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Interview with Harry Marshall – Client Services Manager – Alexander Mann Solutions (Regional Recruitment Manager Novartis OTC IntOps)

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 INTERVIEWER: MARIAM THABET

About Alexander Mann Solutions: is a leader in international recruitment process outsourcing. It works on transitioning, transforming and delivering world-class processes across all stages of the resourcing and recruitment lifecycle. Alexander Mann Solutions has delivered RPO to international blue-chip clients since 1996.

 

HR Revolution Middle-East Magazine: Give us an idea of your early life and career and what it was about HR that attracted your professional attention?

Harry Marshall: I worked throughout my time at university and one of the jobs I did was in real estate as an agent for rental properties in South London, and sometime later I went on to do telesales for a home improvement company. I did well and enjoyed the pace and dynamism of a sales environment, so I went on to work for Hays in central London as a recruitment consultant handling senior accountancy placements for a variety of organisations based in central and West London. I have a natural sales streak and like to cultivate and maintain business relationships. In addition, I love discovering new people and understanding what makes them tick. Talent Acquisition professionals – whether on the agency side or RPO/in-house side, perform best when they are able to identify, match and then effectively market (or “sell”) that talent where they see it best fits. My friends say my job is a natural fit for my personality – I’m always the one introducing friends to each other if I think they will get on with each other or have a shared interest. A bit of a matchmaker, you could say!

HR Revolution Middle-East Magazine: Your move to Novartis. There’s quite a gulf between industries and banking (Credit Swiss) and pharmaceuticals. What was it about Novartis that caught your interest?

Harry Marshall: Working for Alexander Mann Solutions (AMS) gives you extraordinary opportunity to be exposed to a wide variety of roles either cross-function or cross-industry (and often, cross-country).  I left our Credit Suisse account in Singapore as the team was downsizing and AMS assigned me to run a small RPO in Jakarta, Indonesia for Novartis Pharma. It was immediately interesting for me as I was schooled in Indonesia and speak the language. It was certainly a new field for me, but I understood the cultural dynamics and I have to say I loved every minute of it. After our contract ended in Indonesia, I was required for a 3-month assignment in our Manila Shared Services centre, working with (again) Credit Suisse and the Global Sourcing team (where we had a team of 20+ supporting our on-site teams in New York, London, Singapore, Hong Kong & Tokyo) rolling out specialised training, re-modelling the team and mentoring the ear-marked Team Leader to take on that role after I moved on. During that time, AMS won the contract with Novartis OTC in the MEA (+Russia & CIS)/APAC regions and I was brought in to run that account based in Singapore, and was tasked initially to build a world class team across several countries and get the operation up and running. I have always been attracted by internationally-focused work – working with different countries, cultures and languages – I find it fascinating and as I love to travel, it has been a great opportunity to visit places I never thought I’d go. I have learnt so much in this role and grown considerably as a professional – it is easily one of the best career experiences I’ve ever had.

HR Revolution Middle-East Magazine: How did you perceive the culture of the business and how it operated?

Harry Marshall: Novartis is a truly global business, with a very entrepreneurial spirit. Novartis operates almost everywhere people exist and I find this fascinating. In theory, there is not a single person on the planet who could not benefit from a Novartis product and I believe it is aware of this prowess and commercial power, but exercises it so methodically and with integrity.

HR Revolution Middle-East Magazine: What is RPO? And what is the difference between RPO and Agency?

Harry Marshall: RPO is an industry within the Talent Acquisition arena, which was formed by our CEO, Rosaleen Blair, in 1996.  It firstly stands for Recruitment Process Outsourcing and our clients’ outsource to us, or all of their talent acquisition functions. Typical clients are those with often very high volumes or complex hiring needs and are looking to increase efficiency and drive down the cost of recruitment transactions and of their recruitment operation. Usually, clients come to us wanting to reduce agency use, reduce their time to offer, or help them better approach how they resource their talent acquisition team in a more efficient manner. Essentially, we help clients spend less whilst being more sophisticated and agile when it comes to talent acquisition. We provide recruitment professionals, implement talent acquisition technology, provide media consultancy (and buying), implement robust and sophisticated recruitment metrics reporting amongst a wide range of associated products and services; emerging talent project management, executive search and psychometric assessment design to name just a few. Agencies are purely tasked with marketing the vacancies of their clients and submitting candidates to them for which they charge a fee upon successful placement. The average tenure of an AMS client is seven years continuously where we act as a strategic partner to our clients’ Talent Acquisition and HR teams and help them deliver on their global talent agendas. The longest (current) client we have is Vodafone in the UK, where we have delivered their high volume and highly complex talent acquisition programme for over 11 years.

