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Interview with Mr. George Karam, Managing Partner – Advisory Middle East and Africa for Korn Ferry

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“For me, I am happy as long as I can see that the work we do has an impact on individuals and organizations and especially on society and advances development in the Middle-East” George Karam

Interviewer: Mariham Magdy

Brief Biography about the Interviewee:

George Karam is Managing Partner – Advisory Middle East and Africa for Korn Ferry, based in Dubai. Mr. Karam’s career of 31 years is split between management consulting, primarily with Hay Group / Korn Ferry in the USA and the Middle East and in several leadership roles at the World Bank in Washington, DC including global head of compensation, benefits, insurance and pension. He has worked in over 35 countries and across many sectors advising over 100 clients on strategy implementation, organization effectiveness, compensation, and human capital management

He is passionate about human, organization, and society development. Mr. Karam is an expert in building effective organizations and human capital management systems. His strength is in client engagement and integrated solution design and implementation.

Mr. Karam holds a Master’s of Business Administration in Management from Lincoln U. in San Francisco, CA and a Bachelor’s of Art in Business Administration from the American University of Beirut. He also completed the Executive Education Program at the Harvard Business School. He is also a Certified Compensation Professional (CCP) and works interchangeably in English, French and Arabic.

He is a member of the Advisory Council of the Human Resources Management Program at Olayan School of Business at the American University of Beirut.

1- HR Revolution Middle East: Can you take me to through your career journey and your current role at Korn Ferry?

George Karam:

Firstly, thank you for giving me the opportunity to speak to you and your esteemed online magazine.

It is a pleasure to be speaking to a magazine published in Egypt where a lot of knowledge about human development came from and where a lot of transformation has been happening

About me, as a child I did not necessarily grow up thinking that I wanted to be a management consultant, I wanted to be a car designer. Not only because I like cars but because I thought it’s where one can mix science and art: the car has a lot of science, data, components, a lot of processes to be built (science) but it can also be aesthetically pretty and artistic.  There’s a mix of science and art that creates movement, progress… and consulting is something like that!  

I finished my MBA in Management in 1988 and I was hired into management consulting.  I believed that it can be interesting because of the direct exposure to different clients and their business challenges that I will be resolving. Also, in different parts of the world.

I started with a strategy firm that did a lot of work processes re-engineering based on Statistical Process Control and Total Quality Management and that taught me a lot about how organizations function and the difference between high performing ones and the not so high performing ones. This signaled to me the notion that ‘yes you can put a lot of emphasis on the science of the organization, but the highest performing ones have its people at the center of their success’.  Their people are aligned to their strategies, trained, motivated, etc.  I then moved to Hay Group, also in the USA where I honed my skills on the ‘people’ side of organizational effectiveness. I started out as a compensation consultant.  Hay Group at the time was predominantly a Compensation consulting firm. I learnt not only the science of Compensation Management but more importantly how compensation can be one of the key motivators for high performing people and as a result, organizations.

My work was a perfect mix of art and science and it allowed me to work in many countries, across many sectors, and on several variations of client issues.   

I became increasingly interested in the concept of progress; going back to the car example; I wanted science, I wanted art, but I also wanted to see movement and progress.

Through one of my projects I was introduced to the World Bank in Washington, DC where I was living at that point in time.  I learnt a lot about development and the mission of the Bank.  Having grown up in a small and not so well-developed country, it appealed to me that I could work for the number one global development organization.  I took the offer.  At first, I worked on organizational decentralization and on Compensation and Benefits issues in the Middle East & Africa and I believe that my work had a profound impact on people and the organization.

At the World Bank, I played several roles, mostly in compensation, benefits, insurance, pension, but I also became involved with policy reform and a lot of work that focused on policies related to social development and people.

Then I went back to Hay Group for 2 years to lead the launch of the organization design practice. This was an arranged career deviation which allowed me to maintain my commercial instincts and to move to the Middle East as an adult.  This was another eye-opener on how much development work is needed in the Middle East.  The launch of the practice was very successful and now it holds the largest share of Korn Ferry’s Middle East business.

