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Agile HR: Q&A with Fabiola Eyholzer | Co-Founder Just Leading Solutions LLC




“Agile HR plays a key role in helping companies to become more adaptive and responsive in the face of constant change. It is the way forward to not only survive, but also thrive, in the Human Economy. And the best thing about it is, we in HR finally get to reinvent ourselves…”

Fabiola Eyholzer
About the Interviewee

Fabiola Eyholzer is a thought leader in Lean-Agile HR. She is a seasoned Management Consultant and Executive Advisor and an internationally renowned speaker and guest lecturer. Together with her team, she helps enterprises to accelerate their agile transformation by focusing on their crucial asset: their people.

About Just Leading Solutions LLC (JLS)

Just Leading Solutions LLC is a renowned transformation consultancy for People and HR Agility based in New York City. JLS works with forward-thinking organizations of all sizes and industries and advises them on their efforts to build stronger, more responsive, and innovative businesses through a contemporary HR approach.


1-HR Revolution Middle East Magazine: Agility has been a global trend in management and business, in addition to being an essential competency in several leadership roles. JLS provides a unique and original line of certifications that focuses entirely on Agile HR, can you share with us why you have chosen this track in specific?

Fabiola Eyholzer: Agile HR is our business and passion for two reasons: 1) We care about HR and 2) we believe in the power of Agile.

We are at a unique and critical juncture. HR has always tried to keep up with the changing demands of work, but right now we are lagging behind. Work is already in the augmented era, but our HR approach is still stuck somewhere between the industrial and information era.

That is where Agile comes in. Agile is the present and future of work and provides us with a unique set of values, principles, and practices, that are perfect for HR. When you think about it, Agile and HR are really two sides of the same coin; they are both about leveraging the unique potential of people. And there is nothing more important in a Human Economy than people.

2-HR Revolution Middle East Magazine: How does JLS define Agile Human Resources from its own perspective?

Fabiola Eyholzer: We are at the onset of the Human Economy and Agile HR is a term used to describe a modern HR and People approach that aligns to the demands and characteristics of this emerging economy.

Other words often used are Future of Work, Disruptive HR, People Operations or HR 4.0. We call it Agile HR, because we embrace Agile values and principles and Agile is an umbrella for some amazing concepts like System Thinking that shows us the power of complex, adaptive systems, or Design Thinking that teaches us to empathize with people.

Agile HR plays a key role in helping companies to become more adaptive and responsive in the face of constant change. It is the way forward to not only survive, but also thrive, in the Human Economy. And the best thing about it is, we in HR finally get to reinvent ourselves and turn HR into the kind of powerhouse we know it can and should be.

3-HR Revolution Middle East Magazine: How do you create the content of the certification? How do you assure its effectiveness?

Fabiola Eyholzer: Our courses are created for professionals who are truly interested in making a difference and who have the courage and determination to embark on or elevate their transformation journey.

We apply modern teaching and facilitation techniques such as TBR (training from the back of the room) to make our courses engaging and interactive, so that they can learn and build new skill fast and with a lasting effect.

The content itself is based on our substantiated knowledge of the topic and is further enriched with our extensive experiences as Agile HR advisors and transformation consultants. That is also why our courses continuously evolve as we reflect the latest thinking and trends, as well as to incorporate feedback from participants.

4-HR Revolution Middle East Magazine: How can I as a learner measure the ROI of my training through the JLS training program and when reflecting it on my organization?

Fabiola Eyholzer: A learning journey is always very personal; participants have their unique takeaway. If you are the famous HR Department of One, you will have different takeaways, than if you are in charge of running a large-scale Agile HR transformation. But that is the beauty of our courses. We provide such a width and depth to Agile HR, that every participant, from novices to highly experienced Agile HR consultant, will find value in it.

One of our recent participants had this to say: “The course reinvigorated my passion for HR. I have been studying and practicing Agile HR for 20 years and I walked away with a completely new perspective on a topic that I felt I knew very well. I have reviewed the course materials numerous times since course completion for continued inspiration on new ways to approach HR.”

When we get testimonials like this, we know we are on the right track and we are making a difference not just to this one participant, but also to the people in his/her/their company.

5-HR Revolution Middle East Magazine: We are curious to know the story behind Just Leading Solutions as an organization; how did it start and what were the challenge you have faced?

