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Interview with Gyan Nagpal – Bestselling Author & CEO of PLGA Consulting (PeopleLENS Global Associates) – Singapore

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INTERVIEWERS & PHOTOGRAPHY: ALIA FARAMAWI & MAHMOUD MANSI

1- HR Revolution Middle East Magazine: Recently in November 2016 you were a speaker at the EMEA HR Summit in London (Europe, Middle East and Africa HR Summit). What was the most important piece of knowledge that you gained from this experience? And how do such conferences and summits support leadership development within individuals?

Gyan Nagpal: I loved the diversity of the summit and the fact that we had participants and speakers from both the economically developed and developing world. Personally, I loved Tom Griffin’s perspectives on storytelling. My wife is a professional storyteller, and I have seen how moving a well told tale can be. Inspired by her, in my speeches too, I now consciously weave complex Talent Economics data around compelling real life stories.

2- HR Revolution Middle East Magazine: Advise HR professionals with other fields to study aside from human resources.

Gyan Nagpal: There are three in particular.

  1. Many of us in HR tend to be too insular and inward looking. I would encourage better understanding of market dynamics, particularly what is happening with changing consumer trends and digital enablement. This is the number one constituent shift in motion, at the moment.
  2. Secondly, we can all use data better. In particular, I feel there is scope for improvement in evidence based decision making at all levels. This is what prompted me to write my first book four years ago.
  3. True process facilitation, as opposed to advisory expertise. The world is moving so fast, we only have experts on yesterday. No one is a true expert on tomorrow.

3- HR Revolution Middle East Magazine: From your point of view what are the qualities of a clever public speaker?

Gyan Nagpal: If I focus on the best speakers I have seen, there are four things that really get me to sit up and listen:

  1. They have a deep and immersive passion for the subject. And assuming they have spent a few years with it, are credible professionals, as opposed to having just read a few books to build passable commentary.
  2. They are humble and willing to show their true self. This makes them relaxed and easy in their skin, while up on stage.
  3. I am wary of the theatrical speakers, who have rehearsed their speeches down to pauses. They deserve to be viral on YouTube, rather than in front of a live audience. Great talks are about connecting with the audience, pausing for an unscripted query and going back and forth a bit. In short, following the broad tenets of a live conversation, rather than a one way presentation. The best ones are also those with a sharp wit, who can bring in some off-the-cuff humour.
  4. They always end it with the audience craving more. Nothing is more excruciating than seeing a speaker keep a topic on life support, after the audience has switched off.

4- HR Revolution Middle East Magazine: From your expertise what are the common HR problems in Singapore? What are your suggestions to excel further with HR in Singapore?

Gyan Nagpal: Singapore as an economy is at a crossroad. For decades, Singapore was a trading and manufacturing hub par excellence, but a shift in cost economics and the rise of China has forced a total reboot towards financial services, knowledge work and tourism. This means brand new skillsets are required within a single generation. To add to this, Singapore’s collective citizenship is one of the fastest ageing groups globally. This makes redeploying older workers into new and revitalized careers, absolutely critical for survival.

I think not just HR, but even the Manpower Ministry and educational industry are doing a great job in Singapore. It is reassuring to see the ageing and reskilling issues being tackled with seriousness, focus, funding and a long term perspective.

5- HR Revolution Middle East Magazine: Many fresh graduates, middle age employees and professionals consider career shifting? What do you think about this move? And from your personal opinion why do you think the reason behind the increase in career shifting?

Gyan Nagpal: This is a good thing, and critical for our future success. We live in an age where it is guaranteed that employment based careers will be disrupted at least once or twice, if not more, over the next 30 years. Many current jobs will disappear too. This means two things:

  1. Talent must be able to demonstrate the commercial impact of their effort. Noncommercial roles will disappear with greater frequency in a digital world.
  2. Talent must have the ability to monetize their capability as entrepreneurs, freelance professionals or independent contractors, and move seamlessly between one contractual arrangement to another.

6- HR Revolution Middle East Magazine: During this era a lot of HR people agree that the performance appraisal system hasn’t been strongly effective. In your opinion what kinds of evaluation can be used or implemented instead? Or other ideas to make the performance appraisal more effective?

Gyan Nagpal: This is one of my favourite topics, so allow me to explain what I think is needed in some detail.

While researching Talent Economics, I interviewed employees about what really motivates today’s workforce. I discovered a disconnect between the performance conversations my interviewees wanted versus how managers recounted their contribution to these conversations.

Over the last 20 years the employee mindset has evolved faster than has the art and science of management, and nowhere is this starker than in the area of performance management. Particularly the annual review. In both the developed and developing world, employees report that this “end of year” activity breeds stress, anxiety and mistrust. I can’t get over the irony that a process aimed at improving organizational performance, is itself underperforming!

