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Interview with Hilde De Bisschop – Group Marketing Senior Manager for Datalogic



I’m not keen on the standard CV’s, like you’re supposed to write them according the standards. A CV should present your personality, your inspiration, your passion on why you apply for a job…

Hilde De Bisschop


  • HR Revolution Middle East Magazine: First of all Mrs. Hilde, thank you for taking the time to be with us and sharing with us your insights! So, let us begin, can you tell us a bit more about Hilde De Bisschop?

Hilde De Bisschop: I’m a sales & marketing professional active in Auto ID & IT business since the start of my professional life. Marketing is my passion. It’s an important expertise in a company. It helps to drive the business in a company.

I’m wife and mother of 3 children, owner of 2 dogs and 2 cats.

My origins lay in Belgium and I’m actually living with my family since a few years in Luxemburg. Seen my professional career I always wanted to communicate with people as much as possible in their local language hence why I speak Dutch, French, English, German and Italian.

  • HR Revolution Middle East Magazine: Could you tell us a bit more about your role with Datalogic?

Hilde De Bisschop: I’m responsible worldwide for strategic development, monitoring of all our companies channel programs, tools, promotions; all that is needed to make our channel partners successful and drive the yearly annual sales plan. I’m reporting directly to our Chief Marketing Officer.

I lead worldwide strategic alliances development with potential manufacturer’s that don’t carry competitive products, building relations together with them to make our brand stronger. Identifying potential business opportunities, cultivating these relationships and finalizing common terms and conditions that benefit the organization while managing/leveraging those relationships for immediate impact and long-term growth of Datalogic’s business.

I’m ensuring our Datalogic brand is honored in all marketing activities we do with our channel partners and support our partners to drive common marketing activities to grow their business with us and maximize ROI while controlling a balanced global channel marketing budget.

  • HR Revolution Middle East Magazine: Where do you currently see the future of business with all the modern technologies such as barcoding, mobility and such?

Hilde De Bisschop: I truly believe we’re still in a growing curve with the technology, barcoding, mobility and other. So many solutions can still be developed; so many applications will change our lives.  

Datalogic is always looking into to new technologies and investing heavily in R&D. Working closely with the end customer, knowing the needs of those, new technology will keep on being developed. I obviously can’t disclose the new technologies our company is working on but for sure technology is and will be very important for the future generations.

  • HR Revolution Middle East Magazine: Your career over the past 10 years has been focused around driving marketing to and through partners, how would you define Channel Marketing? How would you say it affects business?

Hilde De Bisschop: Channel Marketing is highly important for a company with an indirect go to market model, it involves strategic insides to drive the company’s annual sales plan.

An indirect channel means selling your products through distribution and partners. Channel Marketing defines channel program with benefit packages for the distributors and partners, channel marketing defines as well different tools for ease of business with Datalogic, creates motivational programs for our channel to choice to work with Datalogic and not the competition. Furthermore it’s a keystone to drive more business growth with the different channels by supporting partners & distributors with effective marketing activities in the different regions. By co-funding marketing activities through our channel Datalogic can reach much more end users, in all regions, worldwide, respecting the regional market behaviors and supporting the regional business needs. It’s a key element to drive business revenues.

  • HR Revolution Middle East Magazine: You were an entrepreneur and had your own company then you switched into working for corporates, unlike many who usually start off working for a corporate then leaving to become entrepreneurs, why the switch?

Hilde De Bisschop: That’s a difficult and at the same time easy question to answer. As an entrepreneur, I enjoyed very much the different activities my company achieved and together with my employees we were a great team. Each of them carried responsibilities for a given client. I ended up after a while consulting for one corporation whom high jacked almost 95% of my time which made it hard for me to run efficiently my company and my family. The pregnancy of my 3rd child changed my professional landscape. Being very busy with one customer, having a busy partner as well and running a company and 2 other small children was though.  My skills were highly requested in the corporate market and I felt like I could contribute to another success. One of my employees wanted already to have shares in my company, be part of it so I finally decided to sell the company to him and go corporate.

I never regretted my decision!

