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Multi-type coding New types of LDPC, block coding, polar coding, etc. MCS option flexibility Ultra adaptive MCS Multi-option waveform flexibility Multiple numerologies for any specific waveform Waveform processing flexibility Adaptive windowing/filtering and the related configurable parameters CP utilization flexibility Individual and common CP utilizations Adaptive guard utilization flexibility Flexible guards for multi-waveform and multi-numerology designs Ultra-Flexible Multi-waveform flexibility Waveform coexistence in the same frame PHY and MAC Multi-network multi-waveform flexibility Waveform coexistence for cellular and Wi-Fi networks with radar sensing Multi-domain NOMA flexibility Partial and fully overlapped resources with waveform-domain NOMA Multi-domain waveform flexibility Alternative lattice flexibility together with the time-frequency lattice Multiple access flexibility Fully flexible, both orthogonal and non-orthogonal Receiver-type flexibility Fully flexible, hybrid equalization Bandwidth option flexibility BWP, carrier aggregation, LAA, DSA, etc. User association flexibility Multiple options under heteregonous networks, flexible user parameter assignment Channel access flexibility GB transmission, GF transmission, and their coexistence over a resource pool Positioning flexibility of the access points Flying access points can be positioned flexibly in the sky Connection link and relaying flexibility User equipment can connect to different type of access points Altitude-based multi-network flexibility Coexistence of space, HAP, terrestrial and undersea networks Ultra-Flexible Coverage flexibility Rural area coverage with space and HAP networks Heterogenous Networks Network architecture flexibility Ultra massive MIMO, small cell, D2D, relaying via different networks, etc. Cell-free network flexibility User-centric network designs, handover-free communications Multi-cell flexibility Network MIMO solutions, multi-cell NOMA, etc.
Language:English
Score: 756541 - https://www.itu.int/en/publica.../files/basic-html/page147.html
Data Source: un
“A culture of trust that empowers employees to add flexibility to their  lives.” “Having the leaders realize that work life flexibility is about me too.” (...) Anne Weisberg, Deloitte “Work is what you do, not where you go.” Career Path Flexibility MYTH: Flexibility needs to be limited only to the  organization’s daily or weekly work FACT: Flexibility can be applied equally to longer term  horizons – monthly, seasonal (e.g.  (...) Work-Centric The Case for Flexibility: Surveys and StudiesSurveys of Managers The Case for Flexibility: Surveys and StudiesSurveys of Human Resources Professionals The Case for Flexibility: Surveys and StudiesSurveys of Human Resources Professionals …con’t The Case for Flexibility: Surveys and StudiesSurveys of Human Resources Professionals …con’t The Case for Flexibility: Surveys and StudiesUN OSAGI / DM Survey Results 2009Approximately 2500 Respondents The Case for Flexibility: Surveys and StudiesRelationship with Job Satisfaction, Engagement and Stress Flexibility Business Case – Conclusions Public Sector Work Life Initiatives Some Examples Private Sector Work Life InitiativesSome Examples Private Sector Work Life InitiativesSome Examples …con’t Flexible Work Arrangements at the UN Challenges Identified in 2009 OSAGI Survey Areas of FocusExpert Group Recommendations Organizational CultureRecommendations Organizational CultureRecommendations ..cont’d Organizational CultureQuotes from Experts Organizational CultureQuotes from Experts …con’t Flexible Work Arrangements Flexible Work ArrangementsRecommendationsMove from Accommodation to Integration Flexible Work ArrangementsRecommendations Flexible Work ArrangementsQuotes from Experts Career Path Flexibility Career Path FlexibilityRecommendations Career Path Flexibility Quotes from Experts Flexibility MetricsRecommendations UN Women – the New Gender Entity Role of UN Women Conclusion Resources OFPW Contact Info
Language:English
Score: 749906.74 - https://www.un.org/womenwatch/...Practice%20and%20Potential.pdf
Data Source: un
The panel questioned what exactly the face of flexibility was and how flexibility was being instituted above and beyond telecommuting. (...) She asserted that the best way to make the United Nations more flexible would be to introduce practices that accommodated flexible work environments. (...) Organizations needed to have a clear-cut written policy in place considering that there were many kinds of flexible work arrangements beyond telecommuting and flexible hours.
