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17 Open Source Tools That Could Replace Your Favorite Software

What data management in 2024 and beyond will look like hangs on one question. Can open data formats lead to a best-of-breed data management platform? It will take Interoperability across clouds and formats, as well as on the semantics and governance layer. Sixth Platform. Atlas. Debezium. DCAT. Egeria. Nessie. Mesh. Paimon. Transmogrification. This veritable word soup sounds like something that jumped out of a role-playing game. In reality, these are all terms related to data management. These terms may tell us something about the mindscape of people involved in data management tools and nomenclature, but that’s a different story. Data management is a long-standing and ever-evolving practice. The days of “Big Data” have long faded and data has now taken a back seat in terms of hype and attention. is the new toy people are excited about, shining a light on AI and machine learning for the masses. Generative AI Data management may seem dull in comparison. However, there is something people who have been into AI before it was cool understand well, and people who are new to this eventually realize too: AI is only as good as the data it operates on. There is an evolutionary chain leading from . Some organizations were well aware of this a decade ago. Others will have to learn the hard way today. data to analytics to AI Exploring and understanding how, where, and when data is stored, managed, integrated and used as well as related aspects of data formats, interoperability, semantics, and governance may be hard and unglamorous work. But it is what generates value for organizations, along with -like word soups. RPG Peter Corless and Alex Merced understand this. Their engagement with data goes back to way before their current roles as Director of Product Marketing at and Developer Advocate at , respectively. We caught up to talk about the state of data management in 2024, and where it may be headed. StarTree Dremio https://www.youtube.com/watch?v=Meq247f31-A&embedable=true The sixth data platform For many organizations today, data management comes down to handing over their data to one of the “Big 5” data vendors: , Azure, and , plus Snowflake and Databricks. However, analysts David Vellante and George Gilbert believe that the need of modern data applications coupled with the evolution of open storage management may lead to the emergence of a “sixth data platform”. Amazon Microsoft Google The notion of the “sixth data platform” was the starting point for this conversation with Corless and Merced. is that open data formats may enable interoperability, leading the transition away from vertically integrated vendor-controlled platforms towards independent management of data storage and permissions. The sixth data platform hypothesis It’s an interesting scenario and one that would benefit users by forcing vendors to compete for every workload based on the business value delivered, irrespective of lock-in. But how close are we to realizing this? To answer this question, we need to examine open data formats and their properties. In turn, to understand data formats a brief historical overview is needed. https://www.youtube.com/watch?v=j7s8xSTxkYk&embedable=true We might call this table stakes, and it’s not just a pun. Historically, organizations would resort to using data warehouses for their analytics needs. These were databases specifically designed for analytics, as opposed to transactional applications. Traditional data warehouses worked, but scaling them was an issue as Merced pointed out. Scaling traditional data warehouses was expensive and cumbersome because it meant buying new hardware with storage and computing bundled. This was the problem Hadoop was meant to solve when introduced in the early 2010s, by separating storage and compute. Hadoop made scaling easier, but it was cumbersome to use. This is why an SQL interface was eventually created for Hadoop via , making it more accessible. Hive used metadata and introduced a protocol for mapping files, which was what Hadoop operated on, to tables, which is what SQL operates on. That was the beginning of open data formats. Apache Hive Data lakes, data lakehouses, and open data formats Hadoop also signified the emergence of the data lake. Since storage was now cheap and easy to add, that opened up the possibility of storing all data in one big Hadoop store: the data lake. Eventually, however, , which is the realm the “Big 5” operate on. Hadoop and on-premise compute and storage gave way to the cloud “The idea of a data lakehouse was, hey, you know what? We love this decoupling of compute and storage. We love the cloud. But wouldn’t it be nice if we didn’t have to duplicate the data and we could just operate over the data store you already have, your data lake, and then just take all that data warehouse functionality and start trying to move it on there?”, as Merced put it. However, as he added, that turned out to be a tall order, because there were elements of traditional data management missing. Other cloud-based data management platforms introduced notions like automated sharding, partitioning, distribution, and replication. That came as part of the move away from data centers and file systems towards the cloud and APIs to access data. But for data lakehouses, these things are not a given. This is where open data formats such as and come in. They all have some things in common, such as the use of metadata to abstract and optimize file operations and being agnostic about storage. However, Hudi and Delta Lake both continued to build on what Hive started, while Iceberg departed from that. Apache Iceberg, Apache Hudi, Delta Lake https://www.youtube.com/watch?v=043GGYTZCbk&embedable=true A detailed open data format comparison is a nuanced exercise, but perhaps the most important question is: Does interoperability exist between open data formats, and if yes, on what level? For the sixth data platform vision to become a reality, Interoperability should exist among clouds and formats, as well as on the semantics and governance level. Interoperability of the same format between different cloud storage vendors is possible, but not easy. It can be done, but it’s not an inherent feature of the data formats themselves. It’s done on the application level, either via custom integration or by using something like Dremio. And there will be egress and network costs from transferring files outside the cloud where they reside. Interoperability of different formats is also possible, but not perfect. It can be done by using a third-party application, but there are also a couple of other options like or . Neither works 100%, as Delta Uniform batches transactions and OneTable is for migration purposes. Delta Uniform OneTable As Merced noted, creating a solution that works 100% would probably incur a lot of overhead and complexity as metadata would have to be synchronized across formats. Merced thinks these solutions are motivated at least partially by Iceberg’s growth and the desire to ensure third-party tools can work with the Iceberg ecosystem. To federate or not to federate? What’s certain is that there’s always gonna be sprinkles of data in other systems or multiple clouds. That’s why federation and virtualization that can work at scale is needed, as Corless noted. Schema management is complicated enough on one system, and trying to manage changes across three different systems would not make things easier. Whether data is left where it originally resides and used via federated queries, or ingested in one storage location is a key architectural question. As such, there are tradeoffs involved that need to be understood. Even within federation, there are different ways to go about it – Dremio, GraphQL, Pinot, Trino, and more. “How do data consumers want to size up these problems? How can we give them predictive ways to plan for these trade-offs? They could use federated queries, or a hybrid table of real time and batch data. We don’t even have a grammar to describe those kinds of hybrid or complex data products these days”, Corless said. Corless has a slightly different point of view, focusing on real-time data and processing. This is what StarTree does, as it builds on t. Pinot is a real-time distributed OLAP datastore, designed to answer OLAP queries with low latency. Apache Pino Corless also noted that the choice of data format depends on several parameters. Some formats are optimized for in-memory use, like Others like are optimized for disk storage. Apache Arrow. Apache Parquet There are attempts to have common representations of data both in-memory and on storage, motivated by the need to leverage tiered storage. Tiered storage may utilize different media, ranging from in-memory to SSD to some sort of blob storage. “People want flexibility in where and how they store their data. If they have to do transmogrification in real time, that largely defeats the purpose of what they’re trying to do with tiered storage. Is there something like the best, most universal format? Whenever you’re optimizing for something, you’re optimizing away from something else. But I’m very eager to see where that kind of universal representation of data is taking us right now.”, Corless said. Semantics and governance Regardless of where or how data is stored, however, true interoperability should also include semantics and governance. This is where the current state of affairs leaves a lot to be desired. As Merced shared, the way all table formats work is that the metadata has information about the table, but not about the overall catalog of tables. That means they are not able to document the semantics of tables and how they relate to each other. A standard format of doing that doesn’t exist yet. Merced also noted that there is something that addresses this gap, but it only works for Iceberg tables. is an open-source platform that creates a catalog, thus making tracking and versioning Iceberg tables and views possible. Project Nessie Nessie also incorporates elements of governance, and Merced noted that Nessie will eventually have Delta Lake support too. Databricks on its part offers which works with Delta Lake, but it’s a proprietary product. There is no lack of data catalog products in the market, but none of that can really be considered the solution to semantics and data interoperability. Unity Catalog Corless on his part noted that there a standard called DCAT. DCAT, which stands for Data Catalog Vocabulary, is an RDF vocabulary designed to facilitate interoperability between data catalogs published on the Web. DCAT was recently updated to v.3, it’s been around for over a decade, and it’s precisely aimed at interoperability. https://www.youtube.com/watch?v=Pb53L77_nS8&embedable=true The fact that DCAT is not used widely has probably more to do with vendors reinventing the wheel and/or aiming for lock-in, as well as clients not being more proactive in requiring interoperability standards than with DCAT itself, as per Corless. Unfortunately, it seems like what data is to AI, governance is to data for most organizations: a distant second at best. Forty-two percent of data and analytics leaders do not assess, measure or monitor their data and analytics governance, according to a . Those who said they measured their governance activity mainly focused on achieving compliance-oriented goals. 2020 Gartner survey The onset of . was an effort to standardize governance for data lakes leveraging DCAT and other metadata vocabularies. Today, however, both Data Lakes and Atlas seem to have fallen out of fashion. GDPR in 2018 marked the opportunity for governance to leverage metadata and semantics to rise up Apache Atlas A new project called was spun out of Atlas, aiming to address more than data lakes. Furthermore, there is another open standard for metadata and data lineage called and several lineage platforms that support it, including Egeria. Egeria OpenLineage Conclusion So, what is the verdict? Is the sixth data platform possible for data management in 2024 or is it a pipedream? Merced thinks that we’re already starting to see it. In his view, using open formats like Apache Iceberg, Apache Arrow, and Apache Parquet can create a greater level of interoperability. This interoperability is still imperfect, he noted, but it’s a much better state of things than in the past. Dremio’s thesis is to be an open data lakehouse, not just operating on the data lake, but across tools and data sources. Corless thinks that we’re going to see a drive toward clusters of clusters, or systems of systems. There’s going to be a reinforced drive towards the automation of integration. More like Lego bricks that snap together easily, rather than Ikea furniture that comes with a hex wrench. But for that to happen, he noted, we’ll need a language and a grammar so that systems and people can both understand each other. The ingredients for a sixth data platform are either there, or close enough. As complexity and fragmentation explode, a language and grammar for interoperability sounds like a good place to start. Admittedly, interoperability and semantics are hard. Even that, however, may be more of a people and market issue than a technical one. DCAT and OpenLineage are just some of the vocabularies out there. Even things as infamously hard to define as data mesh and data products have a vocabulary of their own – the . Data Product Descriptor Specification Perhaps then the right stance here would be cautious optimism. Also published . here