Using an IT analogy: It’s time to “reboot” our performance management operating system, installing two specific system updates:

The first is what I call “The Democracy update”. As much as we try to make the performance appraisal a two-way dialogue, we cannot run away from the fact that at its core, the conversation today is often a top-down review. My research shows that many 21st century employees are rejecting conversations that are one-way. In hot skill markets today, managers must realize “who is appraising whom”. With other offers readily available, many employees enter a performance dialogue privately considering if this particular manager is worth another year, or not. The Democracy update implies that managers only gain the right to give feedback when they first genuinely seek the same on their own performance as leaders. Not just through 360o reviews, but also through authentic conversations asking, “How am I performing as your manager?” and “How did I help you succeed?” Only then can the conversation logically shift to, “How you can improve?” and “This is what you should focus on.”

Let’s call the second one “The Success module”. Greater employee autonomy and empowerment also changes the meaning of management. We have gone from a “supervisor of task and outcomes” to an “enabler of collective success”. To make this shift, we must give up the judge’s robes for the coach’s uniform. If employees don’t succeed, managers are on the hook too. What if, instead of making the heart of a performance conversation the appraisal or evaluation, it became a vehicle to improve success of the individual, the team and the business? What if performance feedback was paired with dialogue about transforming the business, the product, or customer experience? This genuinely reboots and upgrades performance management to focus on things that matter in the future.

7- HR Revolution Middle East Magazine: As a professional you have been through several job interviews until you have reached your current position. What was the most difficult interview question you were asked, and what was your answer to it?

Gyan Nagpal: I don’t think there has been a question so tough that I would remember it in isolation. I have had my share of great interviews (and a few painful ones), but I always respect the interviewer’s time and desire to find the right candidate. Often, halfway through a dialogue I have realized I am not the right person for the job, or the job isn’t right for me. In such situations: honesty and the ability to walk away amicably is my definition of success, rather than just being selected.

It isn’t without reason that recruitment expert Claudio Fernandez-Araoz from Egon Zehnder, once said “A typical job interview is a conversation between two liars”. I do believe being honest is a mark of success for both people involved.

8- HR Revolution Middle East Magazine: How far do you think Human Resources Management processes can go flexible with the millennials and the new digital era? Do you think the overall company system should totally yield to millennials working standards?

Gyan Nagpal: Can I say 101%. If we agree that loyalty has eroded on both sides of the employment equation, then several tenets of employment must change. Not just millennials, but people of all age are rejecting indentured obedience of organizational dogma.

If the company is to survive, it must change and change fast. I think my answer on performance management exemplifies how the social contract between employee and employer is changing.

9- HR Revolution Middle East Magazine: How did being an author help you in your daily career life? And what advice do you have for authors who want to market their books and become bestsellers as yourself?

Gyan Nagpal: It taught me a whole new level of rigour. Writing a compelling business book is a very rigorous process: from ideation, conceptualization, research and finally articulation. My book took me two long years.

During my speaking engagements, I meet tons of people who want to write a book, yet very few manage to get beyond 60 or 70 pages. This is the point where most books die. Usually, if the pace isn’t right or if the research isn’t deep enough. I would encourage aspiring authors not to rush things, be prepared to rewrite large chunks, to get attached to ideas rather than words and finally not to lose hope if publishers turn them down. Few people know that Agatha Christie’s first book was rejected multiple times over five long years, or that JK Rowling’s first manuscript was rejected 12 times till the 8 year old daughter of a Bloomsbury editor got her hands on it.

10- HR Revolution Middle East Magazine: In your book “Talent Economics: The Fine Line Between Winning and Losing the Global War for Talent” you were able to “navigate the talent markets of the future” as Dr. Martin Moehrle stated, how were you inspired to write this book? And how do you advice HR professionals to create new talents?

Gyan Nagpal: Three things in particular: 1. Be commercial. 2. Think in terms of capabilities rather than headcount 3. Recognize that today some of the smartest people, who can really grow your business, sit outside your office walls and will never work for you. Yet it is your job to help access their skills at the right time.

11- HR Revolution Middle East Magazine: If you are to create your own HR Summit, which country will it take place in, and what will be the theme you would like to choose? Why?

Gyan Nagpal: It would be virtual or hosted simultaneously on five continents, all connected live on giant screens. And the theme would probably be “Beyond Employment: Cultivating Capability and Curating Contribution”.

THANK YOU

Gyan Nagpal on LinkedIn

http://www.talenteconomics.com/

 

 

 

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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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“HR professionals must be prepared for anything.  The roles of HR professionals continually change, there will be a continued need...

Interviews2 weeks ago

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

Interviewer: Mahmoud Mansi “I am going around and discovering and jumping from one field to another, to be able to...

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...

Articles4 weeks ago

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

“Each institution’s culture is unique. Employee culture and corporate culture should create a common blend” Nomination: Stevie Internal Communication Bronze...

Civil Work1 month ago

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

Interviewer: Mahmoud Mansi “I am always trying to not lead members, but inspire them and gain their trust by encouraging...

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