This webinar addressed HR challenges during the coronavirus pandemic for ENP South partner administrations. Over 60 participants from 7 countries discussed increased workload, health risks in the workplace, and employee well-being since restrictions lifted.
The return to on-site work is happening gradually, with most continuing some telework. While most are phasing return, vulnerable groups often continue teleworking. Administrations are implementing health measures like shifts, appointments, distancing, and masks.
Telework requires strategic solutions beyond short-term arrangements. This includes telework policies, equipment, performance management, and training managers for remote work. Some see an opportunity to evaluate employees based on objectives over hours worked.
Recognizing the
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
Human capital management informs decisions on the issues critical to the organisations success by systematically analyzing, measuring and evaluating how people policies and practices create value. HCM is concerned with obtaining, analyzing and reporting on data that inform the direction of value-adding people management, strategic, investment and operational decisions at corporate level and at the level of front line management
Employee engagement is a property of the relationship between an organization and its employees. An "engaged employee" is defined as one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests.
Categories in employee engagement
Engaged
Not engaged
Actively disengaged
Engaged-
•The employee works in passion
•Highly motivated and ready to go extra mile
•Focused and keen to take up challenges
•Problem-solving attitude
Not engaged-
•They usually step walking through the day
•Zero energy and passion in the given work
•Putting in hours instead of energy
•Actively undermine coworkers and sabotage projects
Actively disengaged-
•Always complaint about the given tasks
•Try to demoralize colleagues also
•Lack of enthusiasm
•Failure to take responsibility
Aon Hewitt’s Engagement Model-
Aon Hewitt’s employee engagement research represents a variety of companies, industries, and geographic regions throughout countries in Asia-Pacific, Europe, Latin America, and North America. Research has shown that there are 21 areas, shown in the following diagram, known as “Engagement Drivers,” that can potentially drive people’s engagement.The Model goes beyond measuring people’s satisfaction with each of these drivers. The model prioritizes the areas for improvement based on their potential impact on engagement and, therefore, business performance.
http://www.gallup.com/topic/employee_engagement.aspx
ITS MY SUMMER TRANG PROJECT WHICH I HAVE DONE IN TEXTILE INDUSTRY.IN THS I SOLVED OUT ALL THE PROBLEMS AND I WISH THS PROJECT HELPS U.WISH U ALL THE BEST.
Performance management cycle helps the employee to align their goals with organizational goals. The four stages in performance management cycle are planning, monitoring, reviewing and rewarding
For more information visit
https://www.hrhelpboard.com/performance-management/performance-management-cycle.htm
Summary report of the third webinar organised by SIGMA on human resource challenges in the context of coronavirus (COVID-19), taking place on 8 July 2020.
Employee engagement is a property of the relationship between an organization and its employees. An "engaged employee" is defined as one who is fully absorbed by and enthusiastic about their work and so takes positive action to further the organization's reputation and interests.
Categories in employee engagement
Engaged
Not engaged
Actively disengaged
Engaged-
•The employee works in passion
•Highly motivated and ready to go extra mile
•Focused and keen to take up challenges
•Problem-solving attitude
Not engaged-
•They usually step walking through the day
•Zero energy and passion in the given work
•Putting in hours instead of energy
•Actively undermine coworkers and sabotage projects
Actively disengaged-
•Always complaint about the given tasks
•Try to demoralize colleagues also
•Lack of enthusiasm
•Failure to take responsibility
Aon Hewitt’s Engagement Model-
Aon Hewitt’s employee engagement research represents a variety of companies, industries, and geographic regions throughout countries in Asia-Pacific, Europe, Latin America, and North America. Research has shown that there are 21 areas, shown in the following diagram, known as “Engagement Drivers,” that can potentially drive people’s engagement.The Model goes beyond measuring people’s satisfaction with each of these drivers. The model prioritizes the areas for improvement based on their potential impact on engagement and, therefore, business performance.
http://www.gallup.com/topic/employee_engagement.aspx
ITS MY SUMMER TRANG PROJECT WHICH I HAVE DONE IN TEXTILE INDUSTRY.IN THS I SOLVED OUT ALL THE PROBLEMS AND I WISH THS PROJECT HELPS U.WISH U ALL THE BEST.
Performance management cycle helps the employee to align their goals with organizational goals. The four stages in performance management cycle are planning, monitoring, reviewing and rewarding
For more information visit
https://www.hrhelpboard.com/performance-management/performance-management-cycle.htm
Summary report of the third webinar organised by SIGMA on human resource challenges in the context of coronavirus (COVID-19), taking place on 8 July 2020.