Data Management in 2024: Will Open Data Formats Shape a “Sixth Platform”?

The Mysterious Island by Jules Verne, is part of the HackerNoon Books Series. You can jump to any chapter in this book . Chapter XVII here Chapter XVII Day had returned. No ray of light penetrated into the profundity of the cavern. It being high-water, the entrance was closed by the sea. But the artificial light, which escaped in long streams from the skylights of the “Nautilus” was as vivid as before, and the sheet of water shone around the floating vessel. An extreme exhaustion now overcame Captain Nemo, who had fallen back upon the divan. It was useless to contemplate removing him to Granite House, for he had expressed his wish to remain in the midst of those marvels of the “Nautilus” which millions could not have purchased, and to wait there for that death which was swiftly approaching. During a long interval of prostration, which rendered him almost unconscious, Cyrus Harding and Gideon Spilett attentively observed the condition of the dying man. It was apparent that his strength was gradually diminishing. That frame, once so robust, was now but the fragile tenement of a departing soul. All of life was concentrated in the heart and head. The engineer and reporter consulted in whispers. Was it possible to render any aid to the dying man? Might his life, if not saved, be prolonged for some days? He himself had said that no remedy could avail, and he awaited with tranquillity that death which had for him no terrors. “We can do nothing,” said Gideon Spilett. “But of what is he dying?” asked Pencroft. “Life is simply fading out,” replied the reporter. “Nevertheless,” said the sailor, “if we move him into the open air, and the light of the sun, he might perhaps recover.” “No, Pencroft,” answered the engineer, “it is useless to attempt it. Besides, Captain Nemo would never consent to leave his vessel. He has lived for a dozen years on board the ‘Nautilus,’ and on board the ‘Nautilus’ he desires to die.” Without doubt Captain Nemo heard Cyrus Harding’s reply, for he raised himself slightly, and in a voice more feeble, but always intelligible,— “You are right, sir,” he said. “I shall die here—it is my wish; and therefore I have a request to make of you.” Cyrus Harding and his companions had drawn near the divan, and now arranged the cushions in such a manner as to better support the dying man. They saw his eyes wander over all the marvels of this saloon, lighted by the electric rays which fell from the arabesques of the luminous ceiling. He surveyed, one after the other, the pictures hanging from the splendid tapestries of the partitions, the chef-d’oeuvres of the Italian, Flemish, French, and Spanish masters; the statues of marble and bronze on their pedestals; the magnificent organ, leaning against the after-partition; the aquarium, in which bloomed the most wonderful productions of the sea—marine plants, zoophytes, chaplets of pearls of inestimable value; and, finally, his eyes rested on this device, inscribed over the pediment of the museum—the motto of the “Nautilus”— “Mobilis in mobile.” His glance seemed to rest fondly for the last time on these masterpieces of art and of nature, to which he had limited his horizon during a sojourn of so many years in the abysses of the seas. Cyrus Harding respected the captain’s silence, and waited till he should speak. After some minutes, during which, doubtless, he passed in review his whole life, Captain Nemo turned to the colonists and said, “You consider yourselves, gentlemen, under some obligations to me?” “Captain, believe us that we would give our lives to prolong yours.” “Promise, then,” continued Captain Nemo, “to carry out my last wishes, and I shall be repaid for all I have done for you.” “We promise,” said Cyrus Harding. And by this promise he bound both himself and his companions. “Gentlemen,” resumed the captain, “to-morrow I shall be dead.” Herbert was about to utter an exclamation, but a sign from the captain arrested him. “To-morrow I shall die, and I desire no other tomb than the ‘Nautilus.’ It is my grave! All my friends repose in the depths of the ocean; their resting-place shall be mine.” These words were received with profound silence. “Pay attention to my wishes,” he continued. “The ‘Nautilus’ is imprisoned in this grotto, the entrance of which is blocked up; but, although egress is impossible, the vessel may at least sink in the abyss, and there bury my remains.” The colonists listened reverently to the words of the dying man. “To-morrow, after my death, Mr. Harding,” continued the captain, “yourself and companions will leave the ‘Nautilus,’ for all the treasures it contains must perish with me. One token alone will remain with you of Prince Dakkar, with whose history you are now acquainted. That coffer yonder contains diamonds of the value of many millions, most of them mementoes of the time when, husband and father, I thought happiness possible for me, and a collection of pearls gathered by my friends and myself in the depths of the ocean. Of this treasure at a future day, you may make good use. In the hands of such men as yourself and your comrades, Captain Harding, money will never be a source of danger. From on high I shall still participate in your enterprises, and I fear not but that they will prosper.” After a few moments’ repose, necessitated by his extreme weakness, Captain Nemo continued,— “To-morrow you will take the coffer, you will leave the saloon, of which you will close the door; then you will ascend on to the deck of the ‘Nautilus,’ and you will lower the mainhatch so as entirely to close the vessel.” “It shall be done, captain,” answered Cyrus Harding. “Good. You will then embark in the canoe which brought you hither; but, before leaving the ‘Nautilus,’ go to the stern and there open two large stop-cocks which you will find upon the water-line. The water will penetrate into the reservoirs, and the ‘Nautilus’ will gradually sink beneath the water to repose at the bottom of the abyss.” And comprehending a gesture of Cyrus Harding, the captain added,— “Fear nothing! You will but bury a corpse!” Neither Cyrus Harding nor his companions ventured to offer any observation to Captain Nemo. He had expressed his last wishes, and they had nothing to do but to conform to them. “I have your promise, gentlemen?” added Captain Nemo. “You have, captain,” replied the engineer. The captain thanked the colonists by a sign, and requested them to leave him for some hours. Gideon Spilett wished to remain near him, in the event of a crisis coming on, but the dying man refused, saying, “I shall live until to-morrow, sir.” All left the saloon, passed through the library and the dining-room, and arrived forward, in the machine-room where the electrical apparatus was established, which supplied not only heat and light, but the mechanical power of the “Nautilus.” The “Nautilus” was a masterpiece containing masterpieces within itself, and the engineer was struck with astonishment. The colonists mounted the platform, which rose seven or eight feet above the water. There they beheld a thick glass lenticular covering, which protected a kind of large eye, from which flashed forth light. Behind this eye was apparently a cabin containing the wheels of the rudder, and in which was stationed the helmsman, when he navigated the “Nautilus” over the bed of the ocean, which the electric rays would evidently light up to a considerable distance. Cyrus Harding and his companions remained for a time silent, for they were vividly impressed by what they had just seen and heard, and their hearts were deeply touched by the thought that he whose arm had so often aided them, the protector whom they had known but a few hours, was at the point of death. Whatever