“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: 629938.3
-
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: 629542.4
-
https://www.un.org/womenwatch/...TERNATIONAL%20WOMEN%202009.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: 627199.7
-
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: 626150.54
-
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
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Language:English
Score: 624319.24
-
https://www.un.org/womenwatch/...k-and-Strategy,-Lisa-Levey.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: 621706.54
-
https://www.un.org/womenwatch/...0An%20Institutional%20Case.pdf
Data Source: un
PowerPoint Presentation
ICID CONFERENCE SASKATOON, CANADA
12TH-17TH AUGUST, 2018
Expected outcomes of Flexible Water Service approach: Increasing
water saving through Flexible Water Service in Uganda
Eng. (...) PILOT AREA LOCATION
• Share results from flexible water service approach the case of Mubuku irrigation scheme;
• Propose prospects of scaling up the results in Uganda.
(...) Results / outcomes from flexible water service approach
• Scaling up will require installation of 8 broad crested weirs along secondary canals, 82 flumes in tertiary canals & reconstructing 650 field canals;
• For effective flexible water service will require masonry lining of tertiary canals, reconstruction of field canals and provision of siphons to furrows;
• The existing night storage reservoir evaluated for its potential w.r.t flexible water service and improvements made to connect it to the user farms.
Language:English
Score: 618879.2
-
https://www.fao.org/fileadmin/...saskatoon/11_ICID_FAO_WUEU.pdf
Data Source: un
Updating Economic Cooperation: Rethinking flexibility tools in light of modern evidence
Introduction Prices Flexibility Rules Policy Implications
Updating Economic Cooperation: Rethinking flexibility tools in light of modern
evidence
Meredith Crowley∗
∗University of Cambridge, Cambridge-INET, and CEPR
12 December 2018 World Trade Organization
1 / 23
Introduction Prices Flexibility Rules Policy Implications
Part 1: Price-setting by firms in the global economy
• A tale of two countries – China and the United Kingdom
Part 2: Trade policy flexibility in the WTO
• Antidumping, safeguards, and anti-subsidy measures in action
Part 3: The path forward
• Contingent protection for temporary shocks • Long term growth and permanent shocks
2 / 23
Introduction Prices Flexibility Rules Policy Implications
Global firms and local markets New insights from Big Data from China and the UK
To consider what kinds of flexibilities the WTO should offer to member states, start by examining the actions and behaviour of global firms – companies that sell their output in foreign markets.
3 / 23
Introduction Prices Flexibility Rules Policy Implications
Global firms and local markets New insights from Big Data from China and the UK
How do firms set prices for their exports to different countries?
(...) Some of the economic criteria in the Agreement on Antidumping appear to penalize firms for “normal” profit-maximizing behaviour.
12 / 23
Introduction Prices Flexibility Rules Policy Implications
Flexibilities as part of a liberal trading system
Today, trade policy in many countries is characterized by low or zero tariff rates on most products and high tariffs or other import restrictions on a small subset of products.
(...) High- and middle-income countries use product level trade barriers to mitigate adverse aggregate shocks (Bown and Crowley, JIE, 2013 and JDE, 2014).
17 / 23
Introduction Prices Flexibility Rules Policy Implications
Temporary Trade Barriers and Macro Shocks High-Income WTO members, 1988-2008
Source: Bown and Crowley (2013)
18 / 23
Introduction Prices Flexibility Rules Policy Implications
Temporary Trade Barriers and Macro Shocks Emerging Economy WTO members, 1995-2010
High and middle-income countries use more temporary trade barriers when:
• the domestic currency appreciates • domestic real GDP growth falls • foreign trading partner’s real GDP growth falls
19 / 23
Introduction Prices Flexibility Rules Policy Implications
Lessons from empirical evidence for future policy design Can we design short-term flexibility tools to improve overall welfare?
Language:English
Score: 618258.15
-
https://www.wto.org/english/re...ession2_1_meredith_crowley.pdf
Data Source: un
v=moMcbWUrpEk
FAO’s Flexible Multi-Partner Mechanism (FMM): Digital Field Trip 2021 - Tanzania
On 9 December 2021, the Flexible Multi-Partner Mechanism (FMM) launched FAO’s first-ever digital field trip...
https://www.youtube.com/watch?v=SlKDiW7p2Zk
FAO’s Flexible Multi-Partner Mechanism (FMM): Digital Field Trip 2021 - Niger
On 9 December 2021, the Flexible Multi-Partner Mechanism (FMM) launched FAO’s first-ever digital field trip...
https://www.youtube.com/watch?v=-BJ92YDHfxE
FAO’s Flexible Multi-Partner Mechanism (FMM): Digital Field Trip 2021 - Kenya
On 9 December 2021, the Flexible Multi-Partner Mechanism (FMM) launched FAO’s first-ever digital field trip...
https://www.youtube.com/watch?
Language:English
Score: 617398.2
-
https://www.fao.org/flexible-m...-mechanism/resources/video/en/
Data Source: un
v=moMcbWUrpEk
FAO’s Flexible Multi-Partner Mechanism (FMM): Digital Field Trip 2021 - Tanzania
On 9 December 2021, the Flexible Multi-Partner Mechanism (FMM) launched FAO’s first-ever digital field trip...
https://www.youtube.com/watch?v=SlKDiW7p2Zk
FAO’s Flexible Multi-Partner Mechanism (FMM): Digital Field Trip 2021 - Niger
On 9 December 2021, the Flexible Multi-Partner Mechanism (FMM) launched FAO’s first-ever digital field trip...
https://www.youtube.com/watch?v=-BJ92YDHfxE
FAO’s Flexible Multi-Partner Mechanism (FMM): Digital Field Trip 2021 - Kenya
On 9 December 2021, the Flexible Multi-Partner Mechanism (FMM) launched FAO’s first-ever digital field trip...
https://www.youtube.com/watch?
Language:English
Score: 617398.2
-
https://www.fao.org/flexible-m...-mechanism/resources/video/ru/
Data Source: un
