunity Survey found 87% of workers will work flexible hours when offered the chance.

The most important aspect of successful flexible scheduling is employees who understand how many hours they need to work and buy into the system. For flexible scheduling to work at its best, employees may need to track their hours. This ensures every employee is working the same total hours every week, making the system feel fair to everyone on the team.

Focus on open communication

The last critical element of managing splitters versus blenders is open communication. In the hybrid era, traditional communication strategies may need updating. A June 2021 Gallup survey found only 7% of U.S. workers would strongly agree communication is accurate, timely and open at their workplace. Where managers once regularly interacted with their teams together at the office, that is no longer the case for businesses with hybrid schedules. As a result, managers may need to take more deliberate action to communicate with regular email updates and employee check-ins, as well as transparent and timely responses to employee concerns.

Each group of workers may encounter challenges due to their preferred work-life balance. For instance, a blender may struggle to attend an early morning meeting on time due to family obligations like childcare. On the other hand, a splitter may resent being asked to work outside of typical business hours. In both cases, managers should encourage their employees to communicate their difficulties with work-life balance and offer their support in solving the problem. Workers need to feel comfortable being proactive, even about uncomfortable subjects like work-life balance. If a manager sees an employee consistently struggling to manage their duties with personal obligations, then it could be time to bring up the issue directly. The sooner the problem is acknowledged and addressed, the sooner it will be resolved.

The emergence of splitters and blenders in the workplace presents an obstacle to managers. With clear expectations, flexible scheduling and open communication, management can solve this challenge of the hybrid era.

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Jill Chapman is director of early talent programs with Houston-based Insperity, a provider of human resources offering a suite of scalable HR solutions available in the marketplace.
Put in the effort to create a strong people culture from the start — it can make all the difference for your company. Photo by Tom Werner/Getty Images

Houston expert: How to build a strong people culture from day one

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Entrepreneurs are driven and tenacious when building a business. However, the laser focus on making a business profitable, from logistics to taxes and everything in between, can sometimes cause one important element to be missed, the people.

The best business plans cannot work without people to implement the details. When a strong people culture is established from the very beginning, the employees who help build the company from the ground up, stay engaged and can become an integral part of the company’s success for years to come.

Below are a few items to help entrepreneurs concentrate on their most precious asset, their people, pinpoint their motivations and learn how employees can enjoy what they do every day, which can take any business to the next level.

Share values

The onus falls on the business leaders within a startup to create a work environment that encourages employees to succeed and enjoy their career. Nurturing a culture rooted in a shared mission and values allows the company to easily build a desirable workplace where employees are eager to return.

When communicating a company’s values, they are more influential when they are lived by leadership. For example, if curiosity is a key value, leadership should encourage teams to ask questions and not be afraid to try to speak up when there may be a more effective path for the business.

It is also important for business owners to look for candidates to fill roles in the growing business who embody their key values. This may mean looking beyond the job description for like-minded people who align with the values and who then bring a positive outlook to the position, are more apt to collaborate and are fully engaged.

Offer unique benefits

Small businesses have the upper hand when it comes to unique benefits because they are a much nimbler organization. When an organization intentionally creates a people-first environment, there is near immediate access to leadership, rapid advancement opportunities are more plentiful and the impact employees at every level can have on the organization is monumental. This is an exciting prospect for so many who share an entrepreneur’s vision.

There are also the traditional benefits that are essential to a strong people culture. This may seem like a daunting prospect, but it can be simple to provide employees, while also competing with large-company benefits, with the help of a professional employer organization. What will strengthen a people culture’s foundation is offering the traditional benefits along with the benefits many enjoyed during the pandemic, which may have been cut by other organizations, such as mental health programs, expanded sick-leave, financial wellness programs, care benefits and others.

When deciding what benefits to offer, it is important to ask employees what benefits mean the most to them. Every benefit may not be feasible, but employees having a say in their benefits further strengthens the people culture.

Communicate

It sounds simple but establishing a culture with transparent communication, within reason, is conducive to a strong people culture. However, for many entrepreneurs, communicating without a plan often leads to not communicating at all.

Set the stage for clear, consistent communication from the very beginning. For example, establishing a standing meeting, whether it is once per week or every morning, allows leadership to share updates, make announcements and point out team wins. For employees, it is an open forum to ask questions. Also setting the standard to talk to employees before making any major policy changes builds trust in the organization, even if the policy change may not be the most desirable for everyone. By surveying staff before a policy change, leadership can clearly communicate the reasoning and have a fully prepared team before implementation.