Two years later I was back in Washington, DC at the World Bank for another 4 years to lead an HR reform agenda. After that, I came back to Hay Group with the mandate to boost the business of the Middle East.  

We implemented a strategy that really paid off and have more than doubled the business in five years. We have taken the Hay Group business to a totally different level with the type and size of work we do.  Hay Group was acquired by Korn Ferry almost 4 years ago and this was a marriage made in heaven.    It could not have been a better match because now we can cover the whole spectrum of organization consulting. 

2- HR Revolution Middle East: Korn Ferry is known as the largest human capital consultancy in the Middle East and North Africa – can you tell me how this represents a special responsibility on your burden to be the leader of such great firm?

George Karam:

It’s certainly not a burden, it’s a responsibility. For me, I am happy as long as I can see that the work we do has an impact on individuals and organizations and especially on society and advances development in the Middle-East.

I have a primary responsibility to our clients; whether that client is a company, an individual or a country. That is my number one accountability.  I am also responsible for growing the business profitably and this feeds into two areas:  the responsibility towards shareholders, and towards our employees and their families. In the Middle East we have 200 employees. The better we do as a business, the better our employees and their families live.    I personally feel that I have the responsibility for making this happen.

3- HR Revolution Middle East:  As a firm that focuses on people and unleashing their strength, how do you recruit, retain and develop your people? What competencies are you looking for at Korn Ferry?

George Karam:

We recruit mostly by references. Those tend to be the most successful. Those with consulting experience tend to ‘hit the ground running’. 

We have permanent recruitment drives to keep a pipeline of candidates regionally and internationally.

New partners sometimes bring people with them. 

From a process perspective once we have candidates, we use our tools of course to assess them like the TalentQ suite for psychometrics, Behavioral Event Interviews to assess competencies, and case studies to assess business acumen and consulting skills. We need people that can connect the dots between business issues, business problems, and figure out how to resolve them using our IP and methodologies.

These assessments are not only for selection but also for feedback and for helping new hires succeed. Sometimes we hire people and we know they are low on certain elements like for example ‘decision making’ so we develop them to be better at it through training and coaching but more importantly in real situations.

We seek expertise: We always want compensation specialists, organization design specialists, leadership development specialists. We also like the people that have worked in more than one specialty area because solving client issues often requires a mix of solutions.

Most development takes place on-the-job in real client situations.  We expose our juniors to real business cases and invite them into client meetings even with top executives, so they get a full understanding and practical exposure in the discussion, the problem definition, the solutioning of issues, the communications, etc.  We also give our juniors exposure to the commercial side of our business: They participate in sales calls, proposal writing, pricing techniques, negotiations and closing.

We want people that are courageous, that can face clients, can hear a ‘no’ and stay strong; those that are happy and willing to deal with difficult issues, not necessarily on their own, we want them to be team players, curious learners… those will do well with us.

4- HR Revolution Middle East: Many companies around the world use the Korn Ferry Hay Job Evaluation Methodology (formerly known Hay Methodology), can you tell us a bit more about its application in today’s economic environment and in the future? How would you compare its use in the past vs the future?

George Karam:

I would be the first to admit that I spend a lot of time thinking about it. It’s a responsibility for any firm to think about what it offers in the market and make sure that it is relevant.

The Hay Group Methodology, formerly known as Hay Group Guide Charts Job Evaluation Methodology, goes back to the mid-1940s. It has accompanied many changes in the ways work is conducted, new jobs that have been created, new technologies that were introduced, and it is still in use.

It is the only methodology for work measurement that is acceptable in the US court of law, so it must be very solid. But like everything else in life, you should always revisit it, adapt it, even doubt it, because that is how you improve it and keep it relevant.

The methodology is based on three key factors which include eight elements. Any job, past, current, or future will require certain knowledge, will require to solve problems or create new things; and every job in any organization has a set of accountabilities. This is true in any work; white or blue collar, automated or creative that you can think of.