The company I owned is still successful and my former employee is still very thankful I gave him the chance to become an entrepreneur. Passing on of a success to another individual makes me feel very satisfied, being able to participate to one’s other success is a grateful feeling.

  • HR Revolution Middle East Magazine: Channel Marketing is known to be deeply involved in human behavior and understanding on both the business and personal level, can you give us an insight into that?

Hilde De Bisschop: Channel marketing is truly a customer and human relation. Between the different regions, cultures, you need to understand, the people you work with. That’s fascinating. A true learning curve. You need an open mind and understand the regional business behaviors. It’s challenging and interesting. You need to be very customer minded, a social animal to be successful and you’ll see it’s a very satisfying job. After a few years you end up having some customers becoming personal friends.

  • HR Revolution Middle East Magazine: You are known to have climbed Mount Kilimanjaro, and it must have definitely been a tough task, can you compare it to your career? Are there any aspects of similarity?

Hilde De Bisschop:

-Climbing to the top of the Kilimanjaro is comparable to climbing to the top within a corporation.

-Climbing the Kilimanjaro is a tough task although physically it’s pretty OK if you persist and hang in, it goes for the business as well when the travel gets tough, the deadlines get closer and you physically are tiered, in difficult moments you need to persist, hang in and stay alert.

-I believe that the mental portion of climbing the Kilimanjaro is very under estimated; it’s much tougher than the physical part. Once you go above 4000 KM, and you’re walking already 6 to 7 hours a day, it becomes mentally hard; you wonder why did I ever start this adventure. Same goes in the business, you have moments when you get to face lots of difficulties, solve issues and when the mountain of issues gets to high you think the same, why did I ever started this job. At those moments you need to be mentally strong and take a step back, look at the whole picture, keep on believing in what you do is the right thing and move forward. You need a lot of motivation and mental strength. I truly believe that whenever you’re convinced in achieving something, you believe in it, you will achieve it, whether its on business or personal level.

  • HR Revolution Middle East Magazine: You have been working across the region of Europe, Middle East and Africa, for quite some time. What are the major differences that you see between Europe and Middle East and Africa? What are the areas that you see each can benefit from the other?

Hilde De Bisschop: Working across EMEA is challenging and at the same time very interesting. Cultures are different and the business needs to grow the same. I often noticed on my visits in the Middle East that I was asked, how do you achieve this in Europe or the same goes for Africa.

Although the business approaches are different in those regions you can tweak some best practices around to fit the actual region. For sure you have to adapt some marketing actions to fit in the region however the end results can be the same. Only the way to take the action is different based on different ways of doing business. Most of the times regions can learn from successes whether it’s Europe from Middle East or from Africa or vice versa.

In my today’s job, I’m responsible worldwide and even there I can say that the US can learn from Europe or Middle East or vice versa. It’s very challenging and interesting and keeping the big picture is needed; at least all regions can benefit from each other challenges and wins.

  • HR Revolution Middle East Magazine: You have worked a lot of teams, hired quite a lot of people, can you tell us what is the first thing that grabs your attention in a resume?

Hilde De Bisschop: The first thing that grabs my attentions is the creativity, the personality of the applicant.

I’m not keen on the standard CV’s, like you’re supposed to write them according the standards.

A CV should present your personality, your inspiration, your passion on why you apply for a job. If it’s not clear from the CV I probably would not consider it; especially not for a marketing job. Passion is the 1st thing you need to do a great job.

  • HR Revolution Middle East Magazine: When interviewing a candidate, what are the first three things you tend to look for in the candidate?

Hilde De Bisschop:

-Why did he/she decide to apply for the job in our company? What were the drivers?

-What does he/she think they can bring as an advantage, extra to the company?

-Why does he/she think I should hire them based on their personality? What could they bring personally to a team, the company.

  • HR Revolution Middle East Magazine: As a manager of a team, what are the main KPIs you use to measure a team and an individual?

Hilde De Bisschop: I believe any individual is different in terms of experience and knowledge. Obviously a junior person you measure on growth in the job, achieving some specific KPI’s. A more senior role you challenge them in growing personally and going beyond what they’ve proven already. Both junior and senior you need to try to bring them t the next level. Based on this believe you set KPI to grow your people.

