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Interview with Dr.Rita Maselli ~ HR Professional, Trainer, Writer, Painter & Owner of RitaMaselli & Associates

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INTERVIEWER: MAHMOUD MANSI

It’s not enough to have laws in place; we need women in key decision-making positions, not administrative positions no matter how good the title may sound. HR needs to be aware of the challenges women face and some strategies to help them deal with them in a respectful and assertive way.

Rita Maselli

About the Interviewee:

Dr. Rita Maselli is an Italian/Canadian HR Professional, consultant, trainer, award winning writer and painter currently living in Egypt, though she considers herself a Global Citizen. She owns her own business in Egypt as the Managing Director of RitaMaselli & Associates, a Management and HR consultancy founded in Cairo since 2009 www.rmaselli-associates.com. Dr. Rita specializes in Change Management, ROI, KPIs, Crises Management Training, Competency-Based HR, TNA Automated Tools, Performance Mgt and Attitudes Training and Coaching. She has lived/studied/worked in Italy, North America, Latin America and since 2002 the Middle East. She has a PHD in Management specialized in Change Management; and MA in Leadership/Supervision specialized in women leaders and gender management.

THE INTERVIEW

1-HR Revolution Middle-East Magazine: When you were a university student what was your dream job?

Rita Maselli: Actually, I never really saw myself in a job; I had a number of dream images that I carried around in my head: me as a lawyer pleading for the innocent; as a novelist winning the Nobel Prize for literature, and as an anti-apartheid human rights activist.

2-HR Revolution Middle-East Magazine: When was the first time you thought about starting your career in the HR? Tell us the story.

Rita Maselli: I never made a conscious decision to have a career in HR: I started in the education field as an English teacher, then as department head, then in counseling services, secondary principal, assistant-director, director and finally as board member. Throughout that part of my career, I always worked in the private sector which is highly competitive. I was directly involved with overseas recruiting, assessment and evaluation as well as all of the other management duties many of which were connected with strategic budgeting, staffing and evaluation.

3-HR Revolution Middle-East Magazine: How did you develop yourself into being a better HR person?

Rita Maselli: While in Latin America, I lived through a few revolutions, some military coups, assassinations, kidnappings and even killing of my staff and if that doesn’t make you a better person maybe nothing will. As for the HR part, I just figured it out as I went along. I realized that HR refers to the people part of dealing with the logistics of management. I’ve become very good at learning from my experiences and especially from all the mistakes I’ve made within the work context. But more traditionally, I read, read, read … about best practices and failures; I watch videos; I meet and share with other HR professionals, attend some conferences, try out what I believe in, continue to learn from new mistakes I make and share what I know.

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Dr. Rita’s visit to Alexandria when giving a Seminar at the Bibliotheca Alexandrina in 2015

4-HR Revolution Middle-East Magazine: Working as an HR consultant and trainer in different regions in the east and the west, what is the difference between both regions in HR application?

Rita Maselli: When I first came to Egypt in November of 2002, I felt that we were quite far behind in terms of our view of the role of HR. Even though I was working in a multi-national setting and was hired to be an Assistant CEO, with the main responsibility to oversee a regional “systemic excellence” change initiative launched from Cairo, when I got here I was shocked to realize that I was basically just a “showpiece”; no real change was expected or planned for. I had just finished my PhD in management, specializing in change and for the 2 years of my contract I was not given the authority to change anything. I was a well-paid decoration. It was the most frustrating time of my professional career and that is when I decided I would never have a boss again.

But we’ve come a long way since then; although I believe that we, in the HR community in Egypt, a) are often missing the core business skills required to be strategic business partners and b) are splintered into many, competing HR groups (many of which are really just recruiting sources) and c) we still have a long way to go to adapt global best practices to the Egyptian reality and culture.

I am convinced that if we can create an umbrella HR group, a national association of HR professionals, we would have so much more national influence in terms of the impact of HR on the daily lives of employees and we could make a real CHANGE.

5-HR Revolution Middle-East Magazine: How many years have you been in Egypt? What is your criticism and advice to HR in Egypt?

