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This training will give you examples of what a floor book should contain and how you gather the evidence for it.

Duration 3 Days 18 CPD hours This course is intended for This intermediate-level hands-on course is geared for experienced Administrators, Analysts, Architects, Data Scientists, Database Administrators and Implementers Overview This course is approximately 50% hands-on, combining expert lecture, real-world demonstrations and group discussions with machine-based practical labs and exercises. Working in a hands-on learning environment led by our Oracle Certified expert facilitator, students will learn how to: Administer ODI resources and setup security with ODI Apply ODI Topology concepts for data integration Describe ODI Model concepts Describe architecture of Oracle Data Integrator Design ODI Mappings, Procedures, Packages, and Load Plans to perform ELT data transformations Explore, audit data, and enforce data quality with ODI Implement Changed Data Capture with ODI Oracle Data Integrator is a comprehensive data integration platform that covers all data integration requirements from high-volume, high-performance batch loads, to event-driven integration processes and SOA-enabled data services. Oracle Data Integrator's Extract, Load, Transform (E-LT) architecture leverages disparate RDBMS engines to process and transform the data - the approach that optimizes performance, scalability and lowers overall solution costs. Throughout this course participants will explore how to centralize data across databases, performing integration, designing ODI Mappings, and setting up ODI security. In addition, Oracle Data Integrator can interact with the various tools of the Hadoop ecosystem, allowing administrators and data scientists to farm out map-reduce operations from established relational databases to Hadoop. They can also read back into the relational world the results of complex Big Data analysis for further processing. Working in a hands-on learning environment led by our Oracle Certified expert facilitator, students will learn how to: Administer ODI resources and setup security with ODI Apply ODI Topology concepts for data integration Describe ODI Model concepts Describe architecture of Oracle Data Integrator Design ODI Mappings, Procedures, Packages, and Load Plans to perform ELT data transformations Explore, audit data, and enforce data quality with ODI Implement Changed Data Capture with ODI Introduction to Integration and Administration Oracle Data Integrator: Introduction Oracle Data Integrator Repositories Administering ODI Repositories Create and connect to the Master Repository Export and import the Master Repository Create, connect, and set a password to the Work Repository ODI Topology Concepts ODI Topology: Overview Data Servers and Physical Schemas Defining Topology Agents in Topology Planning a Topology Describing the Physical and Logical Architecture Topology Navigator Creating Physical Architecture Creating Logical Architecture Setting Up a New ODI Project ODI Projects Using Folders Understanding Knowledge Modules Exporting and Importing Objects Using Markers Oracle Data Integrator Model Concepts Understanding the Relational Model Understanding Reverse-Engineering Creating Models Organizing ODI Models and Creating ODI Datastores Organizing Models Creating Datastores Constraints in ODI Creating Keys and References Creating Conditions Exploring Your Data Constructing Business Rules ODI Mapping Concepts ODI Mappings Expressions, Join, Filter, Lookup, Sets, and Others Behind the Rules Staging Area and Execution Location Understanding Knowledge Modules Mappings: Overview Designing Mappings Multiple Sources and Joins Filtering Data Overview of the Flow in ODI Mapping Selecting a Staging Area Configuring Expressions Execution Location Selecting a Knowledge Module Mappings: Monitoring and Troubleshooting Monitoring Mappings Working with Errors Designing Mappings: Advanced Topics 1 Working with Business Rules Using Variables Datasets and Sets Using Sequences Designing Mappings: Advanced Topics 2 Partitioning Configuring Reusable Mappings Using User Functions Substitution Methods Modifying Knowledge Modules Using ODI Procedures Procedures: Overview Creating a Blank Procedure Adding Commands Adding Options Running a Procedure Using ODI Packages Packages: Overview Executing a Package Review of Package Steps Model, Submodel, and Datastore Steps Variable Steps Controlling the Execution Path Step-by-Step Debugger Starting a Debug Session New Functions Menu Bar Icons Managing ODI Scenarios Scenarios Managing Scenarios Preparing for Deployment Using Load Plans What are load plans? Load plan editor Load plan step sequence Defining restart behavior Enforcing Data Quality with ODI Data Quality Business Rules for Data Quality Enforcing Data Quality with ODI Working with Changed Data Capture CDC with ODI CDC implementations with ODI CDC implementation techniques Journalizing Results of CDC Advanced ODI Administration Setting Up ODI Security Managing ODI Reports ODI Integration with Java

Our monthly Social Media Marketing Update will break down the need-to-know marketing trends across TikTok, Instagram, LinkedIn, YouTube and more!

