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Interview with Dr. May El-Talawi ~ Founder of LEAD




EDITOR: Hadeer Salah Aldeen

Interview with Leaders Egyptian Association For Development

1- HR Revolution Middle-East Magazine: Why did you choose to enter the HR field? And how did you join it?

May El-Talawi: In order to know more details about HR and its’ principles, develop myself through my competencies, develop others and add value to the company. I did it through getting Business Administration Certificate from Continuing Education (AUC in Egypt) & then Essentials Human Resources Management from SHRM in AUC in Kuwait. Then, I got my MBA specialized HRM. from Ain Shams University. Then I got my PHD in Bus. Adm. Specialized in HRM from Widu University. Also, I received Lead Quality Auditor for ISO 9001, 29990 from TUV.

2- HR Revolution Middle-East Magazine: In 1999 you attained your Bachelor degree in English Literature, How did your study in literature help you into being a better HR?

May El-Talawi: First of all, literature supports me to be excellent in the English language and guides me to know the biography of big writers and their achievements in life which let them to be valuable in life, business and society. As HR. field, mainly works on how to be added value in life and community either in social life and business and this is the relation between each other.


3- HR Revolution Middle-East Magazine: You have appeared several times on T.V discussing HR matters in Egypt. From your point of view, what would be the effect of HR media on the society?

May El-Talawi: HRM would increase the awareness of the transparency and honesty in the information and clear goals. It is important for personal development which is the most important assets of the investment in human beings which add value to the society and the community.

4- HR Revolution Middle-East Magazine: From your point of view, what were your success factors that made you become successful in the field of HR?

May El-Talawi: Some of my success factors are the fighter inside me, I’m able to learn and develop myself and others, flexibility, cooperation, creativity, planning, decisiveness and patience.

5- HR Revolution Middle-East Magazine: How did you enter the entrepreneurship world? And please tell us more about your project; LEAD?

May El-Talawi: I entered this world when I start thinking to do activity in training field for youth and mainly to bridge the gap between education and what the market needs. Also, when thinking to create ideas which help the industrial field through CSR program in the companies and add value on our community especially working on women & Youth helped me more in the entrepreneurship world.

In 24th Mar. 2013 (LEAD) Leaders Egyptian Association for Development (LEAD) is a None Governmental Organization (NGO) to help people and business to achieve ambitious goals through providing them with hands on experience.

Vision: – To be a partner in building skillful people and successful business in     Egypt.

– To build a place where people can come to find support and consultation for their career and to give a hand for people in our society to perform better.

Mission: Our mission is to figure out and strength people competencies for better performance and success of people in workplace and life and to actively serve business and people for better work results.

Our Slogan: Lead by Development.

Our Objectives: To contribute in solving youth unemployment, lack of competencies and recruiting challenges.

  • To build an efficient candidates database.
  • To empower women and people of special needs to be effective and efficient members in society.
  • To contribute in increasing awareness of safety, health, pollution control and other important environmental matters.
  • To contribute in fighting of illiteracy.
  • To give a hand to entrepreneurs to establish and grow their businesses.

Our Values: Responsibility, Respect to self and others, Commitment, Honesty and integrity and Continuous Improvement.

Our Services & Activities: Recruitment Services Programs, Training and Development Programs, Vocational and Handicrafts Training Development Program, SHE (Safety, Health and Environment) Programs, Social Responsibility Program, Internships, Project Ideas, Handicaps Programs, Women Development Programs, Friendship Exchange, Human Rights Programs, Prisoners Programs and Drugs Awareness Programs.

Our Members: Our Leaders will be Business Community, Academics, variety of Professionals and graduates members and Undergraduates members and anyone who is interested in social responsibility to provide professional assistance to people who need to perform well in life.

Our Projects Partners: Temmy’s Company, Scib Company, Tredco ELSayad “Passap Factory”, Alex. Wood Factory Industry/ Nabil Adly Factory, Mito Factory, Rotary Heliopolis EL Golf, Cairo Control, PVTD, Ministry of Youth & Sport, Ministry of Environment, Ministry Of  Information & communication Technology, Tourism Board “El Fostat handmade Gallery”, GIZ, TVET 1, Giza Government, International NGO, Maser El Kheir / El Orman and Vocational Rotary Egypt District 2451.