Fabiola Eyholzer: JLS was founded six years ago, but our story really started in 2010. At the time, I was a Partner at one of Europe’s leading HR consultancies and I was seeking a new leadership approach for my team. I came across Agile and implemented Scrum with soon thereafter. It was such a mind-blowing success and it opened my eyes to the possibilities of Agile and the impact it will have on HR. JLS was born out of that experience.

In the early days of JLS, Agile had been around for some time and was already labeled as the best kept management secret on the planet, but it was still a new field for HR. There was limited interest and knowledge on the side of HR, but I worked with a few others in the movement to introduce HR and organizations to Agile.

Today, we work with some of the most fascinating companies across the globe and advise and guide them in their quest for HR and Business Agility. I think it is the best job ever!

6-HR Revolution Middle East Magazine: What skills does JLS consider indispensable for HR and L&D professionals in the coming period considering the disrupting changes we are passing by?

Fabiola Eyholzer: It has never been this exciting, but also challenging, to be in HR. Shaping the future of HR – whether you call it Agile or something else – is not for the faint of heart.

We will have to challenge the very core of our mindset and underlying beliefs if we even want a chance of setting your organization up for continued success. We will need to be willing and determined to get out of our existing box and reinvent ourselves at all levels.

But the good news is, there is a bright future out there for any HR professional with the courage and stamina to face this massive transformation head on.

-HR Revolution Middle East Magazine: Thank you Fabiola for bringing innovation, new spirit & agility to the HR World.


The Wellbeing @ Work virtual Summit Middle East returns for its 5th annual event on 22-24 February 2021



The summit provides an innovative and experiential virtual learning opportunity for our audience of CEOs, benefit and reward business leaders and senior HR professionals. The information and knowledge gained from attending this event allow the opportunity to make strategic wellbeing and mental health decisions within an organization, supporting our mission to create more flourishing and thriving workplaces. Never before has the mental health and wellbeing of your employees been so important. The Wellbeing @ Work Summit includes keynote speeches, panel discussions, workshops, and fireside chats alongside unrivaled networking with leaders across the Middle East using our AI-enabled matchmaking platform. This is far more than a webinar! An engaging 3-day event providing you invaluable insight and tools to create thriving workplaces.

Key Reasons to Attend:

  • An engaging AI-enabled matchmaking platform to make invaluable connections & host virtual meetings up to 2 weeks before the three-day festival
  • Learn how multinational organizations are creating workplaces where employees thrive in the new world
  • Campfire panel discussions informing workplace change & mental health solutions
  • Middle East-based employer case studies providing the secrets to employee wellbeing success
  • International experts bringing best-practice from across the globe
  • Invaluable networking with business leaders from across the Middle East

The Wellbeing @ Work Summit delivers strategic direction, advice and inspiration from employers and experts from across the world to help you create a more compassionate corporate culture that delivers results. The design and implementation of a holistic wellbeing and mental health programme that delivers healthy outcomes and a more productive organization is paramount right now. 

In addition, the results of the extensive Middle East region-wide survey on wellbeing and mental fitness in organizations across the region made in partnership with Cognomie will be presented during the event.

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Interview with Mohamed Faisal Al-Nizami, Country Manager at Mercer Egypt



“Nowadays, Reward in specific is one of the hottest topics that keeps execs busy, in a world that is shifting to “pay for skill” instead of the traditional “pay by job or grade”. Total Rewards professionals are expected to be always up-to-date and informed on the latest trends and come up with innovative ideas to help execs take informed decisions.” Mohamed Faisal Al-Nizami

Interviewer: Mariham Magdy

Brief Biography about the Interviewee:

Mohamed is a Senior Associate in the Career practice and leads Mercer’s business in Egypt. He joined Mercer in early 2019. Mohamed is an experienced consultant who specializes in advising companies on issues related to people management, rewards, executive rewards, talent retention and organizational change. 

Mohamed began his career at AmCham Egypt in the Operations department; he joined then Hay Group (now KornFerry) where he spent more than 8 years growing their presence in Egypt and other parts of the region.  Mohamed holds a BA in Business and International Trade with a focus on Economics- from Misr International University (MIU). In his free time, Mohamed enjoys traveling, diving, and mountain biking. 

1.HR Revolution Middle East: Mohamed, welcome to HR Revolution Middle East Magazine. It’s our pleasure to make this interview with you.  We are keen to learn from you and acquaint our readers about Mercer’s growth in the past couple of years, especially in the Middle East?

Mohamed Faisal Al-Nizami: Thank you, the pleasure is all mine.