Our monthly Social Media Marketing Update will break down the need-to-know marketing trends across TikTok, Instagram, LinkedIn, YouTube and more!

Our monthly Social Media Marketing Update will break down the need-to-know marketing trends across TikTok, Instagram, LinkedIn, YouTube and more!

Our monthly Social Media Marketing Update will break down the need-to-know marketing trends across TikTok, Instagram, LinkedIn, YouTube and more!

Our monthly Social Media Marketing Update will break down the need-to-know marketing trends across TikTok, Instagram, LinkedIn, YouTube and more!

Introduction When it comes to academic writing, referencing is crucial. It’s not just about giving credit where it’s due, but also about enhancing the credibility of your work. Among the various referencing styles, Harvard referencing for word essays is one of the most widely used, especially in the UK. But why is it so popular, and how can you master it? Let’s dive in! Understanding Harvard Referencing Harvard referencing is a system of citation that allows you to acknowledge the sources you’ve used in your academic writing. It’s an author-date system, which means you include the author’s surname and the year of publication within the text, and provide full details in a reference list at the end. Despite its name, Harvard references didn’t originate from Harvard University. The style was first used by a zoologist named Edward Laurens Mark in a paper published in 1881. Over time, it has evolved and become one of the most recognized citation styles worldwide. Harvard referencing consists of two main components: in-text citations and a reference list. In-text citations are brief and are placed within the body of your text, while the reference list provides full details of all the sources you’ve cited. The Basics of Harvard Referencing In-text citations in Harvard referencing include the author’s surname and the year of publication. If you’re quoting directly, you should also include the page number. For example: (Smith, 2020, p. 23). The reference list is where you provide full details of each source cited in your work. Each entry should include the author’s name, year of publication, title of the work, and other relevant information, depending on the type of source. A reference list includes only the sources you’ve directly cited in your text, while a bibliography may include all sources you’ve consulted, whether or not you’ve cited them. How to Cite Different Types of Sources When citing a book, you should include the author’s name, year of publication, title (in italics), edition (if applicable), place of publication, and publisher. For example: Smith, J. (2020). The Art of Referencing (2nd ed.). London: Academic Press. Journal articles should include the author’s name, year of publication, title of the article, title of the journal (in italics), volume number, issue number, and page numbers. For example: Brown, A. (2019). ‘Understanding Harvard Referencing’, Journal of Academic Writing, 12(3), pp. 45-67. For websites, include the author (or organization), year of publication (or last update), title of the webpage (in italics), and the URL. For example: University of Oxford. (2021). Harvard Referencing Guide. Available at: https://www.ox.ac.uk/harvard (Accessed: 10 September 2024). When citing a newspaper article, include the author’s name, year of publication, title of the article, title of the newspaper (in italics), date, and page number. For example: Doe, J. (2022). ‘The Future of Academic Writing’, The Times, 5 May, p. 12. For government documents, include the name of the government department, year of publication, title of the document (in italics), place of publication, and publisher. For example: UK Department for Education. (2020). Education Policy Report. London: HMSO. Cite conference papers by including the author’s name, year of publication, title of the paper, title of the conference (in italics), location, and date of the conference. For example: Jones, M. (2023). ‘Innovations in Academic Writing’, International Writing Conference, Manchester, 10-12 April. Harvard Referencing for Electronic Sources When citing e-books, the format is similar to print books, but you should include the format (e.g., Kindle) or the platform where it’s available. For example: Adams, R. (2018). Digital Referencing (Kindle ed.). Available at: Amazon.co.uk. For online journals, follow the same format as print journals, but include the DOI or the URL where the article can be accessed. For example: Taylor, S. (2021). ‘Harvard Referencing in the Digital Age’, Journal of Modern Research, 15(4), pp. 33-50. DOI: 10.1234/jmr.2021.0987. The format for websites remains the same as mentioned earlier, with the inclusion of the URL and the access date. For social media, include the author (or username), year, content of the post (in italics), platform, and the date of the post. For example: @AcademicWriterUK. (2023). The key to successful referencing is consistency. Twitter, 15 March. Advanced Harvard Referencing Techniques When you can’t access the original source and need to cite a secondary source, mention both the original and secondary source. For example: (Smith, 1989, cited in Brown, 2019). For works with multiple authors, list up to three authors in the in-text citation. For more than three, use “et al.” after the first author’s name. For example: (Jones, Smith, and Brown, 2020) or (Jones et al., 2020). If you’re citing different editions of a book, mention the edition in your reference. For example: Brown, A. (2018). Theories of Learning (3rd ed.). Oxford: Oxford University Press. If some information is missing, like the author or date, use “Anon.” for anonymous authors and “n.d.” for no date. Common Harvard Referencing Mistakes and How to Avoid Them Incorrect formatting can easily occur if you’re not careful. Make sure to follow the correct structure for each type of source, as this can significantly impact your grade. Leaving out essential details like the author’s name or the year of publication is a common mistake. Always double-check your references before submitting your work. Punctuation is crucial in Harvard referencing. Misplacing a comma or period can change the meaning of your citation. Pay attention to the details! Tools and Resources for Harvard Referencing Online citation generators can save you time, but be cautious—always double-check the generated citations for accuracy. Tools like EndNote or Zotero can help you manage your references and ensure consistency throughout your work. Many universities provide specific guidelines for Harvard referencing. Always refer to your institution’s guidelines to ensure you’re following the correct format. The Importance of Consistency in Harvard Referencing Consistency is key in Harvard referencing. Uniformity in your citations not only makes your work look professional but also enhances readability. Inconsistent referencing can confuse readers and may lead to a lower grade. Make sure your citations follow a consistent style throughout your work. Tips for Mastering Harvard Referencing Always double-check your references before submission. Small errors can add up and impact your overall grade. Keep a record of all the sources you consult. This will make it easier to create your reference list and avoid missing any citations. Using a Harvard style guide can help ensure that you’re following the correct format. It’s a handy tool for quick reference. Conclusion Mastering Harvard referencing may seem daunting at first, but with practice and attention to detail, it becomes second nature. Remember, proper referencing not only supports your arguments but also adds credibility to your work. So, take your time, be consistent, and use the resources available to you.