Language:English
Score: 749420.65 - https://www.un.org/womenwatch/...TERNATIONAL%20WOMEN%202009.pdf
Data Source: un
GSM, UMTS bands) Partial flexibility (e.g. PMR, SRD bands) Full flexibility (e.g. 2.4 GHz band, other commons) Degree of flexibility Source: ECC Report 80 www.ero.dkwww.ero.dk 99 Market scenariosMarket scenarios Low flexibility High flexibility High flexibility Low flexibility Market dimension Technology dim ension Prescriptive conditions Technical flexibility Market approach Liberalised market High flexibility Low flexibility High flexibility Low flexibility Source: ECC Report 80 www.ero.dkwww.ero.dk 1010 The (obvious?) conclusionThe (obvious?) conclusion The flexibility in itself is not a universal The flexibility in itself is not a universal oneone--fitfit--all solutionall solution The optimum is likely to be some The optimum is likely to be some mixture:mixture: –– Set of flexible & set of harmonised bandsSet of flexible & set of harmonised bands –– Partial flexibility in particular bandsPartial flexibility in particular bands European balancing effort European balancing effort –– WAPECSWAPECS…… www.ero.dkwww.ero.dk 1111 WAPECS brieflyWAPECS briefly WWireless ireless AAccess ccess PPolicy for olicy for EElectronic lectronic CCommunications ommunications SServiceservices Seeking the balanceSeeking the balance Flexible technology (FDD or TDD,Flexible technology (FDD or TDD, etcetc.).) (...) Harmonisation goals Harmonisation examples Flexible band concept Flexible band definition Flexible vs. harmonised Market scenarios The (obvious?)
Language:English
Score: 749400.93 - https://www.itu.int/osg/spu/st...ation%20vs%20Harmonisation.pdf
Data Source: un
Flexible Working Arrangements at the United Nations Expert Group Meeting  Work Life Policies, Practice and  Potential  9‐11 November 2010 2 Definitions of Flexibility “How and when work gets done and how careers are organized” “Allows each person to work fully” Expert Group Meeting on Work‐Life Policy, Practice and Potential United Nations, 9‐11 November 2010  3 Participants Corporations totalling approximately 400 billion dollars of  asset value and totalling approximately 1 million employees Harvard and Wharton Business Schools Cranfield University, U.K University of Navarra, Spain Non Profit Organizations dedicated only to Work‐Life Civil Society representatives from four continents 4 Flexibility Implies: Organizational Culture  A culture of trust that allows employees to add flexibility to their lives Flexible Work Arrangements ‐ Work Methods that are: Beneficial to both men and women  Reason neutral and without stigma Increasingly expected as routine work process by younger work force Career Flexibility Career paths that incorporate differences in pace, workload, location,  schedule and role over a lifetime 5 Case for Flexibility Flexibility should not be positioned as a benefit or  accommodation to employees Rather, as a tremendous benefit to the organization and the  individual alike ‐ win: win In our age of decreasing resources and increasing demands,  must find ways to do more with less Flexibility yields the “more” with relatively less cost infusion Source: Corporate Voices for Working Families – www.corporatevoices.org/publications/workplaceflex http://www.corporatevoices.org/publications/workplaceflex 6 Flexibility Business Case – Needed? (...) Therefore, not so much a change – as a  broadening and realigning of understanding and practice Flexible work arrangements available to UN staff :  • Staggered working hours • Compressed work schedules: ten working days in nine • Scheduled break for external learning activities • Work away from the office (telecommuting) • Job Share (but often limited to one host country nationals due to visa  issues) Entitlements in support of work life : maternity, paternity, sick  leave/personal days, emergency leave 14 Flexibility From what to what  Accommodation-based Flexibility -Private deals based on individual’s needs -Inconsistent implementation, often secret -Restricted Access to Flexibility Business-Based Flexibility -Decisions based on both businesses and individual needs -Policy infrastructure that defines scheduling options and supports consistent implementation Culture of Flexibility -Incorporates options for formal arrangements as well as widespread, informal flexibility -Culture that rewards results achieved rather than time spent -Flexibility viewed as a management strategy 15 Flexible Work Arrangements MYTH – Massive Exodus of Staff clamouring to use FWA simultaneously  and universally – especially telecommute Evidence – at any give time only about 20 percent will use any given arrangement Establish a Steering Committee to oversee and encourage implementation of flexibility Have it adopt principles for flexibility (exist) that guide in establishing, monitoring and  contributing to successful FWA outcomes Integrate Flexibility into mainstream management practices e.g. establish flexibile management as a competency or requirement so stated in job descriptions Encourage use of team approach vs. individual approach to plan FWA in a given office or  unit Select some managers to lead by example (and convince themselves that it works) i.e.  (...) Flexibility Yields OSAGI Survey Results 2009 Challenges Identified in 2009 Survey Areas of FocusExpert Group Recommendations Organizational CultureWhat more to do Organizational Culture ..cont’d Flexible Work Arrangements at the UN FlexibilityFrom what to what Flexible Work Arrangements Career Path Flexibility UN Women Role of UN Women OFPW Contact Info
