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
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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