6- HR Revolution Middle-East Magazine: How is managing people in an NGO different from managing people in a profitable organization?

May El-Talawi: It’s the same as NGO have to have a system to work on it, policies and procedures for the work.

7- HR Revolution Middle-East Magazine: Through LEAD, you deal with a lot of youth. What is your opinion regarding Egyptian youth now?

May El-Talawi: Egyptian Youth have power and creativity, but they need to be patient on work and able to learn in order to achieve success in business, and add value to the company, and develop their competencies.

8- HR Revolution Middle-East Magazine: When you first created LEAD, who were the first people / job titles that you recruited?

May El-Talawi: (HR Specialist, Admin jobs, Accountant & Blue collars).

9- HR Revolution Middle-East Magazine: As a youth development organization, how do you work on developing your own employees?

May El-Talawi: By letting them attend our training for free, cascade tasks for them to think and create new ideas and solve problems in order to be responsible and leaders in their places.

10- HR Revolution Middle-East Magazine: Tell us some case-studies / challenges you faced in LEAD and how did you overcome them?

May El-Talawi: Funding partners are the biggest challenge but we work on it by working on CSR concept with the companies and sometimes supporting from the NGO board member in order to sustain our project.

An example is one of our projects that the CSR with the company can’t continue because of some financial issues in their system. That’s why; we tried to use our connections with our experts’ connections and our internal strength in training inside NGO. As a result, we continue training without stopping although there is no funding.

11- HR Revolution Middle-East Magazine: As a Project Manager in Rotary Heliopolis El Golf, how did your HR talents help you into adding to this post?

May El-Talawi: It gives me the chance to do cooperation with LEAD under the umbrella of the Rotary Corporate Community called (RCC) which let full cooperation between Rotary and our NGO faster and easier and create joint project in different areas as Training for youth, Environment, Handicrafts.


12- HR Revolution Middle-East Magazine: Did your success in Rotary support your career success in any way?

May El-Talawi: Yes, it added for me new networking, fellowships, and community development ideas.

13- HR Revolution Middle-East Magazine: What is your criticism regarding civil work and charity activities in Egypt, and what is your advice to enhance it?

May El-Talawi: The bad advertising which appears in Ramadan gives bad effect on community and gives sense that development is like begging. I think we need to change the vision to achieve development which is based on developed minds and human beings who learn how to do the job and be an effective person, either a man or a woman, in their community and how to add value to the society not turning them into beggars.

14- HR Revolution Middle-East Magazine: You also work as a lecturer. What is the common ground between being a teacher and an HR?

May El-Talawi: The common competencies as below:

  • Presentation skills
  • Creativity
  • Deliver the information in easy way
  • Communication Skills

15- HR Revolution Middle-East Magazine: You worked as a Recruitment & Training Manager in one of the leading automotive organizations. How is HR in the car industry different than any other?

May El-Talawi: IT’s not different but it needs more effort to find the suitable technicians because there are rare jobs and unskilled labors especially in the automotive field.

16- HR Revolution Middle-East Magazine: You also work as a freelance trainer in the public/private sectors giving courses in HR. How does HR add benefit to the system in Egypt and to the attendees in general?

May El-Talawi: It gives sense of development in the Employees knowledge, skills and behavior. It changes their thinking of the leadership model & the difference between the meaning of manger & leader and how to be effective mangers / leaders in their place.

17- HR Revolution Middle-East Magazine: What are the different organizations you worked in? And tell us one thing you learnt in each organization?

May El-Talawi: As an HR & Proj MGR LEAD I learnt how to deal with NGO system and follow the project.

As an HR. Mgr. MIPCO for Plastic, I learnt how to deal with multinational companies’ system and blue workers strikes.

As a Recruitment & Training Mgr. Modern Motors distributor for Nissan, I learnt how to deal with blue workers and technicians.

As an HR Consultant for Energya PTS, I learnt how to deal with different business sectors.

As an HR Consultant for Delta Medical Hermes, I learnt how to deal with different Cultures/ Revolution Crisis, and personnel problems.