Mercer has been in the Middle East region since 2007 when we opened our first office in Dubai. 14 years later, we have 300 people working across two offices in the UAE (Abu Dhabi and Dubai), two in Saudi Arabia (Riyadh and Jeddah), one in Cairo, Egypt and most recently we opened a regional hub in Amman, Jordan to support our Middle East business. We also have operations in Turkey and North Africa.

We have been expanding our Middle East footprint as we always felt a strong regional demand from the public and private sectors driven by the key social and economic trends reshaping human resources and wealth management practices. Our different offices across the region aligned with our expertise and ability to apply data-driven research, analysis and insights, allow us to bring greater value to our clients.

2- HR Revolution Middle East: What special role has Mercer played through the critical period of covid-19 in 2020 to help support Companies & Total Reward professionals during this phase?

Mohamed Faisal Al-Nizami: 2020 was a challenging year, probably one of the most challenging years in our lives, not only from a professional, but also from a personal point of view. In times of crisis, and particularly during this critical period, our business partners turned to us for guidance and support on how to navigate and respond to the unprecedented challenges they faced as a result of COVID-19.

From day one, we developed survey reports of the COVID-19 outbreak that included status of COVID-19 planning, expatriate-specific and business-traveller concerns and issues, as well as details on post-travel quarantine or self-imposed isolation procedures, among others.

For instance, in Mercer’s first global survey of company responses, 45 percent of organizations in the Middle East and Africa region reported that their business continuity plan was currently under development, while another 10 percent admitted to not having one at all. This meant that more than one in every two organizations were unprepared for such an occurrence, leaving millions of employees without an adequate action plan should they need to take containment and recovery actions, such as remote working or repatriation. The result of this lack of planning could increase response times during crises, dampen staff morale, and negatively impact customer service.

These surveys and data kept evolving, making sure that our clients were well informed on the developments of the event and its possible effects on the labour market, as well as helping companies understand what would and would not work in a market like Egypt.  

Another key priority for Mercer was to stay very close to the business and HR community, sharing insights and fostering networking. We conducted over 50 client events across the Middle East region, including 2 (?) specifically for Egypt, with the intent to drive knowledge sharing in diverse topics relevant to the pandemic, such as employee experience, remote working, compensation, performance management, wellbeing, organization agility, etc. 

3- HR Revolution Middle East: In 2020 Mercer’s Egypt webinar, you announced that you are planning to unleash the Wealth Management Business in Egypt. Can you share more details about the “Wealth Mgmt.” support you provide to companies and how do you aim to strengthen this business in the coming period?

Mohamed Faisal Al-Nizami: In addition to our consulting and human resources arm, at Mercer, we have helped millions of people globally to live a more secure future and organizations build a more secure business. We help our clients making more informed investment decisions that can result in brighter outcomes for their business and their employees. Additionally, and as a leader in retirement and investment strategies, we offer a full spectrum of actuarial, administration and investment solutions and consulting services. This is also what we have been doing in the region.

For instance, I would like to give an example of some work that we have been doing in the UAE in partnership with The Dubai International Financial Center (DIFC) and their employee workplace savings scheme that has been hailed a huge success, assisting expat employees prepare for their long-term financial security.

Mercer has been partnering with DIFC for almost one year now, as an Investment Advisor in the launch of the DIFC Employees Workplace Savings Plan (DEWS) introducing a progressive end-of-service benefits plan to restructure the currently defined employee benefit plan into a funded and professionally managed, defined contribution plan. The initiative also offers a voluntary savings plan, allowing employees working in the DIFC to secure their financial future with ease.

4-HR Revolution Middle East: For the first time in 2020 you managed to add Egypt to the regional survey for the energy & oil and gas industries. Moreover, despite all the twists and turns that occurred in 2020, Mercer was able to increase her companies’ database by 22% and its incumbents by 111%, which is not an easy achievement in such a year. Tell us more about the efforts exerted in the background of such achievement.

Mohamed Faisal Al-Nizami: Yes, 2020 was definitely a challenging year on many levels, but we also had some reasons to celebrate, particularly, at Mercer Egypt. Due to our efforts and meticulous planning and comparing to 2018, we successfully added in 2020, 85 new companies to our database (43% increase), 77,000 new employee data (208% increase), and 518 new jobs (78% increase).

As for the Energy sector survey, this was another milestone as Mercer Egypt witnessed notable breakthroughs with the public, telecom, FMCG and construction sectors as well.