might be the judgment pronounced by posterity upon the events of this, so to speak, extra-human existence, the character of Prince Dakkar would ever remain as one of those whose memory time can never efface. “What a man!” said Pencroft. “Is it possible that he can have lived at the bottom of the sea? And it seems to me that perhaps he has not found peace there any more than elsewhere!” “The ‘Nautilus,’” observed Ayrton, “might have enabled us to leave Lincoln Island and reach some inhabited country.” “Good Heavens!” exclaimed Pencroft, “I for one would never risk myself in such a craft. To sail on the seas, good, but under the seas, never!” “I believe, Pencroft,” answered the reporter, “that the navigation of a submarine vessel such as the ‘Nautilus’ ought to be very easy, and that we should soon become accustomed to it. There would be no storms, no lee-shore to fear. At some feet beneath the surface the waters of the ocean are as calm as those of a lake.” “That may be,” replied the sailor, “but I prefer a gale of wind on board a well-found craft. A vessel is built to sail on the sea, and not beneath it.” “My friends,” said the engineer, “it is useless, at any rate as regards the ‘Nautilus,’ to discuss the question of submarine vessels. The ‘Nautilus’ is not ours, and we have not the right to dispose of it. Moreover, we could in no case avail ourselves of it. Independently of the fact that it would be impossible to get it out of this cavern, whose entrance is now closed by the uprising of the basaltic rocks, Captain Nemo’s wish is that it shall be buried with him. His wish is our law, and we will fulfil it.” After a somewhat prolonged conversation, Cyrus Harding and his companions again descended to the interior of the “Nautilus.” There they took some refreshment and returned to the saloon. Captain Nemo had somewhat rallied from the prostration which had overcome him, and his eyes shone with their wonted fire. A faint smile even curled his lips. The colonists drew around him. “Gentlemen,” said the captain, “you are brave and honest men. You have devoted yourselves to the common weal. Often have I observed your conduct. I have esteemed you—I esteem you still! Your hand, Mr. Harding.” Cyrus Harding gave his hand to the captain, who clasped it affectionately. “It is well!” he murmured. He resumed,— “But enough of myself. I have to speak concerning yourselves, and this Lincoln Island, upon which you have taken refuge. You now desire to leave it?” “To return, captain!” answered Pencroft quickly. “To return, Pencroft?” said the captain, with a smile. “I know, it is true, your love for this island. You have helped to make it what it now is, and it seems to you a paradise!” “Our project, captain,” interposed Cyrus Harding, “is to annex it to the United States, and to establish for our shipping a port so fortunately situated in this part of the Pacific.” “Your thoughts are with your country, gentlemen,” continued the captain; “your toils are for her prosperity and glory. You are right. One’s native land!—there should one live! there die! And I die far from all I loved!” “You have some last wish to transmit,” said the engineer with emotion, “some souvenir to send to those friends you have left in the mountains of India?” “No, Captain Harding; no friends remain to me! I am the last of my race, and to all whom I have known I have long been as are the dead.—But to return to yourselves. Solitude, isolation, are painful things, and beyond human endurance. I die of having thought it possible to live alone! You should, therefore, dare all in the attempt to leave Lincoln Island, and see once more the land of your birth. I am aware that those wretches have destroyed the vessel you have built.” “We propose to construct a vessel,” said Gideon Spilett, “sufficiently large to convey us to the nearest land; but if we should succeed, sooner or later we shall return to Lincoln Island. We are attached to it by too many recollections ever to forget it.” “It is here that we have known Captain Nemo,” said Cyrus Harding. “It is here only that we can make our home!” added Herbert. “And here shall I sleep the sleep of eternity, if—” replied the captain. He paused for a moment, and, instead of completing the sentence, said simply,— “Mr. Harding, I wish to speak with you—alone!” The engineer’s companions, respecting the wish, retired. Cyrus Harding remained but a few minutes alone with Captain Nemo, and soon recalled his companions; but he said nothing to them of the private matters which the dying man had confided to him. Gideon Spilett now watched the captain with extreme care. It was evident that he was no longer sustained by his moral energy, which had lost the power of reaction against his physical weakness. The day closed without change. The colonists did not quit the “Nautilus” for a moment. Night arrived, although it was impossible to distinguish it from day in the cavern. Captain Nemo suffered no pain, but he was visibly sinking. His noble features, paled by the approach of death, were perfectly calm. Inaudible words escaped at intervals from his lips, bearing upon various incidents of his checkered career. Life was evidently ebbing slowly and his extremities were already cold. Once or twice more he spoke to the colonists who stood around him, and smiled on them with that last smile which continues after death. At length, shortly after midnight, Captain Nemo by a supreme effort succeeded in folding his arms across his breast, as if wishing in that attitude to compose himself for death. By one o’clock his glance alone showed signs of life. A dying light gleamed in those eyes once so brilliant. Then, murmuring the words, “God and my country!” he quietly expired. Cyrus Harding, bending low closed the eyes of him who had once been the Prince Dakkar, and was now not even Captain Nemo. Herbert and Pencroft sobbed aloud. Tears fell from Ayrton’s eyes. Neb was on his knees by the reporter’s side, motionless as a statue. Then Cyrus Harding, extending his hand over the forehead of the dead, said solemnly, “May his soul be with God!” Turning to his friends, he added, “Let us pray for him whom we have lost!” Some hours later the colonists fulfilled the promise made to the captain by carrying out his dying wishes. Cyrus Harding and his companions quitted the “Nautilus,” taking with them the only memento left them by their benefactor, the coffer which contained wealth amounting to millions. The marvelous saloon, still flooded with light, had been carefully closed. The iron door leading on deck was then securely fastened in such a manner as to prevent even a drop of water from penetrating to the interior of the “Nautilus.” The colonists then descended into the canoe, which was moored to the side of the submarine vessel. The canoe was now brought around to the stern. There, at the water-line, were two large stop-cocks communicating with the reservoirs employed in the submersion of the vessel. The stop-cocks were opened, the reservoirs filled, and the “Nautilus,” slowly sinking, disappeared beneath the surface of the lake. But the colonists were yet able to follow its descent through the waves. The powerful light it gave forth lighted up the translucent water, while the cavern became gradually obscure. At length this vast effusion of electric light faded away, and soon after the “Nautilus,” now the tomb of Captain Nemo, reposed in its ocean bed. About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. Jules Verne (1998). The Mysterious Island. Urbana, Illinois: Project Gutenberg. Retrieved October 2022 https://www.gutenberg.org/files/1268/1268-h/1268-h.htm This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at , located at . www.gutenberg.org https://www.gutenberg.org/policy/license.html