Course Duration: Half-day or full-day session (with options for virtual delivery or multi-part series) Target Audience: People leaders, team members, HR professionals, and employees at all levels who want to foster a mindset of continuous improvement, learning, and innovation within their team or organisation. Course Objectives By the end of this course, participants will be able to: Understand what a growth mindset is and how it contrasts with a fixed mindset. Recognise the impact of mindset on learning, collaboration, leadership, and performance. Identify individual and team mindset behaviours. Apply strategies to shift thinking and encourage a culture of experimentation, feedback, and perseverance. Create an action plan to promote growth mindset behaviours in their workplace. Course Outline Module 1: Understanding Growth Mindset What is a growth mindset? (Based on Carol Dweck’s research) Growth vs fixed mindset: beliefs, language, and behaviours How mindsets impact learning, feedback, risk-taking, and innovation Common myths and misconceptions about growth mindset Module 2: The Neuroscience of Change and Learning How the brain learns and rewires through effort and repetition The science behind resilience, motivation, and behaviour change Reframing failure as feedback Why psychological safety is critical for learning cultures Module 3: Identifying Mindsets at Work Recognising fixed mindset triggers (e.g., fear of failure, comparison, perfectionism) Team culture audit: are we reinforcing learning or performance-only behaviours? Case studies: organisations that built growth cultures Self-reflection: where do I show fixed vs growth mindset? Module 4: Cultivating Growth Mindset Behaviours Shifting language: praise effort, strategy, and persistence—not just results Giving and receiving feedback to promote learning Normalising experimentation and learning from setbacks Encouraging reflective practice and continuous improvement Module 5: Leadership and Culture Shaping The leader’s role in modelling a growth mindset Embedding growth mindset into performance conversations, goal setting, and team rituals Aligning rewards, recognition, and development frameworks Avoiding the "false growth mindset" trap Module 6: Building a Growth Mindset Action Plan Identify 3 key mindset-shifting strategies for your team or organisation Personal mindset goal: what will you shift in your daily language or habits? Commit to culture practices: team experiments, learning debriefs, celebration of effort Optional: accountability partner and 30-day mindset challenge Delivery Style Interactive workshop format Storytelling, real-world examples, and reflection Pair and group discussions, case scenarios, and mindset mapping Tools and templates to apply immediately in the workplace Course Materials Provided Growth Mindset Field Guide Growth vs Fixed Mindset Behaviour Grid Conversation prompts and feedback scripts Personal Mindset Reflection and Tracker 30-Day Growth Culture Challenge Template Optional Add-ons Pre-course mindset diagnostic or self-assessment Leader/Manager booster session on modelling growth mindset Follow-up team challenge or learning sprint Integration with performance management or onboarding programs

