Read Full Story The analysis of DNA extracted from archaeological remains has transformed the study of the human past. Until now the new insights have been restricted chiefly to “pre-history,” and to northern, cooler regions of the globe, where DNA is better preserved.DNA is now beginning to illuminate the period that saw the rise of civilizations in the ancient Mediterranean. Accordingly, the Initiative for the Science of the Human Past at Harvard (SoHP) is delighted to announce the formation of a new center for the study of the Mediterranean using ancient DNA and other scientific approaches.The Max Planck-Harvard Research Center for the Archaeoscience of the Ancient Mediterranean (MHAAM) is a platform to engage colleagues and students in the discovery of new data which will prompt us to re-think and revise many of our contemporary perspectives on the history of pandemic disease, cultural engagement, migration and human health.The main research sites for MHAAM are the Max Planck Institute for the Science of Human History in Jena, Germany (Johannes Krause’s group), and the Initiative for the SoHP, with research groups including those of Michael McCormick, David Reich and Noreen Tuross.The new center will be inaugurated at Harvard University on Oct. 10, featuring a keynote lecture by Krause on his latest, unpublished research as well as by Reich and Iosif Lazaridis on new evidence for ancient migrations. The event will include the signing of the agreement between the Max Planck Society and SoHP. For more information, contact Lisa Ransom Lubarr at firstname.lastname@example.org
Sign up for our COVID-19 newsletter to stay up-to-date on the latest coronavirus news throughout New York Commercial fishermen who had their tires repeatedly slashed in a Flanders parking lot waited in the bushes until they caught the alleged tire slasher in the act and called police, authorities said.John Lombardi was arrested Sunday and charged with criminal mischief as a felony.Southampton Town Polcie said the 60-year-old Flanders man told investigators he did it because of a “turf war” between commercial fishermen, some of whom he believes take in more fish than the law allows.The fishermen who police said caught Lombardi told investigators that they watched him walk up to one of their trucks, look into the flatbed where horseshoe crabs—which commercial fishermen use as bait—in the back and then use a knife to puncture two tires.The witnesses held Lombardi until police officers arrived and took him into custody. He was released Monday on $500 bail.Detectives are continuing the investigation prior tire slashings.
3SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr I’m often asked, in my role as a performance strategist, “Should our organization have performance standards in place?” I usually I respond with a question of my own, “Why do you ask?” What follows is a lengthy explanation of why they feel standards would hamper employee performance and engagement. This says a lot about our views of standards. Here’s another question, if in fact the success of an organization is directly related to the performance, productivity and commitment of the employee – why would performance standards be a bad thing? While a job description tells us what to do, performance standards provide job function parameters. Standards are observable behaviors and actions that can be measured and coached to. In other words, they tell the employee what doing a good job looks like. Are you still asking rule or tool? I think you can see where I’m going here. I believe that when done well, performance standards are a tool that provides your team with the specifics around “how to win”. Let’s hope we’ve hired people with the drive and desire to do a good job and succeed everyday… if not, stop reading this and find an article on “how to hire better people”. Performance standards can very well become a set of rules if not set up correctly with a focus on your employee experience and your member experience. Avoid these mistakes:Using job performance standards to micro-manage your teamImplementing new performance standards shortly before evaluationsNot keeping your performance standards updated and currentSetting unrealistic job performance standardsLimited creativity with tight performance standardsOn the flip side, if your team understands how to win, they also know where to focus their time and efforts to achieve your credit union’s objectives.Here are the top 6 reasons why performance standards are a highly effective tool:Provides your managers with a way to measure job performance and productivityAllows your employees to measure their own performance and productivityHelps your team understand the expected scope, key responsibilities, required knowledge, skills and duties of the jobSupports equitable evaluations of all employees in the same roleFacilitates communication between managers and employees regarding job related activitiesHelps managers ensure that employees have the resources necessary to do their jobs wellWhat happens without job performance standards?Managers and employees may have a very different understanding and expectation about job requirements and performanceManagers may have difficulty identifying performance issuesManagers and employees may have difficulty separating WHAT should be done from HOW it should be doneManagers tend to lower expectations to avoid confronting employees with performance issuesEmployees may protect themselves from possible failure by performing at a lower (more comfortable) levelManagers may coach and evaluate employees (doing the same job) differentlyWhere to start:Define specific performance standards and measurement criteriaIdentify the top 3-5 job responsibilitiesIdentify specific skills and knowledge needed to perform at a high levelEstablish a method to monitor performanceImplement standards at the beginning of an evaluation cycleSet short-term (90-day) AND long-term goalsDevelop a plan for managers and employees to communicate on a regular basis When done right, setting performance standards will increase understanding of organizational objectives, empowering your team to function at a higher level and at the same time build trust and commitment to your credit union goals. This all leads to growing enthusiasm, engagement and fun!To learn more about member experience strategies, employee engagement or organizational development, email email@example.com or call 608-231-4354.AUTHOR: Jayne Hitman, national relationship manager, CUNA Creating Member Loyalty™