As an HR Consultant for Cairo Control, I learnt how to deal with and mange governmental projects tender with the company.

As an Assistant TUV Expert Quality trainer, I learnt about increasing auditor competencies and QMS.

As a lecturer and expert trainer in HRM, I learnt how to be more patient and listen and search for new ideas and topics.

As a public speaker in media, I learnt how to increase my self-confidence, and L gained a lot of communication and presentation skills.

As a senior English Teacher in Kuwait, I learnt how to increase my self-confidence & trainer competencies.

18- HR Revolution Middle-East Magazine: What were/are your challenges as a “working woman” in Egypt?

May El-Talawi: The challenge is the conflict which happened between some men and women in business especially when the women are in the leading /managerial posts.

19- HR Revolution Middle-East Magazine: What’s your opinion to enhance business education in Egypt?

May El-Talawi: We must teach soft skills which work on students competencies through schools which work on KSA (Knowledge, skills, Ability) in HRD topic as team work, communication skills, time management, creative thinking, etc…


20- HR Revolution Middle-East Magazine: As a member of Global HR Forum, how does this add a benefit to you?

May El-Talawi: New networking for professional HR leaders and also Global HR Forum appreciate me and rewarded me for my efforts in our project through cooperation with LEAD NGO for training youth and working on Unemployment issues which bridge the gap between education and the market needs with the help of Ministry of Youth & Sport & some Governorates under these two initiatives which called as below:  

1st initiative: “Yala N3’yer Fekrna W Neshta3’al” under the program “Active Employee Job Competencies Program”.

2nd initiative: “Mesh3eb” under the program called “Scib LEAD for Teach Painting”.

21- HR Revolution Middle-East Magazine: What is your opinion regarding unemployment in Egypt? And what are your ideas to solve this?

May El-Talawi: We have unemployment for some youth minds because we have jobs but we didn’t find the skilled person who fills the job and the person who is flexible and willing to learn new skills to fill the job. That’s why we need efforts from the youth to change their vision towards jobs; they need to be committed and patient towards their job responsibilities. Also the government has to deliver the suitable training for youth which is suitable for the market needs.

HR Revolution Middle-East Magazine: Dr. May, we sincerely thank you for this remarkable interview and for you outstanding efforts for the society.




Q&A with Yasmine Yehia | MEA Employer Branding Manager at Schneider Electric, Life Coach & Consultant



Interviewer: Mahmoud Mansi

“To be able to have a strong brand, you need to start from within – you need to have an attractive story to tell so if this is not there, it won’t be the right time for employer branding. I always tell the people I teach employer branding – fix internally first and then you will have something to say externally.”

Yasmine yehia

HR Revolution Middle East Magazine: How would you introduce yourself to the audience?

Yasmine Yehia: I am an Employer Branding expert, a certified life and career coach from the ICF, a public speaker and a certified trainer!

HR Revolution Middle East Magazine: How do you define Employer Branding in your own words?

Yasmine Yehia: Employer Branding is the art of story-telling, each employer has a story to tell, and this story is very useful for those who are interested in the company. A story about values, a story about culture, a story about care – a story about authenticity and uniqueness.

HR Revolution Middle East Magazine: What does an Employer Branding Manager do?

Yasmine Yehia: An Employer Branding Manager is someone who is an expert in storytelling, someone who is also an expert in the employer strategy and people vision and who is talented in showing what differs the employer from any others in the market.

HR Revolution Middle East Magazine: Employer Branding is one of the new global trends in HR, yet still not implemented in several countries and among many organizations. Why do you think some organizations have concerns regarding implementing Employer Branding as a comprehensive initiative?

Yasmine Yehia: I don’t think it is a matter of a concern at all – I think it is a matter of time and maturity. To be able to have a strong brand, you need to start from within – you need to have an attractive story to tell so if this is not there, it won’t be the right time for employer branding. I always tell the people I teach employer branding – fix internally first and then you will have something to say externally.

HR Revolution Middle East Magazine: How do you measure the ROI of your Employer Branding initiatives?

Yasmine Yehia: Oh God, there are zillions of ways to measure the ROI of our initiatives and campaigns, as sophisticated as a brand awareness analysis to as simple as the quality of CVs we’re receiving for open vacancies. Measuring the pride and engagement of employees, measuring engagements and reach on our employer branding social media posts.