No ray of light penetrated into the profundity of the cavern

The Big Four by Agatha Christie, is part of the HackerNoon Books Series. You can jump to any chapter in this book here . WE INVESTIGATE AT CROFTLANDS X. WE INVESTIGATE AT CROFTLANDS The Scotland Yard Inspector was, indeed, waiting on the platform, and greeted us warmly. "Well, Moosior Poirot, this is good. Thought you'd like to be let in on this. Tip-top mystery, isn't it?" I read this aright as showing Japp to be completely puzzled and hoping to pick up a pointer from Poirot. Japp had a car waiting, and we drove up in it to Croftlands. It was a square, white house, quite unpretentious, and covered with creepers, including the starry yellow jasmine. Japp looked up at it as we did. "Must have been balmy to go writing that, poor old cove," he remarked. "Hallucinations, perhaps, and thought he was outside." Poirot was smiling at him. "Which was it, my good Japp?" he asked; "accident or murder?" The Inspector seemed a little embarrassed by the question. "Well, if it weren't for that curry business, I'd be for accident every time. There's no sense in holding a live man's head in the fire—why, he'd scream the house down." "Ah!" said Poirot in a low voice. "Fool that I have been. Triple imbecile! You are a cleverer man than I am, Japp." Japp was rather taken aback by the compliment—Poirot being usually given to exclusive self praise. He reddened and muttered something about there being a lot of doubt about that. He led the way through the house to the room where the tragedy had occurred—Mr. Paynter's study. It was a wide, low room, with book-lined walls and big leather arm-chairs. Poirot looked across at once to the window which gave upon a gravelled terrace. "The window, it was unlatched?" he asked. "That's the whole point, of course. When the doctor left this room, he merely closed the door behind him. The next morning it was found locked. Who locked it? Mr. Paynter? Ah Ling declares that the window was closed and bolted. Dr. Quentin, on the other hand, has an impression that it was closed, but not fastened, but he won't swear either way. If he could, it would make a great difference. If the man was murdered, some one entered the room either through the door or the window—if through the door, it was an inside job; if through the window, it might have been any one. First thing when they had broken the door down, they flung the window open, and the housemaid who did it thinks that it wasn't fastened, but she's a precious bad witness—will remember anything you ask her to!" "What about the key?" "There you are again. It was on the floor among the wreckage of the door. Might have fallen from the keyhole, might have been dropped there by one of the people who entered, might have been slipped underneath the door from the outside." "In fact everything is 'might have been'?" "You've hit it, Moosior Poirot. That's just what it is." Poirot was looking round him, frowning unhappily. "I cannot see light," he murmured. "Just now—-yes, I got a gleam, but now all is darkness once more. I have not the clue—the motive." "Young Gerald Paynter had a pretty good motive," remarked Japp grimly. "He's been wild enough in his time, I can tell you. And extravagant. You know what artists are, too—no morals at all." Poirot did not pay much attention to Japp's sweeping strictures on the artistic temperament. Instead he smiled knowingly. "My good Japp, is it possible that you throw the mud in my eyes? I know well enough that it is the Chinaman you suspect. But you are so artful. You want me to help you—and yet you drag the red kipper across the trail." Japp burst out laughing. "That's you all over, Mr. Poirot. Yes, I'd bet on the Chink, I'll admit it now. It stands to reason that it was he who doctored the curry, and if he'd try once in an evening to get his master out of the way, he'd try twice." "I wonder if he would," said Poirot softly. "But it's the motive that beats me. Some heathen revenge or other, I suppose." "I wonder," said Poirot again. "There has been no robbery? Nothing has disappeared? No jewellery, or money, or papers?" "No—that is, not exactly." I pricked up my ears; so did Poirot. "There's been no robbery, I mean," explained Japp. "But the old boy was writing a book of some sort. We only knew about it this morning when there was a letter from the publishers asking about the manuscript. It was just completed, it seems. Young Paynter and I have searched high and low, but can't find a trace of it—he must have hidden it away somewhere." Poirot's eyes were shining with the green light I knew so well. "How was it called, this book?" he asked. "The Hidden Hand in China, I think it was called." "Aha!" said Poirot, with almost a gasp. Then he said quickly, "Let me see the Chinaman, Ah Ling." The Chinaman was sent for and appeared, shuffling along, with his eyes cast down, and his pigtail swinging. His impassive face showed no trace of any kind of emotion. "Ah Ling," said Poirot, "are you sorry your master is dead?" "I welly sorry. He good master." "You know who kill him?" "I not know. I tell pleeceman if I know." The questions and answers went on. With the same impassive face, Ah Ling described how he had made the curry. The cook had had nothing to do with it, he declared, no hand had touched it but his own. I wondered if he saw where his admission was leading him. He stuck to it too, that the window to the garden was bolted that evening. If it was open in the morning, his master must have opened it himself. At last Poirot dismissed him. "That will do, Ah Ling." Just as the Chinaman had got to the door, Poirot recalled him. "And you know nothing, you say, of the Yellow Jasmine?" "No, what should I know?" "Nor yet of the sign that was written underneath it?" Poirot leant forward as he spoke, and quickly traced something on the dust of a little table. I was near enough to see it before he rubbed it out. A down stroke, a line at right angles, and then a second line down which completed a big 4. The effect on the Chinaman was electrical. For one moment his face was a mask of terror. Then, as suddenly, it was impassive again, and repeating his grave disclaimer, he withdrew. Japp departed in search of young Paynter, and Poirot and I were left alone together. "The Big Four, Hastings," cried Poirot. "Once again, the Big Four. Paynter was a great traveller. In his book there was doubtless some vital information concerning the doings of Number One, Li Chang Yen, the head and brains of the Big Four." "But who—how—" "Hush, here they come." Gerald Paynter was an amiable, rather weak-looking young man. He had a soft brown beard, and a peculiar flowing tie. He answered Poirot's questions readily enough. "I dined out with some neighbours of ours, the Wycherlys," he explained. "What time did I get home? Oh, about eleven. I had a latch-key, you know. All the servants had gone to bed, and I naturally thought my uncle had done the same. As a matter of fact, I did think I caught sight of that soft-footed Chinese beggar Ah Ling just whisking round the corner of the hall, but I fancy I was mistaken." "When did you last see your uncle, Mr. Paynter? I mean before you came to live with him." "Oh! not since I was a kid of ten. He and his brother (my father) quarrelled, you know." "But he found you again with very little trouble, did he not? In spite of all the years that had passed?" "Yes, it was quite a bit of luck my seeing the lawyer's advertisement." Poirot asked no more questions. Our next move was to visit Dr. Quentin. His story was substantially the same as he had told at the inquest, and he had little to add to it. He received us in his surgery, having just come to the end of his consulting patients. He seemed an intelligent man. A certain primness of manner went well with his pince-nez, but I fancied that he would be thoroughly modern in his methods. "I wish I could remember about the window," he said frankly. "But it's dangerous to think back, one becomes quite positive about something that never existed. That's psychology, isn't it, M. Poirot? You see, I've read all about your methods, and I may say I'm an enormous admirer of yours. No, I suppose it's pretty certain that the Chinaman put the powdered opium in the curry, but he'll never admit it, and we shall never know why. But holding a man down in a fire—that's not in keeping with our Chinese friend's character, it seems to me." I commented on this last point to Poirot as we walked down the main street of Market Handford. "Do you think he let a confederate in?" I asked. "By the way, I suppose Japp can be trusted to keep an eye on him?" (The Inspector had passed into the police station on some business or other.) "The emissaries of the Big Four are pretty spry." "Japp is keeping an eye on both of them," said Poirot grimly. "They have been closely shadowed ever since the body was discovered." "Well, at any rate we know that Gerald Paynter had nothing to do with it." "You always know so much more than I do, Hastings, that it becomes quite fatiguing." "You old fox," I laughed. "You never will commit yourself." "To be honest, Hastings, the case is now quite clear to me—all but the words, Yellow Jasmine—and I am coming to agree with you that they have no bearing on the crime. In a case of this kind, you have got to make up your mind who is lying. I have done that. And yet—" He suddenly darted from my side and entered an adjacent bookshop. He emerged a few minutes later, hugging a parcel. Then Japp rejoined us, and we all sought quarters at the inn. I slept late the next morning. When I descended to the sitting-room reserved for us, I found Poirot already there, pacing up and down, his face contorted with agony. "Do not converse with me," he cried, waving an agitated hand. "Not until I know that all is well—that the arrest is made. Ah! but my psychology has been weak. Hastings, if a man writes a dying message, it is because it is important. Every one has said—'Yellow Jasmine? There is yellow jasmine growing up the house—it means nothing.'" "Well, what does it mean? Just what it says. Listen." He held up a little book he was holding. "My friend, it struck me that it would be well to inquire into the subject. What exactly is yellow jasmine? This little book has told me. Listen." He read. "'Gelsemini Radix. Yellow Jasmine. Composition: Alkaloids gelseminine C22H26N2O3, a potent poison acting like coniine; gelsemine C12H14NO2, acting like strychnine; gelsemic acid, etc. Gelsemium is a powerful depressant to the central nervous system. At a late stage in its action it paralyses the motor nerve endings, and in large doses causes giddiness and loss of muscular power. Death is due to paralysis of the respiratory centre.' "You see, Hastings? At the beginning I had an inkling of the truth when Japp made his remark about a live man being forced into the fire. I realised then that it was a dead man who was burned." "But why? What was the point?" "My friend, if you were to shoot a man, or stab a man after he were dead, or even knock him on the head, it would be apparent that the injuries were inflicted after death. But with his head charred to a cinder, no one is going to hunt about for obscure causes of death, and a man who has apparently just escaped being poisoned at dinner, is not likely to be poisoned just afterwards. Who is lying, that is always the question? I decided to believe Ah Ling—" "What!" I exclaimed. "You are surprised, Hastings? Ah Ling knew of the existence of the Big Four, that was evident—so evident that it was clear he knew nothing of their association with the crime until that moment. Had he been the murderer, he would have been able to retain his impassive face perfectly. So I decided then, to believe Ah Ling, and I fixed my suspicions on Gerald Paynter. It seemed to me that Number Four would have found an impersonation of a long lost nephew very easy." "What!" I cried. "Number Four?" "No, Hastings, not Number Four. As soon as I had read up the subject of yellow jasmine, I saw the truth. In fact, it leapt to the eye." "As always," I said coldly, "it doesn't leap to mine." "Because you will not use your little gray cells. Who had a chance to tamper with the curry?" "Ah Ling. No one else." "No one else? What about the doctor?" "But that was afterwards." "Of course it was afterwards. There was no trace of powdered opium in the curry served to Mr. Paynter, but acting in obedience to the suspicions Dr. Quentin had aroused, the old man eats none of it, and preserves it to give to his medical attendant, whom he summons according to plan. Dr. Quentin arrives, takes charge of the curry, and gives Mr. Paynter an injection—of strychnine, he says, but really of yellow jasmine—a poisonous dose. When the drug begins to take effect, he departs, after unlatching the window. Then, in the night, he returns by the window, finds the manuscript, and shoves Mr. Paynter into the fire. He does not heed the newspaper that drops to the floor and is covered by the old man's body. Paynter knew what drug he had been given, and strove to accuse the Big Four of his murder. It is easy for Quentin to mix powdered opium with the curry before handing it over to be analysed. He gives his version of the conversation with the old man, and mentions the strychnine injection casually, in case the mark of the hypodermic needle is noticed. Suspicion at once is divided between accident and the guilt of Ah Ling owing to the poison in the curry." "But Dr. Quentin cannot be Number Four?" "I fancy he can. There is undoubtedly a real Dr. Quentin who is probably abroad somewhere. Number Four has simply masqueraded as him for a short time. The arrangements with Dr. Bolitho were all carried out by correspondence, the man who was to do locum originally having been taken ill at the last minute." At that minute, Japp burst in, very red in the face. "You have got him?" cried Poirot anxiously. Japp shook his head, very out of breath. "Bolitho came back from his holiday this morning—recalled by telegram. No one knows who sent it. The other man left last night. We'll catch him yet, though." Poirot shook his head quietly. "I think not," he said, and absent-mindedly he drew a big 4 on the table with a fork. About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. Agatha Christie (2023). The Big Four. Urbana, Illinois: Project Gutenberg. Retrieved https://www.gutenberg.org/cache/epub/70114/pg70114-images.html This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org , located at https://www.gutenberg.org/policy/license.html .

