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HR & Make-up Kunst; Ein Interview mit Sally Rashid

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FRAGESTELLER: ALIA FARAMAWI

Personalabteilung Revolution Nahen Osten Zeitschrift: Sie haben Betriebswirtschaft studiert, trotzdem haben Sie sich für den Beruf als Visagistin entschieden anstatt im Bereich HR, Marketing oder Finanzwirtschaft zu arbeiten. Warum?

Sally Rashid: Seitdem ich Kind war, war ich schon immer kreativ und innovativ. Mit  Mathe Aufgaben und auswendig lernen, wollte ich nichts zutun haben. Also habe ich die Chance ausgenutzt, um meine Kreativität und meinen Frieden als Person auszuüben und meiner Leidenschaft nachzugehen.

Personalabteilung Revolution Nahen Osten Zeitschrift: Sie haben einen HR Kurs an einer Universität belegt. Hat dies Ihnen auf irgend einer Art und Weise direkt oder indirekt geholfen?

Sally Rashid: Da ich derzeit mein eigener Chef bin, betrachte ich mich selbst als mein eigener HR Manager. Das verpflichtet mich, einerseits manchmal hart zu mir selbst zu sein und andererseits auch manachmal mich selbst für meine Erfolge zu belohnen.

Dies hat mich auf jeden Fall, auf meine Schwächen als auch meine Stärken aufmerksam gemacht. Daher arbeite ich an meinen Schwächen, indem ich meine Ausbildung durch Kurse, erweitere.

Personalabteilung Revolution Nahen Osten Zeitschrift: Wenn Sie eine HR Anwerberin wären, wie würden Sie die Leistung einer Bewerberin durch ihren Makeup beurteilen? Wie kann Makeup auf die Persönlichkeit und Arbeitsfähigkeiten einer Frau reflektieren?

Da man in einem Interview, zwischen den Zeilen lesen muss und auch das Gesagte als auch das Ungesagte verstehen muss, zeigt das Makeup einer Frau ihre Persönlichkeit ganz deutlich, sowie auch ihr Verhalten. Wenn sie übertriebenes Makeup trägt, dann verlässt sie sich mehr auf ihr Aussehen um ihre Ziele unabhängig von ihrer Arbeit Erfahrungen und Wissen zu erreichen. Sie könnte auch einen geringen Selbstbewusstsein haben und verdeckt dies mit Makeup. Wenn Sie nur ganz wenig Makeup trägt nur um ein gesundes Strahlen zu haben, dann ist sie eine ausgeglichene Person, die stabil und intelligent ist und weiß, wie man angemessen handelt. Falls sie gar keinen Makeup trägt während sie auffällige Defekte hat, dann würde ich davon ausgehen, dass sie eine Streberin ist und dass ihr Aussehen eine unwichtige Stelle hat. Sie ist auch ausschließlich konzentiert auf sich selbst, auf ihr Wissen und auf die Erfahrungen, die sie hat. Ich würde sie anstellen aber ihr auch sagen, dass ein wenig Makeup nicht schadet. (zwinkert)

Personalabteilung Revolution Nahen Osten Zeitschrift: Falls Makeup wirklich auf die Persönlichkeit einer Frau reflektieren kann, wie can ein HR Anwerber, ein Mann in einem Interview durch sein Aussehen imponieren?

Sally Rashid: Sicherlich gibt es simple Sachen, die den ganzen Unterschied machen, welche die Hygiene eines Mannes durch sein Erscheinungsbild identifizieren, wie zum Beispiel saubere Hände, abgeschnittene Nägel, rasiertes Bart, kurzeHaare und noch eine schlaue, firme Haltung. Auf so einen, würde ich mich auf jeden Fall, in meinem Büro, täglich freuen.

Öfters verlassen sich Männer auf ihr Parfüm, um zu zeigen, dass sie sich um ihr Erscheinungsbild kümmern, was auch in Ordnung ist. Man sollte ein leichtes frisches Parfüm auswählen und auch nicht zuviel davon. Man sollte in Erinnerung haben, dass keiner Morgen-Drama haben will. Wenn man dies tut, dann ist das genau so schlimm, wie zuviel Makeup.

Personalabteilung Revolution Nahen Osten Zeitschrift: Gibt es ein Unterschied zwischen das Makeup von einem Angestellten und einem Manager?

Sally Rashid: Es gibt gar kein Unterschied, da Makeup zwei Hauptzwecke hat, um Defekte zu verbergen und auch um die von Natur aus Schönheiten eines Menschen hervorzuheben. Falls einer der beiden übertrieben ist, dann verliert das Makeup seinen Zweck und sieht bestimmt nicht schön aus. Letztendlich, sollte man immer, abgesehen von der eigenen Person, frisch und gesund aussehen.

Personalabteilung Revolution Nahen Osten Zeitschrift: Was für ein Ratschlag, geben Sie Schul- und Hochschulabsolventen, die ihren Karriereweg verändern wollen, um Visagistin zu werden?

Sally Rashid: Ich würde sagen man sollte dies machen. Es ist immer schön seinen Leidenschaft nachzugehen und Geld von dem zu verdienen, was man gerne macht. Jedoch sollte man einen realistischen Plan erstellen, um sein Unternehmen auf langer Sicht zu erweitern. Wenn man dies nicht machen kann, dann schlage ich vor, man sollte in einer Organisation arbeiten und Make-up als Hobby oder Nebenjob halten, was auch sehr gut sein kann, da am Wochenende Menschen auch hübsch aussehen wollen.