HR Revolution Middle East Magazine: Who are your main stakeholders and partners in the Employer Branding process?

Yasmine Yehia: And like I teach in my workshop – Employer Branding is never an independent function, actually we cannot even function or deliver alone, it is a collaborative work between us, HR and Marcom.

HR Revolution Middle East Magazine: Can you share with us one of the challenges you have faced in your current job and how you overcame it?

Yasmine Yehia: Managing a complex region like MEA is quite tough and I think the deep knowledge of each country in the region was my main challenge – what is it that my target audience in each country look for in an employer? I overcame it with loads of study and education and also with using the help of specialized agencies to provide me with the needed reports.

HR Revolution Middle East Magazine: What pieces of advice would you give to organizations who want to empower their employer brand?

Yasmine Yehia: Be authentic! Start from within and have an authentic story to tell. You will reach the hearts of your target audiences effortlessly.

HR Revolution Middle East Magazine: Jessie (if we may call you with your nickname), we are curious what is the first job you ever had and what is the most valuable lesson you have learnt from it?

Yasmine Yehia: My very first job was an IT Recruiter for fortune 1000 companies in USA – I learned the art of assessing and dealing with people, if there is one thing recruitment has given me, it is the strong people skills!

HR Revolution Middle East Magazine: You are also a certified Life Coach, how does this help you in your role in HR?

Yasmine Yehia: In both HR and Employer Branding your main customer and target audience is people, right? A life coach listens to so many people, to their issues and struggles, it makes you a people person by heart – it gives you the perfect listening skills and it strengthens the way you interact and communicate with people, and this is exactly what you need as an HRian!

HR Revolution Middle East Magazine: As a Life Coach, what advices do you have to professionals who want to sustain a work-life balance? Do we all need to have a work-life balance?

Yasmine Yehia: YES, we all need a work life balance definitely – you need time for yourself, to recharge, reflect and develop. I’d tell them, make the time for yourself a priority – do not miss it, this time is actually good for your work too because you will always have the right energy to continue. If there is a learning lesson from 2020, it is the importance of our mental health. Have a routine and this routine must include time for yourself!

HR Revolution Middle East Magazine: As a Career Coach, how do you think Covid-19 impacted the employment market?

Yasmine Yehia: Well, from what I see from my clients – so many people are thinking to shift careers post covid-19. Some of them must because they lost their jobs and some of them realized the importance of mental health, so they decided to leave a very stressful career. I think moving forward companies will have to learn to be flexible in their hiring process and start accepting candidates having the right skills for a job rather than a big number of years of experience! It is hiring for talents not years! People also need to be more resilient and smart in using their skills.

HR Revolution Middle East Magazine: Finally, as a Trainer – why do you think personal branding is very important? We know you teach the topic.

Yasmine Yehia: In a world that has gone totally virtual – people need to learn how to build a strong personal brand online, it is how you will smartly use your skills and get paid for it! You no longer have the big chance to meet your recruiters face to face, following the new ways of working, we are heading towards working from home and flexible hours more, your personal brand is the only thing that will differentiate you in the market and open doors for you.

HR Revolution Middle East Magazine: Thank you for your time, would you like to say anything?

Yasmine Yehia: Thank you for having me – I hope I continue inspiring those interested in the employer branding career!

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Civil Work

Q&A with Sherihan Elkamash; Researcher at the Center of Strategic Studies, Bibliotheca Alexandrina & Charity Activist



Mahmoud Mansi

“I am always trying to not lead members, but inspire them and gain their trust by encouraging my team to work on new projects. I help them make their work plan, and I provide them with some guidance and coaching to finally have a successful deliverable to help impact more people in the community.”

Sherihan Elkamash

HR Revolution Middle East Magazine: Sherihan you are multi-talented and active in building the community in several different ways, one of your main roles is working at the Center of Strategic Studies at the Bibliotheca Alexandrina, can you tell us more about your role?

My main work is about making strategic researches. I also, write articles about the recent international political events. One of the main roles for me is to organize virtual discussions to discuss different economic and political subjects. I am always in contact with high profile degenerates in the political arena to make interviews with them to be published. I am also the social media specialist for the center, responsible for managing the official page by managing and posting the news, declare about the new events and conferences for the center.