Supporting paper by Linda Ait Ameur, Belgium, on temporary mobility of voluntary civil servants during crisis situations, presented at the SIGMA webinar on "Are human resource management practices resilient and agile enough to address the next COVID-like crisis?", held on 15 December 2020.
Well-being at work during teleworking (incl. Webropol questionnaire), Riitta Paalanen, Special Adviser in HR, Finnish Customs, SIGMA webinar, 15 December 2020
Summary report of the SIGMA virtual workshop for European Neighbourhood East partners which took place on 2 July 2020, on the impact of the coronavirus (COVID 19) crisis on the public administration reform agenda and the role of the centres of Government.
Discussion paper on human resource management actions in the context of coronavirus (COVID-19), webinar organised by SIGMA on human resource challenges in the context of coronavirus (COVID-19), held on 24 June 2020.
Benefits and Hurdles of AI In The Workplace – What Comes Next?CSCJournals
During the last few years, there has already been a solid discussion and political will, transversal to most European countries, on the need to invest in prevention, promoting healthier living environments and person-centred digital solutions. In short, it seems that consensus on the need to move forward and invest in wellbeing and quality of life was achieved.
During the COVID-19 pandemic and the confinement measures it implied, many services had to be closed; teleworking suddenly became the rule and many families stayed at their homes, with the children in remote classes, some without sufficient equipment or the most adequate digital tools available. Digital services, if implemented correctly, can be the right tools to address many of these challenges. The importance of implementing them correctly increases in the current context of accelerated Digital Transformation, where many are looking towards Artificial Intelligence (AI) as a means to help people to cope with the increasing number of digitized work. We are assisting to a gear-shift in the current digital revolution, as now we better understand how it could have been helpful, if already embedded in daily life.
COVID-19 generated severe consequences for the working context, with effects on physical and mental health and wellbeing, and with trends such as teleworking coming to stay. Organizations and individuals working on AI can play a great role in providing solutions, not only during this emergency period, but also in the long-term perspective, and not only for office workers but in more traditional industries as well. Thus, the COVID-19 pandemic is a driver for the digital revolution in the workplace across many levels. However, inequalities persist and their impact on universal access to the digital world is enormous. Moreover, several other challenges come from the use of artificial intelligence in the workplace.
This paper addresses how technology applied to the work environment can be leveraged to respond to the emerging challenges raised by COVID-19. It also provides reflections on the main opportunities and challenges that the use of AI solutions in the workplace imply, suggesting measures or recommendations to tackle them, towards a concerted approach to AI, integrating the policy agenda with the implementation strategy.
Jobs are being disrupted more and more. What is the future for jobs? How do we prepare and move into this brave new world. Should we be pessimistic or optimistic?
French foreign trade advisors china - covid-19 a catalyst for innovationSandrine Zerbib
In China, the spread of COVID-19 has had a devastating effect on the general population and economic activity.
The report is structured around 10 business sectors and segments which are:
1. Epidemic Management
2. Health, Biotech and the Data Sciences
3. Services and Application Services
4. Transport, Mobility and Logistics
5. Remote Work
6. Public Services - Justice, Security and Taxes
7. Fintech, Banking and Insurance
8. Hospitality
9. Leisure, Gaming, Culture and Sports
10. Education
Copyrights @CCE
Contact : secretariatgeneral@cce-chine.com
COVID-19, A catalyst for innovation in China by Foreign Trade Advisors, China...Gregory Prudhommeaux
In China, the spread of COVID-19 has had a devastating effect on the general population and economic activity.
The report is structured around 10 business sectors and segments which are:
1. Epidemic Management
2. Health, Biotech and the Data Sciences
3. Services and Application Services
4. Transport, Mobility and Logistics
5. Remote Work
6. Public Services - Justice, Security and Taxes
7. Fintech, Banking and Insurance
8. Hospitality
9. Leisure, Gaming, Culture and Sports
10. Education
Copyrights @CCE
Contact : secretariatgeneral@cce-chine.com
Uptime Institute report: Post-pandemic data centers.
Post-pandemic data centers UI Intelligence report.
Author: Andy Lawrence, Executive Director of Research, Uptime Institute
Employment and social protection in the informal sector Dr Lendy Spires
In the recent past the ILO has carried out a large amount of research and technical cooperation activities relating to the informal sector and has provided extensive policy advice. The results of this work have greatly influenced the analysis, design and implementation of policies at the country level. There is also widespread international recognition of the value of this work, which over the years has improved understanding of the characteristics and functioning of the sector.