WE INVESTIGATE AT CROFTLANDS

The steaks we had that night

One major change sparked by the onset of the COVID-19 pandemic was the trend of remote work for companies across the globe. Millions of people started working remotely, and many thought it was a temporary measure to prevent the spread of the coronavirus. However, it only took a few months to realize that remote work was here to stay. Some corporations implemented a permanent remote work model, while others adopted a hybrid one. Regardless of these models, one thing many employees and companies are trying to overcome is employee burnout. Innovative, tech-driven solutions may be an invaluable tool in combating remote work burnout. How Remote Work Can Lead To Burnout While remote work created myriad opportunities for companies to continue operating smoothly during the global pandemic, it's also created unprecedented challenges for the average worker. For example, working remotely means employees spend less time surrounded by colleagues working toward the same mission. There's no way for remote workers to engage in the face-to-face interactions inherent to the traditional office environment. Loneliness and isolation are of remote working and have far-reaching implications. Employees struggling with these feelings might engage in poor decision-making and have increased stress levels. two of the top concerns Remote work also makes it challenging for employees to set boundaries and separate their personal and professional lives. Depending on their employer, some workers might lack the right technology to perform well. Reports suggest that around their jobs because they lacked suitable technology to fulfill their job responsibilities. 26% of employees considered quitting Remote employees often work long hours, lack personal time to recharge, and between work and home. The "always-on" mentality also negatively impacts employees and their mental health. do not have a clear separation Signs and Symptoms of Remote Work Burnout As a result of these issues, remote employees are experiencing burnout symptoms, which can decrease their productivity, motivation, sense of fulfillment, and engagement. Here are some of the : signs and symptoms of work burnout Reduced efficacy Energy depletion Exhaustion Depersonalization Cynicism Businesses should do their best to keep an open line of communication with remote workers and implement solutions, so employees avoid experiencing burnout. But how can they accomplish this? How Technology Can Reduce Remote Work Burnout Companies might be able to leverage technology to reduce remote work burnout. Below are some ways technology can help employees reduce burnout symptoms and feel more connected and engaged while working from home. 1. Video Conferencing Meditations The rise in software like Google Meet, Zoom, and Skype helped support companies as they transitioned to remote work. While these tools are used to hold work-related meetings, performance reviews, or check-ins, they can also create a space for employees to meditate. A recent study found that mindfulness meditation effectively reduced for nurses. burnout These meditation practices can increase self-compassion, decrease burnout symptoms and stress and improve employees' mental health. 2. Mental Health Apps The pandemic has impacted virtually everyone's mental well-being, and remote workers are no exception. Trying to achieve a work-life balance, managing a schedule, and handling childcare and other responsibilities can quickly become overwhelming for an employee. Thankfully, various mental health apps on smartphones can come in handy. Some examples of include Calm, Headspace, Happify, and Moodkit. popular apps in this category 3. Wearable Devices Another tech gadget that could help employees reduce feelings of burnout is wearable devices. Take the Apple Watch, for example. The watch can monitor the user's breathing, heart rate, the times they stand up during the day, and other aspects of their daily life. It also to help employees re-center themselves if they become frustrated, stressed, or upset during the workday. has a Breathe feature 4. Virtual Health Care Lastly, virtual therapy sessions can help employees discuss their feelings of burnout and consult a licensed mental health counselor to find viable solutions. Telehealth became increasingly popular during the pandemic and will likely continue. Businesses can use these four technologies to help support their remote workers experiencing burnout symptoms. Leveraging Tech to Put Employees First Although burnout existed before the pandemic and subsequent remote work trends, business leaders are responsible for preventing and alleviating employee burnout symptoms. By leveraging available resources and technologies, organizations can assist remote workers with burnout, enabling them to maintain their productivity, feel more engaged, and contribute to the company's mission.