HR Revolution Middle East Magazine: Across your career you have worked in different careers and gained different experiences. Can you tell us what did you learn from these experiences? And how those skills are helping you at your current role?

I have been working in many fields since a young age I have acquired professional experience in many fields for the past fourteen years; working in NGOs, media, research, translation and communications. These experiences taught me to navigate in different kinds of structures (public/private/international), as well as dealing with the internal dynamics of each organization. In my previous roles, I have demonstrated exceptional ability to manage external stakeholders including senior government officials, high-profile clients, and well-regarded organizations. As a trilingual officer, I can communicate effectively in Arabic, English and French.

Working in all those fields taught me how to work in full power with a great performance, deliver my work in a high quality and always being in time and following the timetable.

HR Revolution Middle East Magazine: You also have your own charity project “El Rahmoun”. Can you tells us more about managing people in a charity structured projects?

Let me first talk about myself when I was a regular member in NGO’s and volunteer projects. I starting volunteering since I was a 13-year-old school student. During those 21 years in charity, I’ve learned many things:

-I learned how to take the initiative to start new projects to help the maximum number of people in need.

-I learned more about contributing to the community and helping solve issues.

-I learned how to deal with all categories in my society, understanding their needs and being helpful to them.

-It is not only about leadership, but I have also been a great “team member”, by coming up with new ideas, working with enthusiasm and integrity.

As a founder or a leader for “El Rahmoun” charity group – like any business structure or project – it depends on the number of volunteers whether they are many or few, based on that we put a strong administration and operations management plan.

I am always trying to not lead “El Rahmoun” members, but inspire them and gain their trust by encouraging my team to work on new projects. I help them make their work plan, and I provide them with some guidance and coaching to finally have a successful deliverable to help impact more people in the community.

There is an interesting difference between a traditional corporate structure and a charity structure. In charity the individual is the one who deicides his/her responsibilities and commitment to the charity work. I cannot obligate them to attend the events or to do their tasks. Which means that I have to be their friend so they love me and maintain a good communication with the youth, meanwhile at the same time I have to be their leader when it comes to the big decisions. And this is the most difficult part. I think after 3 years of continuous work, while our volunteering community is getting bigger… my team and I are doing it well.

HR Revolution Middle East Magazine: How do you define success your own way? And what would be your success tips for youth?

I have learned the perfect strategy to achieve success, it is balance. We all have the desire towards success but those who are working and planning for it are the ones who are reaching their goals in a steady way. We all grew up with big dreams, seeking success in life, but few of us who understood that sustaining the success is the hard part. Balance is the key, youth need to know the importance of balance in their life between their studies, hard work, community service and social life. Youth need to make balance between physical, emotional and spiritual elements, to keep the high performance in everything they do. When we maintain our balance it shortly affects our sense of security and helps us to move forward. The balance in all activities in our days helps us maintain our mental health in order to have healthy minds and lifestyles. Stress is a serious threat to Youth and one should make it a priority to keep the stress away because stress prevents success.

Balance = Success

HR Revolution Middle East Magazine: With the development of technology, virtual communication and accessibility to knowledge, do you believe that some jobs are in threat? Can some careers take another form, offer different services and still impact the community?

The whole world is turning digital. The easy access to knowledge and data is the way of living now. Well, the development of technology can never be a threat. It actually helps us and is not a threat to our existence nor to anything created or made by the human being. NEW careers have been created and much more are on their way to glow and have place due to the virtual life. Furthermore, thousands of activities and services are provided through the internet now (website- social media) which also supports entrepreneurs and organizations to easily create new projects.

The Egyptian Government is taking the same track now in most of its governmental institutions. The pandemic helped a lot. It was a red light to hurry and accelerate our path, not only organizations that are turning digital but also individuals are becoming more focused on e-learning and other daily life services and in their lifestyles. I am very optimistic; because of the development of technology, new jobs are opening and great opportunities for youth which is very advantageous, beneficious and profitable to the growth of our great Nation EGYPT and to the rest of the world.