Given the current compelling issues deriving from the increasing proliferation of precarious forms of employment in most countries, the Office felt that the time was ripe to take stock of the additional knowledge and experience and to draw conclusions and recommendations for future policy orientations and programme priorities. For this purpose a thematic evaluation was carried out, providing a synthesis of the ILO’s work in the urban informal sector, covering both regular budget and extra-budgetary activities. The study reviews the accumulated knowledge and experience within the ILO and assesses the implementation of the strategies that have been developed to address specific problem areas.
It also assesses the impact of the application of these strategies and examines the important lessons learnt and potential areas for future work. A list of the ILO documents, reports and publications reviewed is available on request. This paper offers a summary of the thematic evaluation report. The outcome of its discussion by the Committee will provide guidance in further defining various work items at the start of the Programme and Budget for 2000-01.
Following the renewed emphasis placed by the Director-General on the quantity and quality of jobs, as reflected in the concept of decent work, the results of the evaluation have already proven useful for the preparation of programme proposals by several technical units. The informal sector is in fact a focus of attention in the Programme and Budget for 2000-01, which includes a separate operational objective to guide ILO future action. The strategy outlined in the programme and budget states that – … the inclusion of informal enterprises in national development programmes will be effectively promoted.
This will be based on interventions in a range of fields, including … establishing and strengthening associations of informal sector workers, which provide an effective vehicle for advocacy, social protection and community initiatives. Policy advice and support will help to identify and remove legal, fiscal and administrative barriers preventing the inclusion of informal sector operators in the modern economy.
Agenda, 3 SIGMA COVID-19 webinars taking place on 4 and 18 March, and 1 April 2021. These seminars aim to use the momentum when governments are analysing the past and thinking about the future to raise the awareness on the role of life events in end-to-end public service delivery.
Presentation given by Ukraine at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Moldova at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Armenia at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Montenegro at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by SIGMA at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Photo gallery from Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Montenegro at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Montenegro at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Georgia at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by SIGMA at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by the Republic of Slovenia Ministry of Higher Education at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by ReSPA at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Bosnia and Herzegovina at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Montenegro at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by the Republic of North Macedonia at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Ukraine at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given by Serbia at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Presentation given at Building a sustainable quality management approach - Academies for EaP countries organised by the SIGMA Programme and the GiZ Eastern Partnership Regional Fund. Stage 1: Building for excellence.
Omnichannel management, presentation given by Willem Pieterson. SIGMA Webinar series on service design and delivery in the Western Balkan region in 2023. Topic 3: Omni and Multi-channel service design and delivery.
Electronic services in the healtg system of Montenegro, presentation given by Vladimir Raickovic. SIGMA Webinar series on service design and delivery in the Western Balkan region in 2023. Topic 3: Omni and Multi-channel service design and delivery.
More from Support for Improvement in Governance and Management SIGMA (20)
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
What is the point of small housing associations.pptxPaul Smith
Given the small scale of housing associations and their relative high cost per home what is the point of them and how do we justify their continued existance
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
2. 2
This webinar with ENP South administrations addressed HR challenges in the context of coronavirus
(COVID-19). It followed the success of the meeting on the reopening of offices held on 10 June 2020.
Over 60 participants from Algeria, Egypt, Jordan, Lebanon, Morocco, the Palestinian Authority1
and
Tunisia, as well as from Delegations of the European Union in the region, OECD MENA and SIGMA, took
part in the online discussion.
Introductory remarks from the Head of the SIGMA Programme were followed by a presentation to
introduce the three topics related to the return to on-site work that ENP South administrations have
experienced since the confinement was lifted: increased workload; health risks in the workplace and
employee well-being.
The SIGMA presentation, focusing on potential solutions to these challenges, was based on a draft
discussion paper prepared for the seminar and shared with the participants in advance.
The return to on-site work in the region is taking place in different ways. In some administrations, all
employees (Lebanon, Tunisia) or most of them (Algeria, Morocco) have already returned to on-site work.
Nevertheless, most public bodies (and 70% respondents to the poll run during the webinar) will continue
using teleworking to some extent.
While the phased return to work is a reality in most cases (76% respondents to SIGMA poll), vulnerable
persons (for example in Algeria pregnant workers and women with children under the age of 14) are
usually allowed to stay at home and continue teleworking. Administrations are applying a range of
measures to protect civil servants and users including: working in shifts, appointments for on-site services,
physical distancing, wearing masks, etc. However, the answers to the poll showed that only 28% of
participants reported having rearranged their workplaces in response to the coronavirus (COVID-19) risk.
Although teleworking had already been discussed during the previous webinar, the topic still attracts a lot
of attention. The coronavirus-related context will last longer than initially expected and requires more
sustainable solutions and thinking at the strategic level. This includes more than just allowing employees
to “work from home” but necessitates a teleworking policy and organisational arrangements, providing
employees with the equipment to telework, finding new ways of conducting performance management
and training managers so that they can effectively motivate their staff while working remotely. A number
of participants stressed that the current situation may be an opportunity to change what is expected of
employees: it will no longer be important how many hours they spend in the office, but if they manage to
deliver against set objectives.