Language:English
Score: 748814.7 - https://www.un.org/womenwatch/...on_to_DSG_19NOV2010%5B1%5D.pdf
Data Source: un
TABLE OF CONTENTS EXECUTIVE SUMMARY # CHAPTER 1: INTRODUCTION # CHAPTER 2: KNOWLEDGE OF FLEXIBLE WORK POLICIES # CHAPTER 3: ACCESS TO INFORMATION, RESOURCES, AND TOOLS # 3.1 – INTRANET “ISEEK” # 3.2 – OTHER SOURCES OF INFORMATION # 3.3 – APPLICATION PROCEDURES # CHAPTER 4: INTEREST IN FLEXIBLE WORKING ARRANGEMENTS # Flexible Working Arrangements at the United Nations Page 2 4.1 – OPINION ABOUT FLEXIBLE WORK # 4.2 – INTEREST IN FLEXIBLE WORK OPTIONS # CHAPTER 5: REQUEST OF FLEXIBLE WORKING ARRANGEMENTS # 5.1 – FLEXIBLE WORK PROPOSAL # 5.2 – OBSTACLES TO REQUEST # 5.3 – MOTIVATIONS FOR REQUEST # CHAPTER 6: USE OF FLEXIBLE WORKING ARRANGEMENTS # 6.1 – FLEXIBLE WORK APPROVAL # 6.2 – SATISFACTION WITH FLEXIBLE WORK OPTION(S) # 6.3 – OUTCOME OF FLEXIBLE WORK USE # 6.4 – PERCEPTION OF SUPPORT # CHAPTER 7: ADDITIONAL INFORMATION FROM SUPERVISORS # CHAPTER 8: RECOMMENDATIONS # APPENDIXES # Flexible Working Arrangements at the United Nations Page 3 Executive Summary The Office of the Special Adviser on the Advancement of Women and Gender Issues (OSAGI) conducted a survey on the UN Secretariat intranet iSeek in July- August 2009. (...) Flexible Working Arrangements at the United Nations Page 19 Too structured to be considered flexible. (...) INTEREST IN FLEXIBLE WORK OPTIONS Flexible Working Arrangements at the United Nations Page 21 Respondents demonstrated a strong interest in using flexible working arrangements.
Language:English
Score: 746443.46 - https://www.un.org/womenwatch/...s/FWA-survey-report-271009.pdf
Data Source: un
Key Findings: A flexible work culture encompasses, but goes beyond, the provision and use of flexible work practices. (...) Flexibility is about managing talent, about inclusion and about inspiring people to demonstrate their leadership.  Flexibility becomes part of the fabric of the way work gets done Flexibility is realized by adapting the work culture. (...) UK Right to Request Flexible Working Over the past decade, the UK government has taken significant steps in supporting flexibility in the workplace.
Language:English
Score: 745082.28 - https://www.un.org/womenwatch/...r_on_Work_Life_Integration.pdf
Data Source: un
UN Expert Group Meeting Work-Life Framework & Strategy Work‐Life Framework & Strategy Lisa Levey November 9‐11, 2010 The UN is a complex, highly decentralized  organization with a mobile, geographically  dispersed workforce  At present, work‐life support is highly variable  across UN entities 2 The creation of UN Women provides a catalyst for  envisioning a ‘model organization’ that supports  the complexities of the modern workforce Promoting gender equality and women’s  advancement around the globe is a fundamental  goal of the UN’s work 3 A framework enabling each entity within the  UN to choose from a set of options (e.g. core  versus gold standard) A recommended strategy and action plan for  UN Women 4 Use Staff Well Being as the overarching theme Basic Standard Gold Standard • Flex‐time •Mandatory time off after duty travel •Parental, compassionate, home leave •Compensation of OT for General Staff •Access to support services (Staff  Counselor, Ombudsperson, Mediator) •Stress management and staff outreach  support programs •Career development programs •Basic package plus: •PT work •Compressed workweek •Job sharing •Telecommuting •Compensation of OT for  professional / executive staff •Child care and sports  facilities •Dual career and staff  mobility programs 5 Infrastructure and positioning A flexible work culture Work‐life effectiveness  Flexible work practices Career path flexibility 6 Core Leading Edge Clear and relevant business case  customized for major parts of the  organization Positioned within a clearly articulated  and widely communicated strategy Resources are devoted to ongoing  execution of the strategy Linked to key organizational  objectives Mechanisms to collect ongoing  employee feedback •Work‐life support is a core organizational  value – as stated and practiced •Work‐life perspective embedded into  other organizational systems and  practices •Have a robust communications strategy •Measure work‐life progress over time •Use flexibility experiments to measure  impact •Local working groups develop  customized solutions Work‐life support is not a program but a perspective 7 Core Leading Edge Champions at highest levels  of the organization Informal flexibility widely  practiced Metrics tracked for managers  and leaders Opportunities to build  manager comfort and  competence Leaders model use of flexibility Align organizational systems to support flexibility Layered manager training and coaching Realize many stakeholders in successful use of  flexibility Practices/ norms that reinforce work boundaries Use pilot approach to flexibility Working flexibly is for everyone   8 Core Leading Edge Work redesign as