This does not change; it was even there when the Pharaohs built the pyramids way before Hay Group and is still applicable. 

The application of the Methodology will continue to change.

At first, the Methodology enabled us to measure work content, then to develop classification structures, then grading structures, then compensation structures, then job pricing. As it evolved more in its application, specialists started using the accountability factor to design variable pay plans and link accountabilities to developing KPIs, then develop performance management systems, etc.  Then specialists started using it for organization design, organization cascading; job design, and RACI matrices.  Specialists also use it when merging organizations (M&A) to compare between jobs and identify and eliminate any overlaps between jobs in a merger.

I believe that the Methodology in its process, factors and elements will prevail in the future. Newer and more applications may emerge.  The evolution will be a reaction to how job and people management change. Specialists will also explore new uses.

I think that the Methodology we will be more cutting edge in the way it will be used. I can imagine it connecting directly into global databases to draw much more than pay data; perhaps the user will be challenged by artificial intelligence to help get the evaluations right.

In the Middle East, most of the use of the Methodology has been somehow related to pay. It has been evolving rapidly into other uses.  It is now more connected to finding solutions to issues of organization design, mergers, acquisition, efficiencies, and streamlining.

5- HR Revolution Middle East: In your experience, what do you believe to be the biggest challenges facing companies today? How are you helping your clients be better prepared for the future?

George Karam:

I see that the biggest challenges facing our clients now is the rapid transformation caused by the digital disruption and the need for speed as far as innovation is concerned; the integration of more youth and women into the workforce and into leadership, people development generally; and having to be more efficient, effective, and impactful.

We have a talent crunch in the region.  That’s a serious issue. By 2030 Saudi Arabia alone will have a shortage of 660,000 people which has a serious economic effect on its output. Our research shows that the unrealized economic output will be as high as $207 Billion if this issue is not resolved.  The UAE will have a shortage of110,000 skilled professionals.    

6- HR Revolution Middle East: Finally, I would love to congratulate you that Korn Ferry was named a Top Leader in ALM Intelligence’s Talent and Leadership Consulting Vanguard Report, Ranking No. 1 in Depth Capability. How was Korn Ferry able to achieve such great achievement? What are the main success factors that really enabled Korn Ferry to be in such ranking and how can other organizations learn from such an inspiring success journey?

George Karam:

It goes back to the power of the Korn Ferry’s vision of bringing organization and people together.

Other firms focus on one thing and they are doing well. Mackenzie is a great strategy house, if you read the ALM Report, you see why they are ranked high on all things, but then what?  you can have a great strategy but if you cannot implement it at the organization and people levels, it remains only a good strategy. I believe that this is the edge Korn Ferry has today. It can implement strategy and make it successful.

The acquisition of several brands, such as the acquisition of Hay Group, and our latest acquisitions (Strategy Execution, Miller Heiman, Achieve Forum) which I’m sure you’ve read about recently will bring more into our methodologies, approaches, toolboxes and to resolve issues of organizations.

We have all our IP and people working together. We are not a house of brands under different leaderships and strategies.

Today when a compensation consultant goes to a client, she/he is not only going as a compensation consultant but is going as a consultant who will help resolve interrelated business issues. This may mean some compensation adjustments, some organization design, or the recruitment of a top person, or putting the right leadership in place, so you’re really creating an integrated solution and you are doing it in very close partnership

We brought Executive Search, Professional Search, Compensation and Benefits, Talent Management, Development, Organization Design all together serving clients in account teams with great knowledge of the sector too.

That’s why we were ranked number 1, we were ranked number one on depth of capability, but also ranked number two on Client Impact, so it is not theoretical, it is very practical, and I trust that the future is even brighter.

If I may, I would also like to draw your attention to the fact that we have been listed in the top 50 companies for the Working Mother 100 Best Companies for working parents. We’re very proud of this achievement and hope to continue giving our employees and clients the best possible care and service we can provide.

Thank You

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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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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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