Our approach is simple though, but effective: it’s about supporting our clients with insights and helping them make the best use of the data for their specific business, it’s not about the data in itself. I believe that added value is highly recognized by our client base in Egypt.

5- HR Revolution Middle East: I believe that the traditional way Companies used to receive the reports of salary surveys, has changed, and now through Mercer WIN®, you are shaping the industry by allowing companies to custom statistics tailored to their needs. Tell us more please about this special feature you offer to your Clients.

Mohamed Faisal Al-Nizami: Yes, you are right. At Mercer our survey results are delivered in Mercer WIN®, which is an online platform that consolidates data and analytics, as well as intelligence from other sources, to give our clients the comprehensive data needed for them to confidently make compensation decisions.

This allows our clients to customize the data by geography, industry, company size, etc.; compare job descriptions side-by-side; change pay elements to support the right level of analysis; perform function and career-level analysis as well as export the data for integration into other systems and run presentation-quality detailed or summary reports, just to highlight a few.

6- HR Revolution Middle East: Mohamed, to what extent do you believe that the surveys of the coming years would continue to include the novel elements added to the survey past year such as the salary reductions and the remote working arrangements?

Mohamed Faisal Al-Nizami: Salary reductions are very specific and unique to the current situation, and we shouldn’t say that this is going to be a “trend”. Remote working, on the other hand, is definitely on the rise. If we look at it right before the pandemic, remote working was unique to certain industries and jobs, nowadays, every single company we know has a plan for flexible working and remote working. 

Looking at the broader picture and what to look for in the near future, Mercer is now leading the reinvention of the new shape of work which will result in a big change in the future of jobs, as well as the reskilling and upskilling of the workforce. The new shape of work is focused on three main imperatives:

  • Value. What people value and how value is created is shifting. This requires a rethink of the benefits, what inspires, and how the EVP needs to evolve for a more diverse and inclusive work model.
  • Flexibility. COVID-19 has tested our ability to flex how and where we work, to rapidly adjust capacity, and accelerate digital transformation. The new shape of work is flexible and skills-based and
  • Sustainability. How companies and investors behave is in sharp focus as they reset priorities and take collective responsibility for the futures of multiple stakeholders.

7- HR Revolution Middle East: Debates around the best JE Methodology to use will continue forever. What special considerations would you love to highlight to companies about Mercer’s International Position Evaluation (IPE) Methodology, and how much does it guarantee the fair differentiation between positions?

Mohamed Faisal Al-Nizami: Mercer IPE (International Position Evaluation) is a proprietary job evaluation methodology based on a series of business-related factors and dimensions that represent core job attributes and it reflects current thinking on how many successful companies view and value jobs.

The consistent application of these factors during the evaluation process can enhance business understanding, support the assessment of relationships between jobs and job families, and fairly align jobs between levels, among business segments, and across borders. The 5 main factors that are considered when evaluating a job using IPE methodology are: Impact, Communication, Innovation, Knowledge and Risk.  Looking at all this, ensures a fair comparison of jobs vs. each other internally as well externally.

Equally important in the current times of change we are witnessing is the agility of the methodology and enhancements taking into consideration relevant factors of job evaluation in the near future. Mercer is currently developing solutions that will increase the focus of job evaluation as well as benchmarking on skills rather than just jobs. The future of work, and corporate infrastructure, is anticipated to shift towards the value of skills as organizations become more agile and project based, where hierarchical levels and rigid job accountabilities will become less prevalent.

8- HR Revolution Middle East: We are happy to learn about the eLearning platform launched by Mercer, providing access to training in different fields (Reward – Global Mobility – Strategic Partnering, …. etc). From your experience, what special tips would you share with Total Reward professionals, especially in the Middle East in order to keep updated about the latest techniques and science practice in managing pay?

Mohamed Faisal Al-Nizami: Mercer Learning Online was established with one goal in mind – enhancing the capability of our client’s human resource employees by providing access to HR architecture that will allow organizations to form and implement a successful framework. Why? Because companies are constantly challenged to meet aggressive business goals and as a result, HR’s role in driving success is more important than ever, and yet most organizations do not have a systematic approach in developing the capabilities of the HR team.

In Egypt, HR as a practice, and Reward in specific, came a long way from being perceived as a function that is only responsible for “personnel” and “payroll”, to a “science” that is concerned with the companies’ greatest asset, its people. This would have never been possible if it wasn’t for those HR professionals who are always eager to learn, explore and are not afraid to try and implement new ideas.