Alexander Mann Solutions operates a business of over 3000 people in 60+ countries and is the global leader of sophisticated talent management solutions, including recruitment process outsourcing and specialist professional services, that help organisations attract, engage and retain top talent. More information can be found at www.alexandermannsolutions.com.

HR Revolution Middle-East Magazine: RPO is new in the Middle East. How do you promote RPO within the region? And what are the difficulties that you have faced?

Harry Marshall: You ask this at a really exciting time as Alexander Mann Solutions is starting to build out our proposition in the Middle East. We have recently hired a regional Head of Business Development and Client Relationship Management, based in Dubai – Chance Wilson – who has a wealth recruitment and RPO experience across the Middle East over several years, to launch our business there. Partly, we work with clients in other parts of the world who are looking to us to provide them with appropriate support in the region, but we also find it a very exciting time to be building an RPO business in a part of the world which has the maturity and available talent to make a RPO business ours, viable there. We currently work with a number of organisations in the Middle East but there will be more to come – watch this space!

HR Revolution Middle-East Magazine: Everyone has their own take on mergers and acquisitions and what can go right and wrong, as it’s all over the news that there is a merger between Novartis and GSK in one of the entities, what was your experience?

Harry Marshall: Mergers and acquisitions are, quite simply, a reality of the corporate landscape and if you are in business, and are going to have a long corporate career one must expect to live through a merger/acquisition at least a handful of times. It is natural for humans to fear the unknown, and when we hear that our organisation is being acquired or merging with another, panic and fear are often the knee-jerk reactions purely because all the facts and figures are never right in front of us. It usually takes a long time for such transactions to complete so my advice would be not to make rash decisions or quit your job just because of what you have heard. It doesn’t mean that everyone is going to get fired. It doesn’t mean your company or department is going to shut down – and if that were to happen, it would not certainly happen overnight. Consider what good such an event could do for your career.

Novartis OTC and GSK’s Consumer Healthcare business are forming a joint venture that will create the worlds’ largest consumer healthcare organisation and the worlds’ first Fast Moving Consumer Health (FMCH) business – I find that pretty exciting – and the vast majority of employees on both sides of the transaction will benefit from this evolution in terms of greater exposure, product experience and enhanced career opportunities. The joint venture is yet to complete at Novartis but we are excited by what the future holds. Novartis has worked tirelessly to ensure that there are regular communications about the progress of the deal and what it means for their businesses, their products and most importantly, their people going forward.

HR Revolution Middle-East Magazine: Focusing on driving efficiency, though, is a bit of a blunt instrument. What are your thoughts about that?

Harry Marshall: Driving efficiency has to be the top of any business manager’s agenda. The propensity to waste is mind blowing, and having worked with a number of high profile clients through the years, I’m often struck by the waste that you come across – of course almost all of it is unintentional – and more worryingly – unseen by the most influential people in the company.  Waste comes in many forms – in process, in productivity, in money, in resources, in hardware and real estate. I’m sure we all get a bit jaded hearing about “driving efficiency” and “managing costs” but for people and businesses to succeed, they need to be operating at optimum efficiency and profitability whilst keeping their costs in check and waste is the number one enemy of this. A few years ago at AMS, in our (small) Singapore office we looked at our monthly office phone bill.  Every month we were spending close to US$9,000 on a high volume of typically high-cost international phone calls. We took to using Skype and our own Microsoft Lync to communicate and conducted more calls via telephone conference so using local numbers to connect, and in a few months we managed to bring the bill down from several thousands to just several hundreds. It was a really simple act, and one that meant we contributed to our business meeting budget that year which meant we all got a decent bonus! We didn’t even have to stop doing anything we were already doing (making international calls), but it was a simple change that had a big impact. In England we have a saying that goes “look after the pennies, and the pounds will look after themselves”!

HR Revolution Middle-East Magazine: What advice do you have for our professional young readers who seek an HR Career?

Harry Marshall: It would probably be the same for any young person entering the job market now – learn, learn and learn. Be hungry to discover more and more about this industry and those who operate in it. In the first, say, five years of your career, you have the ability to try out new things maybe even switch direction if you need. Find out what you love, what you are good at, and what naturally interests you. Careers can last 30, sometimes 40 years, so in the beginning, be bold, take risks, try new things, push yourself and always strive to move out of your comfort zone. Don’t worry about making mistakes, you will learn and grown from them. Don’t just move jobs for money – look at the bigger picture – will you be happy? Where can an opportunity take you long term? We spend more time doing our jobs than really any other activity in our lives – enjoy what you do, find your passion! The money will follow and in all the years I’ve been working I really have realised it’s not everything. I would much rather be happy and have less money, than have lots of money and be miserable. That’s no life for anyone.

HR Revolution Middle-East Magazine: Thank you so much for sharing your valuable experience and time.