Can Tech Combat Remote Work Burnout?

Dbt is a wildly popular tool. When it comes to the data pipeline, companies do (and should!) use dbt tests to mitigate problems. Dbt tests are great for organizations who want to improve data quality and reliability. But sometimes, dbt might not go far enough. Testing has inherent limitations. For example - tests only provide information from the areas that are tested. But what about the areas you don’t have time to test, because of resource or time limitations? When an organization gets big enough, it might need to fold in some additional . In this post, we’ll talk about 7 ways to level up your dbt tests, and some indicators that it’s time to move beyond the test. data observability 1. Get a handle on the different dbt test types When it comes to dbt tests, you have two options: , and . data tests schema tests Data tests are specific queries that you run against a specific model. They live in the “tests” folder of your dbt project. Schema tests are generic. They can be configured and applied to multiple models. Out of the box, dbt has four schema tests that can be immediately used: unique, not_null, accepted_values, and relationships.  You can also write custom schema tests, as macros with the prefix test and stored in the folder. macros If you have one model that you want to validate in a specific way, you can simply write a data test in the tests folder. But if you find that you’re copying and pasting that query and configuring it. across multiple models - you might want to transition your data test into a schema test. 2. Use plugins and packages Level up your dbt with integrations, like: - an open platform for data lineage collection and analysis. It tracks metadata about datasets, jobs, and runs. OpenLineage consumes data produced by dbt runs. OpenLineage -  a dbt plugin that allows users to deploy GE-like tests in their data warehouse directly from dbt dbt_expectations - small test cases for Macros that verify data is working as expected Unit tests 3. For all dbt runs, schedule dbt tests For daily dbt jobs, you likely run associated tests on the same schedule. You can configure your dbt job to have multiple commands, including tests, running, freshness checks, and more. You can set up automated emails and Slack notifications in the case of failure. 4. Run dbt tests on a model change / new PR When a PR is created in your database repo with a migration, use dbt tests to verify changes won’t break your dbt models before merging the PR. You can do this by using data model blue-green deployment. Your CI/CD tool should do the and commands to target a staging database environment or a staging schema within the production environment. dbt run dbt test If the tests pass, continue on with against the production environment or production schema. dbt run Also, make sure that your staging environment is fully replicated. That way, the intitial staging results are an accurate proxy for how production will play out. dbt test 5. Run dbt tests on your source models To catch potential problems as early as possible,  run “dbt test” against your source models first: Run dbt tests against the source Run the dbt job Test the resulting outputs In other words: dbt test --models source:[sources] dbt run -m [models] dbt test -m [models] 6. Distribute dbt test results Set up an interactive way to display and visualize dbt test results. That way, you’ll always be aware when something in your dbt transformations goes wrong. Several tools on the market can help you with these displays. For example, and do these visualizations for you. Or, you can create a custom visualization. re_data elementary For example, the team at leveraged dbt artifacts and the query log to build reporting and alerts on dbt model/job runs and performance. This may also be a good point to begin considering a more generic data observability tool like . Snapcommerce Bigeye 7. Add data observability into your pipeline Testing and data observability have the same end goal - detecting problems. However, they approach this end results differently. Testing is opinionated - it originates in a human expressing a condition they think should be true. Observability is neutral - it asks, “Do we know the state of the data system at all times? How has it changed?”  Much like a dashboard on a vehicle, data observability provides insight into how fast you’re going, whether the engine light is on, and whether you’re due for an oil change. In conclusion: Optimize your dbt testing sophistication Data engineers will go to some trouble to bridge the gap between dbt tests and complete data observability. It often results in a hacked-together setup that leaves out large parts of the data stack, outside the realm of dbt. As organizations scale, there’s infinite opportunity to test. While you can only write tests for so many things, you can layer in data observability on top of your set of tests. It will help you catch the things for which you don’t want to (or can’t) write tests.