I am a firm believer that there is no such thing as “best practice”, but there are many “good practices” that HR professional need to study and explore in order to pick the right one for their organisation.

Nowadays, Reward in specific is one of the hottest topics that keeps execs busy, in a world that is shifting to “pay for skill” instead of the traditional “pay by job or grade”. Total Rewards professionals are expected to be always up-to-date and informed on the latest trends and come up with innovative ideas to help execs take informed decisions.


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Interview with Dr. Sanjay Batheja, the Co-Founder and Director of Capital University College



“Capital University College believes in fostering young talent by giving students an international perspective and ideology to the industry. With internationally-acclaimed programmes, we allow students to analyse the major factors that influence human resource management such as cultural, political, economic, labour costs, and industrial relations.” Dr. Sanjay Batheja

Interviewer: Mariham Magdy 

Brief Biography about the Interviewee: 

Dr Sanjay Batheja is the Co-Founder and Director of Capital University College. He ventured into the education industry in 1998 with a vision to offer affordable, flexible and quality assured education to the UAE students. In line with this vision, Dr Batheja has successfully developed structured programs in the field of business, management HR, tourism and design and has guided students to win awards and ignite their entrepreneurial journey.  

1.HR Revolution Middle East: Dr Batheja, welcome to HR Revolution Middle East Magazine. It’s a great pleasure to have the opportunity to make this interview with you. 

Dr Batheja, as the Co-Founder and Director of Capital University College, would you please share with our readers how does Capital College offer unique programs as one of the distinct educational institutions in UAE?

Dr. Sanjay Batheja: 

Thank you so much Ms. Magdy. It is indeed a pleasure to be part of this feature. Capital has been in the UAE’s education industry since 1998. Our humble beginnings saw us serving niche audiences such as women and young girls with programmes that were simply not present at that stage. Programmes such as Fashion Design, Interior Design and Makeup were not even close to popular. It was all about C++, Java and Ms Office. That’s where we started and saw a budding generation of proud, successful and confident women graduate from our facility. That’s where our journey began. 

With almost 22 years in the education space, we have formed prestigious partnerships with international schools – North Wales Business School Glyndwr University UK, Westcliff University based in California and Italy’s Rome Business School that has the world’s 59th ranked MBA and its highly demanded Professional Master in Human Resource Management programmes. We also have a technical collaboration with London College of Arts, UK which has been a creative hub for over several students flocking in from over 42 countries. One of the reasons for partnering with these universities was to introduce international programs to our UAE students that have high accreditation and allow them to earn dual and triple qualification along with points from WES that can be beneficial when students plan to migrate to other countries. 

2- HR Revolution Middle East: Dr. Batheja, you have trained over 1500 managers in the field of Human Resources and currently you run medium-sized colleges as well. How do you see technology impact the future of HR and L&D as well?

Dr. Sanjay Batheja: 

Training individuals the traditional way means restricting oneself to a much narrower audience, maybe for those who can fit in the training room and repeating the same task again and again. Tech has and will continue to dramatically change the HR and L&D division. With some not so high-end equipment, some exceptionally talented trainers with clear criteria and outcomes, one can create a very solid training programme. With the modern LMS systems, the student can be exposed to drip learning and be assessed as they move along the modules of study and finally achieve all the outcomes to be certified. The best part is ‘economies of scale.’ There is no end to the number of learners who can go through the same course over a long period. ‘Consistency of outcomes’ is another huge benefit – even learners enrolled at different times will have the same experience every single time. 

Case in point, Capital being a college, our Classrooms too have moved to flipped models instead of traditional models; where the new content is introduced online using video and students meet in class for Q&A and discussions. This increases ‘Student-Centred learning’ and in effect ‘student engagement’, ‘collaboration’ and ‘self-discovery’. 

3- HR Revolution Middle East: Considering the challenges faced in 2020 due to covid-19; how has the pandemic shaped the HR industry? What positive aspects can we focus on from the lessons learnt from covid-19?

Dr. Sanjay Batheja:

During the pandemic, people moved away from the 9-5 grind and replaced workspace with home offices which surprisingly increased productivity as they were in the comfort zones rather than being in constant fear in their respective work stations. Although different companies have had diverse experiences on how the covid-19 impacted the HR industry, this is the time when professionals and experts of the industry were challenged to introduce strategies and new blueprint that will not compromise the quality of work and neither turns a deaf ear to employee management and satisfaction. Also, I believe this was truly a testing time where many corporations took this as an opportunity to show how much they believed, trusted and cared for their employees which in turn only increased employee happiness, reflecting directly in the company’s revenues. 