Thank you Sherihan for this interview and for developing and inspiring the community in such a unique way!

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HR Revolution: Ciao Fabio, grazie per aver accettato la nostra intervista e per quanto vorrai condividere con noi. Cominciamo: chi è Fabio De Lucia?

Fabio De Lucia: Ciao e grazie per questa intervista. Sono nato il 21 marzo del 1986 e il percorso accademico mi ha qualificato come perito commerciale con il massimo dei voti. Dopo la maturità e coerentemente con il mio approccio pratico alla vita, trovavo inefficace continuare a studiare per qualcosa di “non-tangibile”, quindi sono partito per Parigi e una volta rientrato, ho trovato impiego presso un’agenzia viaggi nel 2005. Ho iniziato a interessarmi a piani di sviluppo per implementare e migliorare i prodotti offerti. Credevo in quello che facevo ma, non trovando riscontro positivo da parte del mio titolare, ho rassegnato le dimissioni. All’epoca conoscevo già il mio caro amico e colui che sarebbe diventato il mio socio, Andrea (Dettole), il quale lavorava nel settore utilities nel nord Italia. Unendo le nostre conoscenze e competenze, nel 2008 abbiamo avviato Sundera, azienda di vendita servizi Business To Business (o B2B) e assistenza nel campo delle utilities: mi occupavo principalmente dei piani di sviluppo commerciale.

HR Revolution: Come nasce la web agency Deraweb e quale la sua mission?

Fabio De Lucia: Dall’esperienza positiva pregressa, nel 2016 abbiamo deciso di fondare con Andrea la società di marketing digitale Deraweb, brand partner della primogenita Sundera. L’impreparazione dei titolari di partita IVA in fatto di marketing e digitalizzazione dei prodotti aziendali – riscontrata a livello nazionale – è stato il fattore chiave che ha dato vita a Deraweb. La nostra azienda ha l’obiettivo di fornire strumenti efficaci per lo sviluppo aziendale in prospettiva di promozione digitale. In quattro anni il nostro pacchetto clienti è cresciuto in tutta Italia e su piano internazionale, acquisendo 600 clienti e con proiezione di raggiungere quota mille entro fine anno. La famiglia Deraweb conta oggi 15 dipendenti e 20 consulenti.

HR Revolution: Le Risorse Umane sono le componenti-chiave per il successo imprenditoriale. Il COVID-19 ha inevitabilmente imposto un cambiamento degli equilibri nella gestione aziendale. Come avete affrontato la sfida in fatto di nuovi assetti, ripianificazione e gestione del personale?

Fabio De Lucia: Il nostro metodo operativo prevede la maggior parte del lavoro da remoto. Gli strumenti digitali dunque, si sono confermati lo strumento indispensabile nel nostro lavoro; la pandemia è stata un elemento positivo in fatto di consolidamento di Deraweb. Si è trattato di un periodo di transizione per tutti. Nonostante uno stop forzato per alcuni e il crollo degli incassi nel mese di marzo, i nostri dipendenti si sono messi a completa disposizione dell’azienda, dei clienti, contribuendo in modo non indifferente alla buona riuscita degli intenti. Ci sono stati tutti vicini. Sono stati bravi e vanno tutti elogiati per questo.

HR Revolution: Cultura Digitale Aziendale: la risoluzione di problemi attraverso l’utilizzo di strumenti digitali si è rivelata un elemento vincente nella gestione del pacchetto-clienti durante la crisi pandemica?

Fabio De Lucia: Da titolari di azienda, nel supporto ai clienti e per una gestione ottimale dei servizi offerti, abbiamo deciso di operare in modo differente rispetto ai concorrenti. Abbiamo fornito gli strumenti necessari alla “sopravvivenza pandemica” con metodo studiato e mirato, soprattutto gratuito. In che modo? Creando manuali, guide strategiche “BUSINESS WORKOUT”, webinar e consulenze gratuite a disposizione dei clienti per evitare il fenomeno dell’inazione. Non a caso, il feedback è stato assolutamente positivo: abbiamo rafforzato il rapporto di reciprocità e fiducia con i nostri clienti, premiando inoltre coloro i quali hanno rispettato le scadenze in un periodo tanto complesso, fornendo un’estensione gratuita di un mese del servizio. Quest’approccio ci ha permesso di registrare risultati esponenzialmente più alti nel nostro ambito, a dispetto delle previsioni che la condizione economica generale avrebbe imposto.