Rita Maselli: I’ve been here twelve years. HR professionals are still not seen as very critical to the success of an organization. We are often still perceived as personnel, almost “admin” with a little veneer of HR. We need to become very competent at strategic thinking and management and understanding the business aspects of running a company and only then will the owners, CEOs and Senior Mgrs start to take us more seriously. As long as they think “HR has no idea how to make money, create added value or improve quality” then they will not trust us to help make the right decisions, and we’ll continue to be excluded from the strategic decisions that drive vision and results.

6-HR Revolution Middle-East Magazine: From your profession, what are the qualifications of a professional trainer? And with the increasing number of trainers, how can one determine who is fraud?

Rita Maselli: I think that trainers should have enough technical knowledge of a topic, have experience in that topic enough to deliver the message in a clear and practical way, and be able inspire participants to grow and choose attitudes that empower them to live up to their potential. This combination is not easy to find, but is the one that leads to success. It isn’t because you can download a PPT presentation, copy and paste activities from different sources from the internet and are not afraid to speak in front of a group that you are trainer. A presenter of information is not a trainer. You might be able to get away with that at the university level but not with adult learners. It seems that a growing number of people have become or are becoming trainers because they think that they can make good, fast money. We need quality trainers, quantity is not enough.

7-HR Revolution Middle-East Magazine: When did you decide to start your own organization in Egypt? What were your challenges at the beginning?

Rita Maselli: I started at the end of 2008. Just setting up the company was a challenge for me as a foreigner but even more of a challenge was deciding what areas of HR, Management and training I wanted to specialize in. I found my niche a little at a time as I better understood the needs of the Egyptian market and where my strengths lie.

8-HR Revolution Middle-East Magazine: How did you market your own training programs at first?

Rita Maselli: Actually at first I didn’t market my training programs as I worked as a partner/consultant with IMI. Later I marketed through some special events, my own reputation as a trainer and the best marketing tool of all, word of mouth.

These days most of our marketing is done through social media. Check our Company Page Facebook. Also discover the following pages that we use to share the latest best practices in specific and key HR and management areas: Breaking the Glass Ceiling; Trainers Niche; Dr. Rita Maselli’s ROI Club; Dr. Rita’s KPI Academy; Attitudes for Personal Success and Happiness.

9-HR Revolution Middle-East Magazine: The Egyptian market has been continuously bombarded with training organizations. Does this mean that organizations in Egypt are beginning to understand the importance of training?

Rita Maselli: I don’t really know why the boom in training companies. But obviously quantity does not imply quality or results. Here’s the reality that we face as a country. You tell me what it means!

The 2015 Global Competitiveness Index puts Egypt at 116 out of the 140 countries that participated; a very poor showing. We might be tempted to say that it’s because of the regional area and the political instability etc. but that wouldn’t account for the rating of Jordan (64) and of Morocco (72).

Perhaps two of the most horrible and worrying ratings are in the sub-categories “quality of management schools: we scored 139 out 140” and “extent of staff training: 139 out of 140”. This is critical stuff! There is no lower rating that we could have received (except 140 out of 140). I believe that we need to organize an HR national forum on these two ratings. We desperately need to find out why we are so low and come up with a plan to improve. I’m willing to work with anyone who is interested to make a difference.

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TNA workshop 2016

10-HR Revolution Middle-East Magazine: As the owner of your training organization, RitaMaselli & Associates, how do you keep your customers and market share among all the different competitors and economic changes?

Rita Maselli: Frankly, I don’t waste my efforts trying to find out what my competitors are doing. I refuse to compete. I focus on developing those business areas that I believe in and that I can deliver quality results for, sort of like Blue Ocean strategy. I design different training programs, different assessment tools and different ways at looking at generating business results. I basically focus on retaining my customers and repeat business.

11-HR Revolution Middle-East Magazine: As an HR person, how does this help you become a better person in the community?

Rita Maselli: As an HR person, I believe in the innate potential of people and my role is to create an environment where that potential may be developed by removing all artificial obstacles. From a practical point of view whenever possible I buy from the smaller shops instead of the chains. I try to appreciate the effort that people make when they show initiative, especially at the lower levels.

12-HR Revolution Middle-East Magazine: Your office is decorated by a lot of artistic paintings, all signed by you. From a personal perspective what could be the relationship between art and HR? And how does painting inspire you to become a better HR?