On the flip side, the pandemic has given HR a new perspective on how to look at their valuable assets and how its priorities on importance changed. First, from HR as a profit centre, it moved to the health and safety of its employees as its prime importance. Second, the realisation has set in that remote work was possible and in fact, all KPIs ranked higher, so now they know they never really needed to ‘parent’ their employees. They also discovered that employees could come up with intelligent decisions, especially when they were on reduced or no monitoring. Third, the need for innovation was identified as a priority. And finally having an agile workforce that could move at pace was seen as very important by the HR. 

4- HR Revolution Middle East: What expectations do you have for the return of Human Resource Management – post-pandemic in 2021?

Dr. Sanjay Batheja: 

My expectation is that the HR in post-pandemic incorporates the new normal in its day-to-day. Some of the ideas and strategies implemented during the pandemic may be chosen to carry forward due to its positive results. According to a survey released by, it was revealed that employees preferred to work from home and over 50% of the companies have a contingency plan as a precautionary measure in case a second wave of the pandemic hits the Middle Eastern region. Therefore, it wouldn’t be surprising to see companies take this ahead into the post-pandemic world. 

Considering that uncertainty is prevailing irrespective of the industry one is in, there is a high possibility of HR teams to resort to temporary or short-contract workers rather than committing to full-time employment. Also, I believe the industry is rapidly advancing by adopting and adapting to tech-tools. It would be safe to say that the industry will be hugely dominated by digitization used for communication, coordination, recruitment that can potentially even replace business travel. Overall, HR is successfully embracing technology to improve the industry and its supporting aspects. 

5- HR Revolution Middle East: How does Capital University College consider offering an updated HR Programs curriculum including the latest trends in the HR sector due to the recent challenges?

Dr. Sanjay Batheja: 

With the HR industry revolutionizing towards adapting tech-tools to enhance its performance, build accuracy and flexibility, our programmes are well-rounded with the right blend of academia and professional experience. Along with having professors who have a strong academic background, we also invite industry experts who have contributed significantly to the industry. This way, students bank on academic data as well get a corporate angle into their postgraduate studies. Along with this, we have included industry visits and tours for students to get real-time experience and knowledge of the industry which we are hoping to resume once things slowly settle down. Although obsolescence cannot be completely surpassed, these are some effective ways that can give students relevant knowledge and help them develop the necessary skills that will make them future HR assets of leading organizations and the overall HR sector.  

6- HR Revolution Middle-East: To what extent do you believe HR professionals nowadays must consider the international perspective of their studies? How does Capital University College strengthen international exposure for her students?

Dr. Sanjay Batheja:

Capital University College believes in fostering young talent by giving students an international perspective and ideology to the industry. With internationally-acclaimed programmes, we allow students to analyse the major factors that influence human resource management such as cultural, political, economic, labour costs, and industrial relations. 

Through our partnership with Rome Business School, we offer a Professional Master in Human Resource Management which is a one-year rigorous programme where students delve-deeper into the finite specialisations. Students are exposed to real-time topics, nuances and challenges with relevant case studies and are expected to suggest potential solutions, thereby, making them job-ready. Our programmes have the right balance of theory and practice which is an essential element in an industry like Human Resource. Students after the successful completion of the programme are eligible for triple qualification – a Master in HRM from Rome Business School, one from Valencia International University and a postgraduate diploma in HR from the UK, making this a truly international and valued qualification. Students get to learn both the British as well as European context of Human Resources. 

Additionally, Capital University College hosts the #guruTalks where we invite senior leaders in HR to speak on pressing topics to the students. Also once the pandemic is settled, we will be taking the students to Rome for a week-long trip hosted by the RBS where the school takes them across companies in Rome and gets them to experience the European HR market. 

7- HR Revolution Middle East: What final tips would you give to HR and L&D professionals at the beginning of 2021 with all the apprehensions and fears they have for the new wave of covid-19?

Dr. Sanjay Batheja: 

Pandemic has given us a new vision and sensibility. The focus of HR should be to develop an agile workforce with an adaptable skill set. Recruitment should be divided with focus on independent contract workers and outsource day-to-day HR tasks to electronic means than in person. Focus on developing more apt technology that would assist the workforce in time of a possible new wave. L&D team should focus on upskilling the team with new technology and more importantly developing communication skills between remote teams or workers. 


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