In a growing business, it is easy to put your head down and grind forward, but engaged employees are essential to making an entrepreneur’s dream come to fruition. Putting in the effort to create a strong people culture from the start will help ensure you have employees who want to be a part of the organization and contribute to its 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.
While numerous factors outside of work impact individual mental health, employers can make a difference with a few key steps. Photo via Getty Images

How Houston businesses can support employee mental health in 2023, according to expert

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In 2023, it is imperative leaders keep the wellbeing of their workforce at the forefront of their minds.

According to an October 2022 publication from the McKinsey Health Institute, 59 percent of the global workforce report having at least one mental health challenge either now or in the past. These challenges not only threaten employee wellbeing but can also impact performance by a reduction in productivity.

Numerous factors outside of work impact individual mental health. Nonetheless, employers can make a difference with a few key steps, such as properly training management to mitigate toxic behaviors, prioritizing inclusivity and providing mental health resources.

Management training

To start, leaders need to prepare their managers to set the tone for employees. Frontline managers can have a large influence on employee wellbeing through their daily interactions with their teams. Even if organizations offer a host of mental health benefits, employees might not take advantage if their managers do not buy in. There is no substitute for the genuine care and concern that a supportive manager offers their employees, and they can tell the difference when they are authentically cared for or not.

Although the vast majority of managers have good intentions toward their employees, managers also may hold themselves and their teams to high standards without realizing the impact on mental health. Managers should receive training in how to respect work-life balance, help employees prioritize their duties, and create and maintain a supportive, positive work environment. These things may not have been on the radar for management in the past, but it is now the norm to lead with the wellness of the whole person in mind.

Beyond helping employees balance their lives, managers also need support in balancing their own, particularly to avoid burnout. Employees and managers may both face pressure to perform, and leaders need to make sure mental health initiatives for junior employees do not simply transfer excessive workloads to their supervisors. To accomplish that, train managers in time- and stress-management techniques and keep the lines of communication open with the executive team. Staying in tune with the pulse of wellness at work requires open communication and the commitment to support work-life balance by all members of the organization.

Prioritize inclusivity

Since 2020, inclusivity has become a bigger and bigger part of the conversation about workplace culture. The impact of a discriminatory workplace on mental health can be profound. When employees experience or indirectly experience discrimination in the workplace, their overall wellbeing suffers, with engagement and satisfaction decreasing as well, according to a 2021 survey from Gallup. The good news is most workplaces already have policies in place to prevent and report discriminatory practices.

However, a truly inclusive workplace will go beyond anti-discrimination policies to create an affirmative environment where employees can fully embrace their identities. Steps to promote inclusivity include celebrating holidays of various cultures, creating opportunities for employees to discuss their heritage and traditions, organizing relationship-focused exercises and offering educational opportunities in the workplace. To promote unity in the workplace, leaders should take care to discourage the formation of cliques and ensure all employees feel welcomed and not judged or mistreated by coworkers. Valuing diversity and honoring the individual drives the culture of tolerance and acceptance, which promotes a harmonious and productive work environment and team.

Provide mental health resources

To promote mental health and wellness, employees need access to the right resources and the knowledge to navigate those resources. In many cases, employees with the biggest mental health challenges may also face the most obstacles in receiving care. For employers offering health care benefits, employees may need training on how to find mental health practitioners in their area. What is more, employees accustomed to inconvenient appointment times or long wait lists for therapists may benefit from learning about online therapy platforms, which can offer care sooner and outside of typical work hours.

Many employers also choose to offer an employee assistance plan, or EAP, which can offer further mental health programs, free of charge. Despite their relevance to employees in need, EAPs are often overlooked and underutilized, making it even more necessary for managers or HR to proactively reach out to employees and educate them about their EAP benefits.

For organizations without the budget to provide health care benefits or EAPs, their leadership should investigate free or low-cost mental health resources in their region. In many cases, local government will provide free access or subsidies for mental health care. Nonprofit organizations may also offer free programs for those meeting eligibility requirements.

Employers should keep in mind employees may feel afraid to use mental health benefits for fear of stigma. While managers should be careful not to intrude on employees’ personal lives, managers can still gently offer caring support to employees who show signs of struggling with mental health, including chronic tardiness, absenteeism, low mood and a sudden change in personality or work performance. The ability to know if a behavior is out of the norm for an employee, the manager needs to have built a relationship with them and to care enough to notice the change.

As employees continue to face mental health challenges in their personal lives, employers can be part of the solution by educating managers, emphasizing inclusivity and offering mental health resources and support. Being a caring human being goes a long way, even at work.