Personalabteilung Revolution Nahen Osten Zeitschrift: Wenn Sie bereit sind sich weiter zu verbreiten anstatt allein zu arbeiten, wie würden Sie ihre Mitarbeiter auswählen?

Sally Rashid: I habe HR studiert und ich habe auch Erfahrungen als Vize Präsident in diesem Bereich gehabt. Für zweiJahre habe ich auch in der Verwaltung der Organization „AIESEC“ gearbeitet. Dies hat mir beigebracht, wie man Andere führt und Wirkung auf Sie haben kann, als auch Andere zu helfen ihr volles Potenzial zu erreichen. Es hat mir sehr viel Spaß gemacht, ein geschicktes Team zu bilden.
Die erste Eigenschaft, die ich in meinen Mitarbeitern suchen würde, ist Charisma, da dieses Feld von dem persönlichen Kontakt mit Kunden abhängig ist. Die zweite Eigenschaft ist Kreativität dann, die Fähigkeit ein Problem zu lösen und zuletzt Stressbewältigung.

Personalabteilung Revolution Nahen Osten Zeitschrift: Was ist der Unterschied zwischen Arbeits Make-up und Abend Make-up?

Sally Rashid: Arbeits Make-up, sollte nicht auffällig sein. Man sollte keinen roten Lipenstift tragen, da dies alle ablenken würde. Menschen werden das ganze Gespräch lang nur auf deine Lippen schauen. Dies ist einfach die Wirkung der Farbe rot auf die menschliche Natur.
Jedoch setzt Sie Abend Make-up in die Stimmung, die Sie sich wünschen, ergänzt ihren Outfit und rundet das Bild ab.

Personalabteilung Revolution Nahen Osten Zeitschrift: Welches Aspekt genießen Sie meist in diesem Feld?

Sally Rashid: Ich liebe die Auswirkung von Make-up auf das Selbstwertgefühl eines Mädchens. Es hat auch die Macht, das Selbstvertrauen zu erhöhen. Dies ist was mir am meisten gefällt „Der Funke in glüklichen Augen“.

Personalabteilung Revolution Nahen Osten Zeitschrift: Vielen Dank.

Übersetzt von

Farida Hamouda

DSB Alexandria

FOS – Abteilung

Interviews

Q&A with Dr. Wael Elayied – Founder of TEDxWadMedani in Sudan, Lecturer & Consultant

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INTERVIEWER: MAHMOUD MANSI

TEDx is considered as a window that opens to different cultures and people from around the world. it is a pathway to take people in a journey through knowledge and skills…”

Dr. Wael Elayied
ABOUT THE INTERVIEWEE

Wael is originally from Sudan, Wadmedani city. He is a PhD holder in Telecom Engineering from Cairo university,

He is currently residing in UAE, teaching English in primary school and a Lecturer in the faculty of Engineering.

Besides his job Wael likes other activities like volunteering to serve the community

In addition to being the founder and organizer of TEDxWadmedani he trained other people to host TEDx events in several Sudanese cities.

Wael is a TED Fellow and an Ambassador for Peace from the Global Peace Chain, in addition to working in consulting as the Regional Advisor at Resilience and Transformation, North Africa office.

THE INTERVIEW

HR Revolution Middle East Magazine: This is the 8th year of TEDxWadmedani in Sudan, this is a remarkable success story! How do you sustain the success of the event year after year?

Wael Elayied: Organizing and sustaining an annual TEDx event isn’t that simple. I face big challenges every year. so I usually try to avoid repetition and introduce new people with different ideas and get what the local community needs and the globe as well, therefore I invest a lot of my time in research and understanding the needs of my community.

HR Revolution Middle East Magazine: What are you doing this year that is different than previous years?

Wael Elayied: Regarding the COVID-19 situation we hosted fewer attendees and for the first time hosted speakers virtually in addition to musical band from Mexico to ensure that TEDx can gather people from everywhere in order to share knowledge and experience.

HR Revolution Middle East Magazine: Wael you work in Human Resources, how does this impact your management style for the TEDxWadmedani Conference?

Wael Elayied: My job helps me in having the skills to choose my speakers and get to know what does my community need, and on the other hand while working with the team I assure passing knowledge and skills to others and that is the best thing to do to empower the community to stand on knowledge and collaboration.

Dr. Wael Elayied honored by the Arab Institute for Leadership Development, AASTMT

HR Revolution Middle East Magazine: Can you give us an example of one KPI you put into consideration when measuring the success of the conference?

Wael Elayied: Observing the change that may happen to the speakers after the event and check how their ideas leave effects on the audience and help them to empower themselves.

HR Revolution Middle East Magazine: What is your selection criteria for the speakers?

Wael Elayied: The idea. Usually the good idea that may serve the local community and the globe as a whole. Also the speaker should be talented with passion for seeking and sharing knowledge, someone who is ready to share his/her idea to the public and work on it to make it come true by doing action.

HR Revolution Middle East Magazine: With the changes going on in Sudan, how do you believe TEDx is making a difference?

Wael Elayied: TEDx is considered as a window that opens to different cultures and people from around the world. it is a pathway to take people in a journey through knowledge and skills which my country and people need to rebuild Sudan and push it foreword to get back to it is normal position and beyond.

HR Revolution Middle East Magazine: From your point of view, what does Sudan need mostly in the upcoming period, what is your advice to others?

Wael Elayied: Collaboration and accepting each other with our diversity in thoughts and race, Sudan needs its people to unite to work really hard to build it with love spirit and loyalty.

THANK YOU

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Articles

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

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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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Interviews

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

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“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.

THANK YOU

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