Leveling Up Your dbt Tests in 7 Steps

At some point in your , you may find yourself in a position where you are responsible not only for your own output but also for the output of other writers under you. In other words, you’ve become a manager. Some typical scenarios where you find yourself in the role of supervisor or manager: technical writing career At some point, you may be promoted to senior technical writer with the responsibility of training new junior writers. You work in a large company with a reasonably sized technical writing team. You need to convince the company to temporarily or permanently bring in another writer to help manage the content, and you’ll need to manage his output. You’re the lone technical writer in a smaller company. Regardless of how this occurs, now you need to manage the output of others, and your focus is going to change to at least some degree. You’ll need to acquire an additional awareness of the overall technical writing process in the company and how it is impacted by company politics, as well as advanced knowledge of the other departments’ personnel and processes. Of course, you’ll need to do this while continuing to deliver the documentation yesterday. Simply put, you have to figure out whether you are a leader or a manager, and come up with a method for managing the writers under you. Your choice is greatly influenced by your personality, and the personalities of the people you interact with. A lot has been written about leader vs. manager, but in essence: Managers administer, leaders innovate Managers worry about the day-to-day operations, leaders project a vision for the future Managers ask how and when leaders also consider the why Managers obsess over delivering on time, leaders commit to delivering better Managers focus on the details, leaders paint the larger picture In technical communication, managers require their writers to deliver, leaders inspire them to deliver. Technical Writing Manager Successful technical writing groups do not depend on a question of leadership versus management, but rather . Management is a basic requirement for any technical writing team. Content needs to be delivered on time to customers, and while there is always room for improvement, the actual process needs to be administered on a daily basis. leadership and management In some companies like with large documentation departments, it is possible to have both managers and also leaders, but it is impossible to get by on leadership alone. Technical writers need the how what and when questions answered. The why is an added bonus. MyPerfectWords When you find yourself managing a documentation department, ask yourself the following questions: What is the documentation that your company needs to create? What are the impending deadlines? Which SMEs need to be interviewed? Which managers do I need to talk to? What content needs to be reviewed? What has to be done? Every what requires a when. Create a task chart or a Gantt. Being aware of what needs to be done and how everything is progressing will help you keep a handle on all the tasks, and also demonstrate it to management. Keep an open line of communication with your writers, they need to know tasks and deadlines, and you need to know whether to adjust the schedule so it won’t be at the last minute. When must things be done? ? Once you know what needs to be done and when it is due, you will be able to calculate how many people you need for the task, and what skills are needed. A well-thought case for additional staff will help you convince reluctant management to provide you with the help you need. When recruiting for the technical writing staff, emphasize skills and the ability to learn quickly since content requirements may change, and you’ll not be able to hire a new person for every new task that comes along, such as tutorial videos or instructional design. Who must get things done ? Which software tools are required? Do you need special hardware? How are your outputs going to be delivered? Do you need a CMS? What processes do you need for the creation, review, and production of content? Your company likely has existing software that you are going to be expected to use (MS-Office), but to do the job effectively, your team may need more sophisticated tools like Framemaker, Robohelp or Flare. The choice of tools should be determined according to both the content requirements, as well as your writers’ abilities. Tools can be learned, and good writers are hard to replace so keep both considerations in mind. How will get things done ? You will need to interact with other teams or departments to accomplish your tasks, such as conducting SME interviews. But you also need the help of other departments, such as engineering, training, support, or even marketing, to gather information and develop content. No matter whether your department is integrated with other departments, where you are positioned determines who you can interact with so it’s important to understand the chain of command. How will the technical writing department’s place in the organization help me get things done These questions are relevant for managers of large departments and small teams. You need to be aware of all the details and the overall process in order to effectively manage tasks and writers. You also need to figure out how you are going to interact with people. As a manager, you are going to be interacting not only with the writers under you, but also with the managers above you and other departments – all of which have distinct personalities, agendas, and places in the organizational hierarchy. That means you have to adopt different management styles to successfully accommodate situations you encounter. Here’s a quick summary of five management styles, and when they are appropriate: : If your writers need micro-managing and hand holding, especially when first joining a team. While some writers don’t need close supervision or eventually grow out of it, others will always need to be told in detail what needs to be done. If you have writers needing micromanagement, always make sure to set aside time to check on them, and require daily or weekly reports. Hands-on : At the other end of the spectrum are writers who hate being interrupted and value their independence. They need a hands-off approach, and to prove they deserve it will have pretty amazing metrics. Independent writers generally need a nudge to keep them on task and for you to stay on top of the department’s output. Otherwise, stay out of their way, and so they’ll deliver their content on or ahead of schedule. Hands off : If there is only one of you, and many groups of products that require your attention, delegate to other writers and have them attend meetings. Making these writers scouts enables them to be aware not only of their own work but also the work of others. This kind of sharing is key because decisions one writer makes usually affect others, and they can become more proactive about what goes on outside their desk. Scout leader : As a manager, you need to represent your department to other managers who tell their employees how to interact with your writers. Not only will you need to represent your department’s interests, but also smooth the way for your writers, such as spotlighting a writer to demonstrate accomplishments, and encourage increased cooperation. This approach can also make it easier to support your team members when they need it. Patron : Large organizations often have complex projects and multiple writers. Some writers will attempt to do everything on their own, even as other writers have spare time on their hands. As a manager, you are going to be responsible for assigning tasks to schedules, and bringing in other writers when things get hectic. You need to communicate and coordinate with your writers to make sure that everything is getting done on time. Air Traffic Controller Keep in mind that these management approaches are not the same thing as leadership. If you are a good manager, you’ll get your writer to produce the required content, using whichever approach best suits the person and situation. If you are a good leader, you’ll get them to want to produce the content and even enjoy the task. Technical Writing Leadership A leader can get the best performance out of their writers, despite obstacles such as ever increasing workloads. Becoming a leader requires a conscious decision to do so, and involves careful thought about your own goals and willingness to change. Ask yourself the following questions: How well do I understand the role of technical writing in helping the company meet its larger goals? Can I summarize the group’s mission in one sentence? Can I articulate the kind of environment in which I want to work, and share that vision with my team? Am I willing to argue against superiors to protect the integrity of my team’s work, and will the organization tolerate such challenges? How well can I identify the strengths and weaknesses of the people with whom I work, and can I channel these into positive tasks? Am I willing to delegate assignments and provide the information others need to complete those assignments well? Am I willing to make mistakes, accept others’ mistakes, and use these as opportunities for improvement? Am I willing to empower others to make decisions and foster creative thinking? Do I believe I can make a difference? Answers to these questions don’t always provide a clear direction or specific goals, but they help reaffirm the decision to take on a leadership role. These answers lead to the awareness of improvements you need to make in your approach, or alternatively, that you’re in the wrong role or in the wrong organization. And they lay the groundwork for creating a vision. To lead effectively, you need to create a vision and communicate it to the team. The vision answers the “why” of your department’s existence and leads to the how. The Vision drives everything else. Defining a vision is mostly based on known organizational objectives and your superiors’ expectations, but there is usually room in a departmental vision to add your own touch. For example, a technical writing department may be expected to manage documentation and is necessary for process control, but you can add a commitment to best-in-class performance, which communicates significance, to your writers and others. Establishing this vision helps define goals for the group and helps create a sense of personal ownership, especially if the team collaborates to shape the vision. In a vision-building effort with your team, you should first define the core values of your organization, and the common ideals that everyone understands, such as integrity, creativity, innovation, service, and accuracy. Review with your team these values and mission statements, and decide whether the team’s performance has adhered to them. The next step is to examine what your team aspires to become, and the long-term goals needed to reach this aspirational state. One good technique involves stating what the team does and why it is important, and then asking what the company would lose if your department ceased to exist tomorrow. Repeat the question to open a free-wheeling discussion on contributions, and the value of technical writing to the company as a whole. After you create the vision, you must communicate it – using both subtle and obvious methods. Connect events to the vision to emphasize its relevance. Bring it up in internal memos, presentations, and posters. Incorporate it into performance review standards and interdepartmental projects. Constant communication of the vision helps energize your team, and also advertise your efforts to upper management. Developing a vision makes your life as a manager easier because it helps build a stronger team who feel more involved and committed, and thus are able to demonstrate more initiative. As a leader with vision, you establish a purpose for yourself and your team, and technical writing becomes more than just a job, even as you yourself become better prepared to handle the challenges of the future. Technical Writing Management Today Today technical writers are more than just paper pushers and documentation managers. Technical writing has evolved beyond creating individual documents, to become managing content and information. Users today are accessing traditional documentation less and less while using their smartphones to search Google and YouTube and to ask friends on Facebook and Twitter for the knowledge they need. The interaction between a technical writer and his target audience is now much more direct, and information is considerably more mobile. In addition to moving up the career ladder, technical writers have the option of moving beyond , to , and understanding the larger role of content within the organization – how it is used and who consumes it. See where the trends are going, and be ready to adapt as necessary, while keeping your ego in check – whether you are a manager, a leader or both. documentation management content and knowledge management Also Published . here

Technical Writing, Leadership and Management 

Having a talented, knowledgeable and well-connected recruiter aggressively working on your behalf could help you find a great, new job opportunity. A good recruiter can provide you access to some of the best jobs on the market, sell you to the company so that you can get a job offer, and negotiate a stronger total-compensation package for you. Here’s the secret to getting a recruiter to work harder for you. How do recruiters or headhunters work? Recruiters are generally paid a fee by the hiring company. They only get paid if they place a candidate with the company. Because of the recruiting industry’s financial structure, recruiters are motivated to work on your behalf. There is no second-place trophy if they don’t land you the job! A recruiter’s commission is also typically a percentage of your salary, so if you get a better offer, they will earn a larger fee. As you might imagine, recruiters are generally motivated to help you get the job. However, the recruiter needs to feel very positive about your chances of success. They need to feel that all their time and effort will be worthwhile as if you don’t get the job, they don’t get paid for any of the work they did on your behalf. After all, you don’t pay the recruiter or headhunter. How do you motivate a recruiter to work harder for you? are already motivated to work on your behalf. They will prepare, motivate and hold your hand through the rough patches and the entire job interview process. Recruiters However, these are five things that you can do to motivate a recruiter to work harder for you. Make it easy for the recruiter to sell you You want to ensure that you present yourself in a way that the recruiter becomes your biggest fan and champion. A recruiter will be your advocate, but it helps if they truly believe you are engaged in the job process and will accept a job offer if you earn one. Have a call with the recruiter so that they know you personally and professionally. Working with a recruiter is a two-way relationship, and you both need to feel confident in each other. Plus, it’s human nature to work harder for people you like and respect. Sell yourself to the recruiter Be prepared with a three to five-minute interview pitch. Be able to describe your current responsibilities clearly and concisely. The skills and responsibilities you highlight should be relevant to the types of jobs that you want to interview for and eventually accept. Again, you want to make it easy for the recruiter to pitch your experience and candidacy to different hiring managers. Maintain an open line of communication with the recruiter Be honest and direct with the recruiter throughout the job interview process. Speak candidly and transparently about your current situation and what you are seeking. You want to be on the same page as your recruiter. Provide the recruiter with a clear picture of your situation and advise them of any changes. They need to hear what you are looking for concerning title, company culture, benefits, growth opportunities, salary requirements and everything else that factors into your decision about accepting a new job. After any job interview, offer feedback. Ask the recruiter if they have constructive criticism from the company to help you fine-tune your approach for the next round. Remember: The more your recruiter knows, the better they can effectively deal with any roadblocks. Help them push the process forward for you. Approach every communication with tact It’s not just your reputation on the line during the job interview process. A recruiter is recommending you for an open position to their clients. They want to be confident that you will shine and won’t embarrass them or yourself. Demonstrate good judgment. Don’t be rude in your communications, and prepare for each job interview. Be patient Job interviews take a long time. It could take months and require meeting a handful to a dozen people before the company decides to extend a job offer. Recognize that it isn’t the recruiter’s fault. The recruiter wants you to get a job offer as soon as possible. They are motivated financially to move you along the process and share feedback and information as soon as they receive it. The bottom line Take the time to convince your recruiter that you have the right background, expertise, education, and interpersonal skills for the job. A recruiter or headhunter will be your strongest advocate and can dramatically increase your chances of landing a dream job or pay package. This article was written by Jack Kelly for Forbes and was lightly edited and published with permission on Teamblind’s blog.