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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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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Interview with HRCI Advisory Council Member Dr. Amir Dhia

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Interviewer: Mariham Magdy

” The CEO Advisory Council is a model for other industries as they play a role in connecting the lines between the labor market needs and the professional job industries” Dr. Amir Dhia

Brief Biography about the Interviewee:

Previously, Dr. Dhia was Dean at INSEEC MBA & MSc

Dr. Amir Dhia serves on different boards and educational organization programs. He is a member of the HRCI CEO Advisory Council; a Board Member of the Standards Supreme Council of the Global Academy of Finance and Management (GAFM), and a Board Member of the Standards Supreme Council the American Academy of Project Management (AAPM). Dr. Dhia is the Director General of UBT Executive Education (University of Business and Technology, Jeddah); the Director General of UBT English Language Academy, and Assistant Professor of UBT MBA and MSc programs.

Previously, he was Dean at INSEEC MBA & MSc Programs (Paris Campus), Founder & Director of INSEEC MBA in Business Diplomacy (awarded Innovation Program for 2015 by Eduniversal Rankings), and Director of its MBA program in Marketing and Communication. He was also a Professor at the Center of Diplomatic and Strategic Studies (CEDS, Paris), and at the Department of Diplomacy and Strategic Negotiations of the University of Paris XI, Jean Monnet College (awarded Professor of the Year 2009), as well as Head of English language programs at one of the largest language and training centers in Paris, CFILC.

With a PhD in International Relations and Diplomacy (summa cum laude), Master and Bachelor degrees, Amir Dhia is a specialist in the Information and Knowledge Society, a Legal Translation Expert, an Accredited SME Consultant, a Certified Digital Marketing Associate, holds a Chartered Certification in Talent Management, and completed the Distinguished Leadership Development Program from the National School of Administration (ENA, Paris). Training diplomats, officers, government officials, CEOs, executives as well as undergraduate and graduate students, he has worked, lectured and trained in several countries around the world. 

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

Would you please share with our readers more about the international certifications offered by the HRCI and how are they exactly designed to help advance HR professionals’ careers at different seniority levels?

Dr. Amir Dhia:

HRCI has an outstanding record of global certification and recognition for over 45 years. This is in part due to both the well-established standards and credibility and accreditation of its certifications and their impact on HR practitioners. HRCI’s eight certifications and qualifications requirements are significant for the HR profession. Certification adds value to a professional’s career. The various aspects of HR are included in the HRCI certifications and the exams cover a comprehensive spectrum of topics ranging from HR Administration and Operations, Recruitment, Talent Management, Compensation and Benefits, Employee Relations, HR Mobility, Health and Safety, HR Information Management and Business Leadership. With more than 500,000 certification holders in more than 125 countries, HRCI certified professionals lead global HR organizations and businesses. 

2- HR Revolution Middle East: Providing International Certification for such a sensitive profession like the HR is definitely not easy, considering the changing environments for this profession and how they can dramatically impact even the way of managing the HR different functions. Would you please let us know how do the HRCI succeed to tailor a sound know-how for global professionals? How is this secret recipe cooked?

Dr. Amir Dhia:

HRCI certifications are accredited by both the National Commission for Certifying Agencies (NCCA) and International Accreditation Service (IAS), where that accreditation offers impartial, third-party validation that the development and administration of HRCI certification programs has met stringent standards set by the testing industry. HRCI certification exams are conducted at proctored test centres worldwide and to a limited extent online. The certification exams are evaluated and revised to stay in line with current HR practices. Unlike other certifications that may simply require research and memorizing concepts, HRCI candidates need to acquire and master HR concepts and practices to be certified.

3- HR Revolution Middle East:  The aPHRi is the latest Certification added to the series of International Certifications offered by the HRCI. How did the HRCI evaluate the actual need in the market to help support the experience of junior professionals? How can this early certification help junior professionals to advance their careers with quicker steps than usual?

Dr. Amir Dhia:

The HRCI aPHRi international certification is indeed highly useful and significant for new practitioners and recent university graduates in the field of Human Resources. Many candidates take the entry-level certification when they shift their career from one field or another towards HR. Recent university graduates also take the certification to combine their university degree with a professional certification to distinguish their qualifications when applying for their first job. HR practitioners who do not have a solid foundation in the field of HR are expressing interest in aPHRi to support them in their positions and careers. Encouragingly, aPHRi professionals are already planning to take their competence to a higher level by preparing for the PHRi certification. UBT Executive Education was among the very first global partners of HRCI to adopt the new aPHRi certification when it was first launched back in early 2018, noting that the number of aPHRi professionals are growing steadily.

4- HR Revolution Middle East: What special tips would you share with professionals preparing for their HRCI certification? How can they prepare themselves for the exams?