KPI’s could be development of a given skill, learning a new skill, developing a behavior,… For sure in Channel marketing ROI of campaigns is a standard KPI.

  • HR Revolution Middle East Magazine: How do you define the success of a marketing campaign? What are the aspects or your key points of measure?

Hilde De Bisschop: There is no unique answer to this question, while you need to define points of measure depending on the campaign activity. There is no generic answer. Of course ROI is the most important aspect but ROI for an event can be totally different than ROI of a telemarketing campaign. I believe you need to set goals for each activity and measure the achievement of the goals. Goals can be different based on the marketing activity type.

F.E with a telemarketing campaign you want to drive qualified leads that bring your sales teams in front of the customer and the ultimate goal is the detection of a project, with ultimately the value revenue for the business. 

F.E with a sales incentive you measure the final growth in revenue versus a target.

As said, a unique measurement for a marketing campaign doesn’t exist. It’s all related to the activity type. In the end the unique measurement is to drive the revenue up in short/long terms and support the sales teams in achieving the companies target.

  • HR Revolution Middle East Magazine: Work life balance is one of the most debated topics in the past few years, would you share with us your thoughts on this topic?

Hilde De Bisschop: Work life balance should be the most debated topic seen the speed of life, the pressure in business and personal life and it’s very difficult to keep that balance; especially when you have a high responsibility role. I’m a perfectionist in my business life and it’s for me even harder to keep the balance in my personal life. I’m lucky to have a very supportive husband that keeps my feed on the grounds and says stop when the balance is gone. Seen the fact I’m travelling across the globe I need to set myself rules to keep the balance between work life and private life. Sticking to these rules is hard and altogether the most important to be able to perform. Home office for professionals that travel a lot for their job is favorable for the work life balance. I truly believe that home office for professional travellers brings more business productivity and balance in their private life.

  • HR Revolution Middle East Magazine: Between your hectic job duties in such a big company, which must be a time-consuming job, could you give us an insight in your regular day? Do you have any hobbies? Practice any sports? If so does it affect your performance? Also we know that you have a family, does your work affect your family life?

Hilde De Bisschop: My passion is reading books, due to the many hours I spend in the plane’s I can keep my passion and read books. I decided years ago that I don’t work in a plane anymore. When I’m not travelling I spend all my time dedicated to my family, with limited time for myself. This is the only way to keep balance in my work & life. The only sport I practice is walking our 2 dogs every morning very early in the woods and it does not affect my professional life while I’m in my home office at start of the business day. The dog walk however is a good refreshing start of the day, which gives me energy and is ME-time.

  • HR Revolution Middle East Magazine: It’s been quite a pleasure having you with us, would you care to share your favorite quote that inspires you?

Hilde De Bisschop: I don’t have a favorite quote there’re too many good quotes so I cannot choice. My personal quote is “Follow your dreams, follow your passion! The day you loose passion it’s time to move forwards regardless whatever obstacle. As long as we’re happy, truly happy with what we’re doing in life, whether in business or private, it’s good. If you get up one day and think, oh no; I can’t do this anymore, whether it’s business or private, then change your live. Only then you’ll be happy in everything you do, achieve.

  • HR Revolution Middle East Magazine: If there’s one advice that you would give to the youth, what would it be?

Hilde De Bisschop: Live, live, live, explore, explore, explore, be passionate and not superficial in what you do. Grab the moment, grab the passion, dream wild and achieve whatever you want by just using the power of your will. Never say I can’t make it, always believe in what you want and you’ll get there. Never give up. Limit use of social media, stuck the phone away and live. Make your dreams happen.

  • HR Revolution Middle East Magazine: In the end, we’ve come to the end of our interview, is there something you would like to say or share?

Hilde De Bisschop: Be yourself and believe in yourself! Regardless the religion, culture, studies! If you want to become someone, and you truly have a passion then follow it and go for it. Obstacles will be on your path but the achievement will be all yours.

Mrs. Hilde it’s been indeed quite the pleasure in having you with us as part of this interview!

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



Interviewer: Mahmoud Mansi

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

Yasmine yehia

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Civil Work

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



Mahmoud Mansi

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

Sherihan Elkamash

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Balance = Success

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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