HR Revolution: Spesso si pone l’accento sulla fidelizzazione del cliente, sottovalutando che la riuscita di un progetto o l’acquisizione di un contratto, derivi da un’ottima commistione di professionalità ed energie di un gruppo omogeneo e coeso. Dicci di più del tuo team. Sono importanti la Diversità e l’Inclusione in Deraweb e perché?

Fabio De Lucia: Assolutamente sì, per noi Diversità e Inclusione sono importanti. E rendono Deraweb un ambiente stimolante: il clima aziendale assume il giusto equilibrio tra competenze, rispetto delle qualità di ognuno e dimensione umana. Abbiamo messo in atto un modello di leadership che ispira gli altri e invoglia a migliorarsi. Dal consulente commerciale al servizio clienti, ai tecnici grafici, addetti marketing, comunicazione e social media, l’elemento della formazione continua inoltre, ha permesso di stabilire la gestione dei progetti in cui, senza più necessità di definizione esplicita, ogni membro del gruppo conosce esattamente il suo ruolo all’interno del processo. 

C’è fiducia e stima reciproca, spirito di sacrificio e altrettanta collaborazione. Da parte nostra c’è attenzione alle proposte di ognuno. Il mio lavoro mi ha dato modo di visitare tante aziende e conoscere altre realtà, ma qui da noi c’è un clima diverso, un clima che piace e che permette di lavorare secondo un equilibrio che dimostra quanto i nostri ragazzi siano “allineati”: in Deraweb proprio non riesce ad arrivare qualcuno che non abbia i nostri stessi valori.

HR Revolution: La Parità di Genere è un obiettivo di rilievo in una realtà aziendale. Definiresti l’equilibrio di genere parte integrante del vostro successo?

Fabio De Lucia: Sì, le donne nella nostra azienda sono un valore aggiunto e particolarmente apprezzate. Hanno un approccio naturalmente diverso all’ascolto del cliente e alla gestione di una richiesta. Sempre attente ai dettagli, precise, sicuramente meno impulsive in fatto creativo rispetto agli uomini. È una scelta aziendale mirata, quella di impostare gruppi di lavoro misti: sono la sintesi perfetta che genera stabilità. In Italia si parla troppo poco di Parità di Genere sul posto di lavoro, noi invece siamo ben felici di dare possibilità di crescita e carriera alle nostre dipendenti, mamme incluse! Sono tutte ben accolte, troviamo che siano una risorsa irrinunciabile e grande indice di maturità nel nostro team. Da sempre puntiamo su piani di sviluppo aziendale assolutamente paritari; la famiglia Deraweb è un gruppo eterogeneo che ha fatto anche di questo equilibrio un punto di forza. 

Grazie Fabio per averci aperto le porte di Deraweb e condiviso con HR Revolution Middle East, l’esempio positivo di una realtà aziendale solida che ha fatto delle Risorse Umane il suo motivo di orgoglio!

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صحافة: محمود منسي ثورة الموارد البشرية: إيناس لديك العديد من الخبرات في مجالات مختلفة، هل يمكن أن تعطينا نبذة عن...

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Stevie Awards Winners’ Articles Series – Asiacell

“Winning such an award requires hard work and we encourage other companies to focus on their customers and local communities...

Interviews2 weeks ago

Q&A with Germeen El Manadily; TV Presenter | Publisher | Digital Marketing Expert | TEDx Speaker

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Interviews2 weeks ago

Interview with Stephanie Runyan, PHR, the Director of Learning for the HR Certification Institute

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Interviews2 weeks ago

Q&A with Mahmoud Sami Ramadan – Digital Advertising Specialist, Dubai

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Articles3 weeks ago

Qisaty Project & Developing Talent in Children with Special Needs in Egypt

Edited By: Mahmoud Mansi Qisaty Project – founded by Mona Lamloum – was launched on 26th December 2019 to support...

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Stevie Awards Winners’ Articles Series – Kuveyt Türk Participation Bank Case

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