Rita Maselli: The practice of Art is like that of HR. There is the science of art, meaning understanding the medium you use, how to mix the colors effectively, how to design your message etc. But there is the human aspect of the creativity needed to create a piece. It comes down to what someone feels like when they stand in front of the final piece of art. Are they touched in some way? Are they uplifted or diminished? At the end of the day in terms of HR, we look at the results and ask ourselves, have we contributed to the improvement of an organization (without sacrificing employee rights) or have we contributed to the ineffectiveness or inefficiency of non-ethical, non-productive procedures? We are part of the problem or part of the solution. You can’t sit on the HR fence.

13-HR Revolution Middle-East Magazine: Would you advise the Learning & Development departments to apply a painting course to the employees of the organization? How would this be useful?

Rita Maselli: Interesting idea but I’m not sure that it would be beneficial or “do-able”. There is the process of creating a piece of art. I guess if someone would be willing to go through the process then many things could be learned, but it is a learned process and it would be time-demanding unless of course we should promote pure spontaneity. That would be fun but not sure that it would benefit all.

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One of the interesting paintings of Dr. Rita located in her office

14-HR Revolution Middle-East Magazine: You are also a writer, and you are writing your own novel. What are the difficulties you face as a writer?

Rita Maselli: As a novelist, you have to make sure that you have a worthwhile message to share otherwise you’re just filling up pages. Writing is a solitary activity, and it’s very easy to become discouraged. It requires concentration, organization, creativity and an incredible amount of discipline, actually just sitting down and doing it even when you’re not inspired. I’m very lucky because I’m part of a writers group in Cairo whose members are all very supportive of each other.

15-HR Revolution Middle-East Magazine: How does HR inspire your motherhood?

Rita Maselli: I have two adult children: daughter, who’s a writer and temporarily living in Egypt and a son who is traveling the world and is now in Peru. I’m not sure that HR inspires to be a better mother, but it definitely does inspire me to be a better communicator, confidante and supporter.

16-HR Revolution Middle-East Magazine: Being a member of Global HR Forum, how does this add value to you as an HR professional?

Rita Maselli: The main reason for the creation of Global HR Forum was the need for an HR group that is focused on the activities that are: very worthwhile, rich in meaning, high in impact and find ways to make this group truly stand out in key HR areas. And for the first 3 or 4 months, the spirit within the group was very inspirational as people came up with creative ideas about how to add value to the community and to the members of the group. Global HR Forum actively promotes debate, professional learning and a mindset of excellence in HR practices. We had a couple of great sessions and competitions that I feel added significant value to me individually and to us as professionals. Additional to this the group is also used as a recruitment tool.

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With Ms. Nour Elzeiny & Mr. Mahmoud Mansi Dr. Rita wins first prize in the HR Writer Competition 2015 for her article: Are You Still Wasting Your Training Budget?

17-HR Revolution Middle-East Magazine: From your work experience and observation in Egypt, what are the problems that face “working women”? And how can HR offer a hand into making a better working environment for women?

Rita Maselli: It seems that the “proper” legislation to protect women’s rights exists; so then it becomes an issue of making sure that as HR professionals we become very familiar with the laws and that they are applied consistently and correctly. For me I think that some of the bigger issues seem to be the lack of women in certain key professions and at certain levels of management. It’s not enough to have laws in place; we need women in key decision-making positions, not administrative positions no matter how good the title may sound. HR needs to be aware of the challenges women face and some strategies to help them deal with them in a respectful and assertive way. I am a feminist through and through. Men will never be completely able to discover their true potential until women are able to do the same. We both benefit when we are equal partners, and equal does not mean the same. Equal simply means having equal opportunity to make the choices we want for ourselves.

HR Revolution Middle-East Magazine: Dr. Rita, thank you so much for being the artist and professional person you are, for your honesty and for vividly sharing your knowledge, experience and valuable opinions with us.

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Facebook Page:

https://www.facebook.com/ritamaselliandassociates/?fref=ts

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Corporate

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

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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

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Interviewer:
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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Articles

LA CULTURA DIGITALE AZIENDALE E I SUOI LEADER CORAGGIOSI. LA SOCIETA’ DI MARKETING DIGITALE ITALIANA “DERAWEB” COME ESEMPIO DI ECCELLENZA NELLA GESTIONE DELLE RISORSE UMANE

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INTERVIEWER: Cinzia Nitti

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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