Course Duration: Half-day or full-day session (with options for virtual delivery or multi-part series) Target Audience: People leaders, team members, HR professionals, and employees at all levels who want to foster a mindset of continuous improvement, learning, and innovation within their team or organisation. Course Objectives By the end of this course, participants will be able to: Understand what a growth mindset is and how it contrasts with a fixed mindset. Recognise the impact of mindset on learning, collaboration, leadership, and performance. Identify individual and team mindset behaviours. Apply strategies to shift thinking and encourage a culture of experimentation, feedback, and perseverance. Create an action plan to promote growth mindset behaviours in their workplace. Course Outline Module 1: Understanding Growth Mindset What is a growth mindset? (Based on Carol Dweck’s research) Growth vs fixed mindset: beliefs, language, and behaviours How mindsets impact learning, feedback, risk-taking, and innovation Common myths and misconceptions about growth mindset Module 2: The Neuroscience of Change and Learning How the brain learns and rewires through effort and repetition The science behind resilience, motivation, and behaviour change Reframing failure as feedback Why psychological safety is critical for learning cultures Module 3: Identifying Mindsets at Work Recognising fixed mindset triggers (e.g., fear of failure, comparison, perfectionism) Team culture audit: are we reinforcing learning or performance-only behaviours? Case studies: organisations that built growth cultures Self-reflection: where do I show fixed vs growth mindset? Module 4: Cultivating Growth Mindset Behaviours Shifting language: praise effort, strategy, and persistence—not just results Giving and receiving feedback to promote learning Normalising experimentation and learning from setbacks Encouraging reflective practice and continuous improvement Module 5: Leadership and Culture Shaping The leader’s role in modelling a growth mindset Embedding growth mindset into performance conversations, goal setting, and team rituals Aligning rewards, recognition, and development frameworks Avoiding the "false growth mindset" trap Module 6: Building a Growth Mindset Action Plan Identify 3 key mindset-shifting strategies for your team or organisation Personal mindset goal: what will you shift in your daily language or habits? Commit to culture practices: team experiments, learning debriefs, celebration of effort Optional: accountability partner and 30-day mindset challenge Delivery Style Interactive workshop format Storytelling, real-world examples, and reflection Pair and group discussions, case scenarios, and mindset mapping Tools and templates to apply immediately in the workplace Course Materials Provided Growth Mindset Field Guide Growth vs Fixed Mindset Behaviour Grid Conversation prompts and feedback scripts Personal Mindset Reflection and Tracker 30-Day Growth Culture Challenge Template Optional Add-ons Pre-course mindset diagnostic or self-assessment Leader/Manager booster session on modelling growth mindset Follow-up team challenge or learning sprint Integration with performance management or onboarding programs