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

Here's what you should consider if you need to make some sort of cuts to your business this year. Photo via Getty Images

Expert: Layoff alternatives Houston businesses should consider in a downturn

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Preparing for a potential economic downturn can be unsettling for employers and employees. As payroll is typically one of the largest expenditures for a business, no matter its size, layoffs seem like the quickest fix. While this may offer short-term relief, they can severely impact operations and workplace culture.

When staff is reduced, culture can suffer. Employee morale can decrease and distrust may build, especially if layoffs are not communicated properly. This can lead to the remaining employees feeling anxious about their own future with the organization and spur them to look for employment elsewhere, which can affect an organization’s overall productivity and day-to-day operations.

Business owners should get creative and consider the impact and the many alternatives before resorting to workforce reductions.

Analyze salaries

If the organization’s downturn is short-term, senior leadership and upper management could accept temporary salary reductions until business improves. However, if the situation is more dire, leaders might consider an option such as cutting overhead with job sharing. Employee numbers then remain the same, but two positions become one and it is filled by two part-time employees to support a function or role. Furloughs for non-essential employees give employers time to consider if permanent layoffs are necessary. Of course, this requires an understanding of each performers contribution within the organization to determine overall impact and level of “necessity.”

Look at schedules

Permanent remote work could save on operating costs, such as leases and travel expenses, which gives more budgetary leeway to avoid layoffs. Another approach is implementing a four-day workweek to reduce hours and salaries by 20 percent. The added benefit to a shortened workweek is better employee work-life balance.

Scale Back Benefits

When finances are in a critical state, and leadership is looking to avoid layoffs, employers can scale benefits and perks for all employees. Temporarily pausing the 401(k) match, relying more on virtual business meetings instead of incurring travel expenses, and cutting employee bonuses can help ease the economic burden without letting people go. As with salary reductions, scaling back on benefits should begin with leadership before expanding to others.

Streamline Systems

When auditing the company, employers should also evaluate company processes and workflows for efficiency. It’s possible an employee could be more productive in a different role or a process may be found to be more laborious than necessary. Digital software is another alternative to help streamline systems. Employee feedback is another great resource to help identify gaps and streamline processes. A good practice is to have performers look for ways to make tasks within their role more efficient and productive.

Every decision has its costs. The most important thing employers can do is to be open and honest with employees, including transparency about the state of business. This communication style can increase employee buy-in during economic uncertainty and encourage employees to rally and be part of the resiliency of the organization.

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Karen Leal is a 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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TMC names inaugural cohort for unique accelerator with UK

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Sixteen digital health and medical device startups founded in the United Kingdom have been selected for a customized accelerator at the Texas Medical Center's Innovation Factory.

In partnership with Innovate UK, TMCi created the Innovate UK Global Incubator Programme, a new accelerator that supports UK businesses as they build their United States go-to-market plan. The program builds the BioBridge relationship between TMC and the UK that was originally established five years ago.

“The TMC UK BioBridge program was launched with the UK Department for Business and Trade in 2018 to serve as a gateway for advancing life sciences and foster innovation and research between our two countries," says Ashley McPhail, chief external affairs and administration officer for TMC, in a news release. "We saw an opportunity to work with Innovate UK to develop a larger program with the UK after the success of the 11 companies that previously participated in our health tech accelerator."

The 16 companies will participate in the program from June to November. The cohort is expected to arrive in Houston on June 5 and have access to TMCi's facilities, network of mentors and potential clients, funding, potential customers, and curated programing — all while being a unique entry point into the US. The new offering joins three other globally recognized curriculums: Biodesign, Accelerator for Cancer Therapeutics, and Health Tech.

“TMCi nurtures long-term growth, development, and competitiveness to increase startups chances of success and global expansion," says Emily Reiser, associate director of TMC Innovation. "By bringing their novel technologies and exposing them to a curated selection of TMC’s expert network, startups receive support and evaluation to build, scale, and expand in the US market."

Two of the cohort's specialties include cardiovascular and oncology — two of TMC's strongest areas of expertise — with solutions ranging from surgical devices to AI-enabled risk stratification and hospital efficiency.

Innovate UK is the country's national innovation agency dedicated to supporting business-led innovation in all sectors.

“The United Kingdom is fully committed to improving global healthcare through scientific collaboration," says His Majesty’s Consul General in Texas Richard Hyde in the release. "Through the expansion of the TMC UK BioBridge and in partnership with Innovate UK, this programme will help to expose the brightest and best British companies to the world’s largest medical city. Our companies will collaborate and grow as they work to develop cutting edge technology. The partnership between the UK Government and TMC demonstrates that international collaboration can drive both economic growth and improvement to quality of life.”

The 16 companies making up the inaugural cohort are as follows, according to TMC.