a means to challenge ineffective work  practices Explicit focus on managing work overload Use of flexibility at the team or workgroup level Local working groups to identify customized flexibility solutions Benefits accrue to employees and the organization “Using flexibility in tandem with process improvements to support individuals,  teams and businesses.” (Catalyst Beyond Flexibility series) 9 Core Leading Edge Access to full menu of options Reason neutral policy Clear and well understood process System for tracking usage Resources to support mangers and  employees Success profiles Positioned as a tool for managing work,  not an accommodation Ongoing feedback used for continuous  improvement Allows maximum customization of  schedules Approach is iterative and experimental Managers receive skill building training Database of flexibility users Moving from a menu of options to broad and deep usage  10 Core Leading Edge Phased return to work from  parental or medical leave Support employees reentering  the workforce •Discussion of work‐life issues embedded into  career discussions, developmental planning •Ability to accelerate or decelerate careers  without long‐term career penalties •Provision of spousal support for dual career  families •Option to phase out for retirement •Proactive approach for bringing alumni back to  the organization •Availability of high level job shares Creating career paths that work through multiple life stages 11 Draft UN Work‐Life Strategy 12 Evolving the work culture Emphasize link between work‐life support  internally and UN mission as cornerstone of  communication strategy Conduct leadership briefings focused on  setting tone and personal role modeling Conduct targeted assessment of management  attitudes regarding flexibility 13 Evolving the work culture (continued): Require each UN entity to do the following: Develop customized flexibility plan and business case Convene working group to translate flexibility Require at least 1 flexibility pilot within 12 to 18  months Identify appropriate metrics including performance  metrics for managers and leaders  14 Expanding usage/ improving management of FWAs Develop clear and well understood approach for seeking  flexibility Convene flex forum, use learnings as base for UN flexibility  toolkit Create internal cadre of flexibility experts Publish flexibility profiles illustrating range of needs Develop system‐wide sortable data‐base of flexibility users  Develop ongoing listening systems Require each UN entity to make at least 2 flexible work  options accessible to employees 15 Embedding career path flexibility Create phase in and phase out options Restructure jobs left open by retirees Architect career paths for key developmental  jobs that better fit for dual career families Profile broad range of UN career paths Incorporate discussion of work‐life issues into  career planning process Facilitate the employment of UN spouses Preferential positioning Voluntary UN projects 16 Enhance dependent care supports Collect information on dependent care  support across UN entities Convene discussion/ support groups for UN  caregivers Identify possible opportunities to improve/  expand dependent care through existing UN  activities 17 Slide Number 1 Slide Number 2 Slide Number 3 Slide Number 4 Slide Number 5 Slide Number 6 Slide Number 7 Slide Number 8 Slide Number 9 Slide Number 10 Slide Number 11 Slide Number 12 Slide Number 13 Slide Number 14 Slide Number 15 Slide Number 16 Slide Number 17
Language:English
Score: 743219.9 - https://www.un.org/womenwatch/...k-and-Strategy,-Lisa-Levey.pdf
Data Source: un
But for organizations that are newer to flexibility – or have long made flexible work options available but 11 with little acceptance by management and/or staff - the more structured approach is often needed to build an experience base and convincing evidence that flexible work options can work with benefits for both. 12 Flexible work culture The notion of a flexible work culture encompasses but goes beyond the provision and use of flexible work practices. A flexible work culture is one where employees feel far more comfortable working flexibly whether that be on a formal schedule or in a more ad-hoc way. (...) The business case for flexibility is well understood and support for flexibility is characterized by clear and visible leadership support.
Language:English
Score: 741707.23 - https://www.un.org/womenwatch/...ground%20paper%20for%20EGM.pdf
Data Source: un
Maquetación 1 Why is flexibility in the workplace important? Since the 1990s, several changes have occurred that have dramatically altered the workplace and propelled the need for flexibility forward. (...) Making the Case for the Implementation of Flexible Work Arrangements Flexible Work Arrangements at the UN Secretariat Over the past decade much has happened in the United Nations System to introduce flexible workplace op- tions. (...) Results from a recent survey conducted by OSAGI on flexible work arrangements in the UN Secretariat, for example, demonstrate that flexible arrange- ments have led to positive outcomes for both staff and the organization.
Language:English
Score: 740000.05 - https://www.un.org/womenwatch/...0An%20Institutional%20Case.pdf
Data Source: un