How to Get a Recruiter to Work Harder for You

There are three main steps that an enterprise should take to manage employee leave. These include complying with federal and state laws, establishing clear communication with employees, and identifying and implementing a fair leave policy. Employee leave policies should also cover special government and legal holidays. As the holiday season approaches, these processes become even more challenging. But following these 3 employee leave management tips will help you ensure that everyone has a great time off from work during the holiday season. Employee leave management is a complex process The complexities of employee leave management cannot be ignored. Not only does it encourage a healthier work-life balance, but can also reduce absenteeism. Studies have shown that employees rate paid time off as one of the most important benefits of their jobs, behind health care. To ensure employee retention and satisfaction, get the process right. The biggest challenges of employee leave management include a lack of communication and a number of legal repercussions. The governing rules of leave entitlement and allocation are intricate, and often a lot of confusion results. For this reason, some public sector entities have specialized leave management units that can answer questions from employees and supervisors and ensure that leave is used fairly and appropriately. OnePoint also helps organizations minimize business risk by allowing managers to easily and quickly respond to employee requests. While investment in new technology is critical, it isn't the final step. Managers and supervisors must be trained and guided to ensure that leave policies are implemented correctly and efficiently. A self-service portal can help organizations streamline the process and eliminate human errors related to payroll. It also empowers employees by providing a single point of access for all leave management needs. Employees can check their leave balance and status from their mobile devices. A self-service portal can help employers manage employee data and make it easy to communicate with employees. This is particularly important for organizations where leave management is a key process. The management of employee leave is a complex process that can be challenging to manage manually. Even if you manage your leaves through excel sheets, the number of requests for leave can become a nightmare. With a growing number of staff, it can become impossible to keep track of every leave request. A good leave management solution will help you identify patterns and alert you when a staff member is going on leave, and this will reduce your time spent searching for replacement staff. The key to ensuring a smooth leave management process is communication. Managers must make sure that employees understand and comply with the policy. Holiday time and summertime are stressful periods for employees, and they should ensure that there is no disruption in the workday due to high levels of absences and leave requests. Internal communication and a company newsletter are a couple of methods for improving employee compliance with leave policies. Additionally, intermittent reminder messages can be pushed out to the time clock terminal. The aim is to increase compliance with leave policies, while minimizing the chances of legal problems. It requires compliance with federal and state laws Compliance with federal and state laws for employee leave management is critical for the success of your business. The rules regarding paid time off and sick leave vary from jurisdiction to jurisdiction, and navigating the complexities of the law can seem impossible. However, with HR Works at your side, you'll be able to successfully navigate the complicated world of employee leave management and stay within the law. You can use our leave management services to help you stay within the law and keep your business functioning smoothly. Managing employee leave policies and procedures is a complex task, especially if the laws vary by state. The Massachusetts Parental Leave Act, for example, requires that employers provide employees with eight weeks of unpaid leave for maternity and paternity leave. FMLA, meanwhile, may require employers to provide paid time off for certain types of work. Further, many states have laws regulating how employees can use their unpaid time off. Employee leave management is a complex process, but a few simple tips can help you ensure compliance with federal and state laws and provide peace of mind to employees alike. The first tip is to assess your employees' leave obligations. While they may be unwilling to cooperate with the leave process, it's vital to determine their legal leave entitlement. Remember, some employees may not be clear on the reasons why they need leave, and that's OK--they are still entitled to time off. Another common challenge employers face is how to manage the needs of employees who work remotely or across many jurisdictions. The COVID-19 pandemic, which impacted the availability of paid sick leave and kin care, has amplified the importance of the decisions employers make on leave, and introduced new legal obligations for employers. These laws apply to remote employees, employers operating in multiple jurisdictions, and employers that employ workers from far-flung locations must make sure that they comply with the relevant laws. Compliance with federal and state laws for employee leave management is essential for the success of any business. Without a proper strategy, the lack of effective leave policies can lead to a toxic work environment that can cause employees to miss work and ultimately lead to increased productivity costs. Additionally, poor leave management can put employers at risk for fines and class action lawsuits. The best solution to avoid such problems is to implement a comprehensive leave management system. It requires clear communication with Employees The most important thing for an employer to remember when managing employee leave is to keep an open line of communication with all team members. The last thing any employer wants is for an employee to ask for leave the day before the holiday. Having clear communication about when and how leave is permitted is essential to a strong employee leave policy. Here are a few tips for better employee leave management. Ensure all team members understand your leave policy before making any changes. The first step to clear communication with your employees when managing employee leave is to set up an appointment to discuss the need for the leave. If the employee requests an appointment, set a meeting time and date. Make sure to pay the employee for this time. If the employee is hourly, they must be paid for any preparation time. If the employee is exempt, you should be paying them for the day. If this is not possible, consider offering an alternative schedule to ensure that the conversation goes smoothly. During the employee's leave, you should send a reminder confirming the date they are expected to return. Make sure to follow up with a monthly check-in with their direct supervisor. You should also ask them to opt-in to digital communication before the leave issue arises. This way, you can track all communication with employees. They can also receive updates on the company. If the employee requested a time off, they could request a new shift. The process of managing employee leave is a complicated one. Without a proper system, the process can be frustrating for both employees and HR personnel. Even worse, it can cause legal action. If you don't get a good system for this process, it can lead to payroll errors and employee frustration. Regardless of the method you choose, be sure to automate the process if you want your team to remain productive. Using a leave management workflow can streamline the entire process. Using an automated workflow can route the form to the correct department based on the employee's request. Leave management software solutions, like frevvo's, allow you to add steps to automate the process and create conditional leave rules. Once you have a workflow, you're well on your way to managing employee leave! And with frevvo's leave management software, you can add and edit steps, such as conditional leave rules and conditional requests. It can be stressful during the holiday season The holiday season can be very stressful for employees. Mandatory holiday parties, last-minute deadlines, and everyday responsibilities can all make it a stressful time of year for employees. Holiday stress can even exacerbate existing cultural issues within an organization, which include issues related to time, money, and relationships. To alleviate this stress, smart employers should focus on employee wellness. They should encourage employees to participate in activities they enjoy, such as volunteering, participating in charity work, and making sure to spend time with co-workers. In addition to creating a calendar with all the important deadlines and coverage plans, employers should also make clear expectations for their employees when they are out of the office. Holidays are a busy time of year for employees, and they may need to check emails a few times a day or respond to urgent emails. To minimize stress, delegate holiday management to another co-worker or team member. Stress during the holiday season is a well-known problem for employees, and most companies do not hire additional staff to cover these absences. Most companies rely on their teams to share workloads, and a survey showed that 70% of HR directors delegate their workloads during the holiday season. In addition to this, one-in-four managers take on additional responsibilities while their team members are off. To address this issue, organizations should implement cloud-based HR solutions to reduce stress and backfill resource needs. Employee stress can affect payroll management and HR teams, and a holiday schedule is especially stressful for employees. Holiday schedules and fun activities can also add to the stress level. For these reasons, workplaces should actively solicit feedback from employees and try to identify any areas for improvement. Using an employee feedback loop to help employees with holiday issues can reduce stress levels and increase productivity. But this is not the only reason why employee leave management becomes stressful during the holiday season. The holiday season is meant for fun. Employees look forward to a holiday season filled with family time but dread the stress of working during the holiday season. Year-end reporting, performance reviews, and late nights in the office can put a strain on employees and hamper their productivity. If this is not handled properly, it can lead to burnout and a loss of productivity. When employees are stressed and unable to enjoy themselves, they may start to neglect their work, which can lead to poor work performance.

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