  • AINOSTICS aims to revolutionize the treatment and prevention of neurological conditions, such as dementia, by developing innovative AI-enabled solutions that draw novel insights from routinely acquired non-invasive medical scans to deliver accurate diagnosis and outcome prediction, and in turn facilitate personalized care and timely access to disease-modifying treatments for patients.
  • Alvie is a blended human plus AI-enabled digital solution providing personalised pre and rehabilitation coaching and supportive care for cancer and surgery. Alvie's technology combines data profiling, risk-stratification and tailored prescriptions of health and well-being with curated educational content, targeted behaviour change coaching and expert support through chat messaging and virtual consultations.
  • C the Signs™ is a validated AI cancer prediction platform, which can identify patients at risk of cancer at the earliest and most curable stage of the disease. Used by healthcare professionals, C the Signs can identify which tumor type a patient is at risk of and recommend the most appropriate next step in less than 30 seconds. The platform has detected over 10,000 patients with cancer, with over 50 different types of cancer diagnosed, and with a sensitivity of >98% for cancer.
  • At PEP Health, We believe all patients deserve the best care possible. Our cutting-edge machine-learning technology enables healthcare organisations, regulators, and insurers the real-time, actionable insights they need to have a direct and dramatic impact on patient experiences.
  • PreciousMD improves the lives of lung-cancer and other lung-related illnesses patients worldwide by enabling imaging-based diagnostics needed for personalized treatment pathways.
  • Ufonia is an autonomous telemedicine company, we use large language models and voice AI to increase the capacity of clinical professionals.
  • My mhealth offers digital therapeutics for a range of long-term conditions- COPD, Asthma, Diabetes and Heart Disease. Our product has been successfully deployed in the UK and India, with >100,000 users registered to date. Our solutions empower patients to self-manage their conditions, resulting in dramatic improvements in outcomes, as evidenced through multiple clinical trials and real-world evaluations.
  • At Surgery Hero, we offer a clinically backed solution that ensures whole-human support before and after surgery. We help health systems, employers and health plans cut costs without sacrificing quality of care.
  • Panakeia's software platform enables extremely rapid multi-omics profiling in minutes directly from routinely used tissue images without needing wet lab assays.
  • QV Bioelectronics are striving to deliver longer, better quality lives for brain tumour patients. Using their first-of-its-kind implantable electric field therapy device, GRACE, QV will provide effective, focal & continuous treatment without impacting patient quality of life.
  • 52 North is a med-tech company focused on improving health outcomes and health equity by reinventing care pathways. The NeutroCheck® solution is a finger-prick blood test and digital platform built to significantly improve safety and quality of life for cancer patients, by helping to identify at-home those patients who are at risk of the most fatal side-effect of chemotherapy: neutropenic sepsis.
  • Somnus is fulfilling an unmet need in global healthcare by developing real-time, point of care blood propofol monitoring. Its products will improve the care of sedated and anaesthetised patients, save money for hospitals, and facilitate a major reduction in greenhouse gas emissions.
  • ScubaTx is a breakthrough organ transplant preservation company established to solve the global unmet need for cost-efficient and longer-duration organ preservation technology. ScubaTx has developed a simple, small and affordable device which uses Persufflation to extend the preservation of organs.
  • IBEX is on a mission to help people live active, healthy and productive lives by increasing their access to early diagnosis of osteoporosis. The IBEX BH software as medical device delvers routine, automated assessment of fracture risk from routine radiology for earlier detection and more equitable treatment of osteoporosis.
  • NuVision produces products derived from donated human amniotic membrane that are used in ophthalmology to help patients with chronic, traumatic and post-surgical wounds of the eye to be treated earlier and recover more fully and more quickly. The company’s products are also used in the management of dry eye disease, a debilitating conditions that affects around 17m people in the USA.
  • Calon Cardio-Technology is on a mission to improve quality of life for patients with Left Ventricular Assist devices (LVAD) and reduce the common post operative complications associated with these implantable heart pumps. We plan to do this by introducing a completely wireless heart pump system and augment patient follow-up with built-in remote monitoring capabilities.

UH lab using mixed reality to optimize designs for the Moon and Mars

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University of Houston researchers and students are bringing multiple realities together to help improve the design process for crewed space missions.

Helmed by Vittorio Netti, a researcher for UH and a space architect, the university has launched an XR Lab within the University of Houston architecture building. The lab allows researchers to combine mixed reality (MR), virtual reality (VR), augmented reality (AR) and extended reality (XR) to "blend the physical and digital worlds" to give designers a better understanding of life in space, according to a release from UH.

In the lab researchers can wear MY space suits and goggles, take a VR space walk, or feel what it's like to float to the International Space Station with the help of XR and a crane.