Once it was realised that the virus threat will not be over for some time, participants signalled the need to
undertake legislative work to change civil service provisions to adjust to the new situation (for example,
Jordan, Morocco, the Palestinian Authority, Tunisia). This includes not only teleworking, but also overtime,
flexible working time, etc. A discussion followed on whether the period of crisis management is a good
moment to focus on legislative process and whether more time is needed to fully understand the
consequences of the new situation and the real needs.
Another topic that was touched on during the webinar was the motivation of civil servants. Some measures
applied during the pandemic, such as forced mobility, obligatory use of annual leave or its postponement,
pay cuts, working in shifts, etc. may evoke frustration and opposition from civil servants. This is why, for
example, Egypt - to protect the well-being of civil servants - decided not to use overtime to a large extent
and did not force civil servants to postpone their annual leave. On the contrary, at one point, Algeria has
asked at least 50% of the staff of each institution and public administration to go on exceptional paid leave
while keeping intact and automatically the benefit of their annual leave (in accordance with Executive
1 Footnote by the European External Action Service and the European Commission: This designation shall not be construed as
recognition of a State of Palestine and is without prejudice to the individual positions of the European Union Member States on
this issue.
3. 3
Decree No. 20-69 of March 21, 2020 on measures to prevent and combat the spread of Coronavirus). Some
countries have used supplementary financial incentives like the “infection bonus” (Algeria example 1,
example 2), or kept promotions for civil servants (Egypt) even during the pandemic and confinement at
home. Regardless of the solutions that were applied, many participants emphasised a high level of
motivation and commitment of their civil servants that helped to address the challenges resulting from
the epidemic (e.g. Jordan, the Palestinian Authority).
The pandemic has shed light on the problems the administrations have with the distribution of work. Many
discovered shortages in some areas while other sectors are over-staffed. Similarly, unequal workload
among staff within public institutions is a challenge. Special attention was given to civil servants in “critical”
or “vital” positions – what measures can be taken if these employees are not on-site or are absent due to
illness? How can the right person to replace them be found quickly?
The pandemic was also an occasion to innovate. Egypt organised a “creative government” initiative for
their civil servants, which within two months brought around 240 ideas. All proposals will be considered
and participants rewarded. Tunisia introduced software that allows paperless working and managed to
discuss reforms that have been under proposal for a long time (on employee performance).
Conclusions:
1) The crisis is not over yet. The prolonged pandemic context calls for more sustainable solutions to
adapt to new challenges. All the measures discussed during the webinar will remain relevant for
the near, perhaps even the longer-term, future.
2) Teleworking will be maintained over the short and mid-term, although to a much lesser extent
than during the confinement. The application of teleworking over the longer term requires
legislative and managerial responses to numerous challenges. Increased use of teleworking could
contribute to the establishment of performance-based culture.
3) Increased mobility seems to be one of the possible solutions to address coronavirus-related
challenges; however, it appears not to be used in the region. There is potential for exploring
further the benefits resulting from mobility schemes.
4) Another challenge is unequal distribution of work and the question of how to increase the
productivity of those who are not working on-site. Enhanced delegation of powers to lower levels
may be one possible answer.
5) Applying certain HR measures as a reaction to the epidemic can influence the morale, motivation
and well-being of civil servants. The impact of new modes of work on the well-being and
motivation of civil servants deserves further discussion.
6) The coronavirus (COVID-19) crisis also provided extraordinary opportunities for reforms in the civil
service environment, including the need to think about:
a. comprehensive IT solutions in the public administration,
b. new approaches to flexibility of working time arrangements,
c. the question of presence being more important than performance and how to measure
and evaluate performance when employees are not in the office,
d. managerial challenges relating to how to manage teams and individuals that are not on-
site,
e. Workload planning and the critical situation of some key positions, where a small number
of officials have a considerable workload and important responsibilities, while the
institution has no succession plan or alternatives.
7) Some of these challenges require legislative changes (the question of proper timing has been
raised); many require new managerial skills.
4. 4
8) SIGMA webinars have proven to be an effective tool for sharing experiences for the ENP-South
administrations. The next webinar to address HR-related challenges is planned for 8 July 2020.
Topics to be covered in the future include current managerial challenges (including supervision,
absence of staff in vital positions, and well-being), the legal, organisational and technical basis for
effective teleworking, and the lessons learned during the crisis on legislative changes to the civil
service laws, among others.