Dr. Amir Dhia:

Preparing for HRCI certifications should be a pleasant, enriching and fulfilling experience and challenge. Regardless which certification they target, candidates need to master HR concepts, understandings and practices rather than memorizing definitions for the sake of an exam or certificate. Candidates who take an exam preparation training program are recommended to take the certification exam within a month or two after that training is completed so that the knowledge and concepts acquired remain fresh. The longer the candidates wait to take the exam the more they find themselves spending longer time reviewing the materials. HRCI has a large global network of Certification Preparation Providers (CPP) that are selected for the quality of their training for HRCI certifications. Another important advice that I would like to highlight is that it is better and more efficient to be trained by an HR professional who is already an HRCI certification holder than by a practitioner who is not. That advantage helps aligns the training with the mind-set of the trainer and HRCI certification exams. For example, at UBT Executive Education we only recruit expert trainers who are both active practitioners in the field and are holders of the SPHRi certification. Those two assets are very important for our candidates in terms of trainer competence, qualification and quality standards.     

5- HR Revolution Middle East: The Middle East is one of the most important markets, the HRCI has been supporting for years now. As Member of the HRCI CEO Advisory Council, can you please let us know how did the HRCI expand lately its role in the Middle East? Are you planning to offer especially tailored products for the ME in the coming period?

Dr. Amir Dhia:

HRCI has devoted a lot of effort in recent years on its international development, particularly in the Middle East. In terms of exposure, HRCI is more visible in the region than ever before thanks to its participation in forums and events, along with its active communication and interaction on social media platforms. The fruit of all that is becoming increasingly obvious as more companies and professionals rely on HRCI certifications as a reference of quality and competence. With 93% of Fortune 500 companies employing HRCI certification holders, that is a testimony to the standards and reliability of HRCI certifications inspiring other companies and professionals, both in the Middle East and elsewhere. Also, thanks to the coordination between HRCI and UBT Executive Education, as of 2019, both aPHRi and PHRi certifications are approved and subsidized by the Human Resources Development Fund (HRDF) in Saudi Arabia. There has been a growing demand for candidates with aPHRi. HRCI is working on launching the certification exam in Arabic language to encourage a wider audience of HR professionals from the Middle East region.    

6- HR Revolution Middle East: Do you believe that the industry trends in the Middle East are different from that of Europe & America, and thus the HR professionals in the region have to nurture special set of skills and knowledge more related to the region?

Dr. Amir Dhia:

The fundamentals and functions of any profession are essentially the same regardless of the industry or country. However, HR has a certain level of legal and cultural particularities that need to be taken into consideration per country specifications. For instance, there are HR laws and practices that are unique to Europe, North America and the Middle East region. As much as HR professionals need to adjust to their companies, they also need to adapt to their respective countries and cultures. This is what makes them global in their mind-set and culturally adaptive in their local practices. HRCI has reflected on that notion through three of its certifications (aPHRi, PHRi, SPHRi) that clearly highlight the knowledge HR practitioners need in both a regional and global context regardless of country or business industry, while encouraging them to be creative, flexible and dynamic, as needed locally.

7- HR Revolution Middle East: We are extremely amazed by the idea that the HRCI has a special “Advisory Council” acting as a resource to the HRCI CEO by offering advice, insight into industry trends and market needs.  Do you believe that this special set-up shall be adapted in other businesses as well? How will this help businesses to advance & grow more in the market with a more “customer-need based” approach?

Dr. Amir Dhia:

The newly established HRCI CEO Advisory Council brings unique knowledge and skills. HRCI’s mission is to enable people and organizations to discover, develop and demonstrate their fullest potential through innovative learning and certification in the ever-evolving world of HR. Therefore, our role as CEO Advisory Council Members is to offer advice, insights and a different perspective into industry trends. The CEO Advisory Council is a model for other industries as they play a role in connecting the lines between the labour market needs and the professional job industries. I am proud and pleased to serve as a Member of the CEO Advisory Council along with other colleagues who are specialists and experts in HR.

8- HR Revolution Middle East: Finally, we would like to ask you to give an advice for professionals especially in the Middle East, about how they can support their businesses? How does the various technological/ environmental/ physical disruptions nowadays require them to develop their skills/knowledge/competencies in a different way?

Dr. Amir Dhia:

The whole world, including the Middle East, has been going through unprecedented challenges as a result of the pandemic. While many businesses have either closed their doors temporarily or are at the risk of permanent closure, many other companies and industries have sustained, emerged and even grown. We should look ahead and adapt to the dynamics of global businesses and industries by exploring opportunities and alternatives. A lot of professionals have made use of the recent circumstances and environment by reflecting on their careers and potentials. Many others spent quality time developing skills and new competencies. While the economy at-large may take some time to recover, let’s move forward constructively, positively and distinctively. 

THANK YOU

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