The area in which the researchers conduct this work is known as the "cage" and was developed during a six-month research and design study of lunar surface architecture sponsored by Boeing, which aimed to learn more about the design of a lunar terrain vehicle and a small lunar habitat.

The work is part of UH's Sasakawa International Center of Space Architecture (SICSA), which is led by Olga Bannova, a research associate professor and director of the space architecture graduate program at UH.

She says work like this will drastically cut down research and development time when designing space structures.

“These technologies should be harnessed to mitigate the dependency on physical prototyping of assets and help optimize the design process, drastically reducing research-and-development time and providing a higher level of immersion,” Bannova said in a statement.

Today the research team is shifting its focus on designing for a Mars landing. In the future, they aim to demonstrate and test the system for habitats designed for both lunar and Martian surfaces. They are also working with Boeing to test designs in microgravity, or zero gravity, which exists inside the International Space Station.

Mixed Reality Raising the Bar for Space Architecture on the Moon and MarsStep into this 'Cage' at the University of Houston where physical and digital worlds are merged, allowing students to see and ...

5 most popular innovation stories in Houston this week

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Editor's note:Another week has come and gone, and it's time to round up the top headlines from the past few days. Trending Houston tech and startup news on InnovationMap included June business events not to miss, innovators to know, and more.


3 Houston innovators to know this week

This week's roundup of Houston innovators includes Ramanan Krishnamoorti of UH, Valerie Tompson of SWAN Impact Network, Evan Erickson of TexPower Technologies. Photos courtesy

In this week's roundup of Houston innovators to know, I'm introducing you to three local innovators across industries — from battery tech to impact investing — recently making headlines in Houston innovation. Read more.

10+ can't-miss Houston business and innovation events for June

Check out these conferences, pitch competitions, networking, and more in the month of June. Photo via Getty Images

It's time to look at what's on the agenda for June for Houston innovators — from pitch competitions to networking events.

Here's a roundup of events not to miss this month. Mark your calendars and register accordingly. Read more.

Texas angel investor group expands to make impact in Houston

Austin-founded SWAN Impact Network has entered the Houston innovation ecosystem. Photo via Getty Images

An angel investment network founded in Austin has announced its entrance into the Houston market.

SWAN Impact Network, which focuses on funding early-stage, impact-driven startups, announced that Houston will be its next market expansion. Founded in 2016, the organization expanded to Dallas two years ago. Now, SWAN is hitting the Bayou City and is actively looking for potential angel investors to join its network.

"Houston is the logical place for us to go because a lot of our deep expertise we developed is grounded around life science, health and wellness, and environmental," Bob Bridge, executive director of SWAN, tells InnovationMap. "There's a lot of people in Houston in the spaces where we've spent most of our time and money." Read more.

Houston digital health startup acquired by Illinois-based company

Houston-based Melax Tech has been acquired. Photo via MelaxTech.com

A Houston startup has exited to a clinical terminology management and data quality solutions company.

Melax Technologies Inc., an artificial intelligence and natural language processing technology company, has been acquired by Intelligent Medical Objects, which is headquartered in the Chicago area. It's the first acquisition for IMO, and the deal will allow for the company to expand its offerings to various segments in the health care market.

"Today marks an exciting moment for IMO as we complete our first acquisition,” says Ann Barnes, CEO at IMO, in a news release. “Combining Melax Tech’s analytics and NLP capabilities with IMO’s clinical terminology and data quality platform will enable healthcare organizations to have a more comprehensive solution for both clinical operation and research. Read more.

Houston health care institution secures $100M for expansion, shares renderings

Baylor College of Medicine's Lillie and Roy Cullen Tower is set to open in 2026. Rendering courtesy of SLAM Architecture

Baylor College of Medicine has collected $100 million toward its $150 million fundraising goal for the college’s planned Lillie and Roy Cullen Tower.

The $100 million in gifts include:

  • A total of $30 million from The Cullen Foundation, The Cullen Trust for Health Care, and The Cullen Trust for Higher Education.
  • $12 million from the DeBakey Medical Foundation
  • $10 million from the Huffington Foundation
  • More than $45 million from members of Baylor’s Board of Trustees and other community donors, including the M.D. Anderson Foundation, the Albert and Margaret Alkek Foundation, and The Elkins Foundation.

“The Cullen Trust for Health Care is very honored to support this building along with The Cullen Foundation and The Cullen Trust for Higher Education,” Cullen Geiselman Muse, chair of The Cullen Trust for Health Care, says in a news release. “We cannot wait to see what new beginnings will come from inside the Lillie and Roy Cullen Tower.” Read more.

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