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Interview with Ms. Gihan Hussein – Your HR Shell




About Gihan Hussein: Gihan ( is an internationally accredited and recognized professional in HR field, where she holds international MSc. Degree in HR, SPHR, CPLD, AIOBP. She is a certified EQ coach from “Six Seconds” the global EQ leader where she is the Six Seconds representative in Egypt.

Gihan has more than 10 years of hands-on experience in mastering HR SME experiential learning events and projects.

She has always been ranked as class A speaker, coach and consultant.


HR Revolution Middle-East Magazine: Before starting your own company, did you work in Egypt? Tell us about your working experience there and how did you find the working environment?

Gihan Hussein: From the very start of my professional career, I was employed on a fulltime basis; however, there is an interesting story behind that move. Having just graduated from the Faculty of Arts, the English Department, I was fortunate to be offered an opportunity to join the workforce even before receiving my graduation certificate. My very first job interestingly was as a TV presenter on national TV and surprisingly I wasn’t happy with this career move, and I kept reiterating to myself from the first day that this was not a career move that excited me and definitely not what I wanted.

I recall an incident where I was once in a reception where so many diplomats and businessmen were invited and I had an enlightening conversation with one of the businessmen about my aspirations and my ideal career path while also expressing my unwillingness to not pursue the TV presentation role as a career option. As he persisted in knowing where my professional idealism lay, I recall telling him unequivocally that my passion was in developing, teaching and educating corporate employees. Expressing surprise, he asked me what were the driving factors motivating me in this direction, given the fact that at this stage in Egypt – around 14 years ago – Human Resource Development (HRD) was non-existent. However, he was impressed by my ambition, sincerity and positivity immediately hiring me before the end of my second month in the TV-presenting career with his meaningful statement, “Gihan, I don’t fully understand your vision but I believe that you will make a difference to my company. So with immediate effect I am appointing you and its now up to you to prove yourself.”

So, that initiated a start of an interesting journey where my career dreams were to be fulfilled and made all the more meaningful by the CEO empowering and providing me with everything that was needed to make a difference in the organization.

My HR path started off as a Learning and Development Manager, a senior position for someone so young and with no experience but driven by passion and commitment, something I look back at with a lot of pride and satisfaction having never had to move up the professional ladder as I never been a subordinate or junior employee even though this did cause certain disruptions at a later stage in my career.

Interestingly, the company was one of Egypt’s biggest printing and publishing companies and through the continuous support of the CEO, I managed to equip myself with further HR certifications and my first master’s degree. The knowledge and expertise gathered during these learning experiences made meaningful impacts on the lives of the employees and this was well received. After many trials of failure and success I learnt many lessons and this has shaped my philosophy in practice, which is realizing that knowledge dissemination is a fortune but knowledge creation is a treasure.

My personal satisfaction during these five years of excitement, learning and achievement did create a new trend what works in the printing house in order to make the anticipated difference. Some of the significant outcomes of my role were a 40% reduction of employee turnover, 70% employee satisfaction rate and willingness to stay in the company and above all the fact that the company became a fostering learning organization where learning is not a choice but an integral part of corporate culture. I must say it wasn’t an easy task to transform traditional organization culture and policies into a learning organization one without the complete support and belief of the upper management. This was the second lesson I learnt which I always impart to my attendees. So all in all, this experience strengthened my belief, passion and management commitment, which are all essential ingredients to a successful HR model.

Let’s say this was the moment that I realized my purpose in life was to educate and guide HR professionals, visionaries, dreamers, or any one who wishes to take HR as a career in a meaningful way that blends theory and experience for optimal awareness.

Later on in life, I was determined to share experiences, both difficult and easy in the journey of leading with the correct science of HR. Being an HR-accredited professional and a qualified HR MSc holder I was able to apply it to the local market through my teaching at the American University in Cairo and the American Chamber of Commerce and later on through my own brand company.

HR Revolution Middle-East Magazine: How did “Gihan Hussein – Your HR Shell” for training and consultancy start?

Gihan Hussein: Well, “Gihan Hussein – Your HR Shell” is not a run of the mill training and consultancy company, rather I like to view it as an HR education platform. As a matter of fact, my company does not provide general training or soft skills training or even consultancy. What the brand does is support and educate HR employees through best practices and equivalent local needs, to create their own HR brand with confidence.

The concept started in 2012 in Egypt and now commands the respect of the whole MENA region, including the UAE where I am currently based.

HR Revolution Middle-East Magazine: You have brought to the minds a new concept which is “Personal Branding”. Can you please tell us more about that and how did the concept start?

Gihan Hussein: It started when I wanted to visualize my entity spirit into the design of my website and basically decided to select the shell as the brand logo. It was another awakening journey, where I questioned myself many times on how I could visualize my purpose, my passion, as I am the only asset here. Therefore, I developed the Shell logo and indicated the learning that started between me and my multimedia team led by the most professional, talented, and passionate multimedia designer on earth.

The idea is that as humans, we have our skeletons on the inside of our bodies, while snails have their skeletons on the outside of theirs. This way they help protect, save and encompass its elements. I saw the similarities between my being and the tiny shell, which protects its purpose and dares one to discover the secrets of the HR field. When a snail grows, it makes its rooms in the shell, which perfectly describes the varieties and the wide range of the HR fields that I’m experiencing!

The logo symbol is an abstraction of a snail cross section. Making the ending line free emphasizes the movement of my clients towards a successful, personal and business life, while the red colour reflects the passion of my brand towards the HR world.

I believe that my brand is my only asset, a reflection of ME that portrays the distinctive, relevance, and consistency. That’s the main reason why I am able to hold and have a lasting relationship with all my audiences and clients. Being distinctive, relevant, and consistent, the personal brand is shaped and instituted the seeds for personal and employee brand concept. After years of interacting with so many different nationalities, I learnt that personal brand is one of the energetic dimensions that stand talent out from the crowd regardless of nationality, culture, or even experience. That was the moment where I gave thorough thought about it and started working on the idea. I developed a simple employee and personal brand technique where it helps every employee specially the HRians to position themselves properly and to use their brand as a source of healthy empowerment at their workplace.

The approach and many other interesting facts and techniques will be available so soon in my new book.

As a result of my successful personal and employee brand approach, I was chosen to teach employee and personal branding to the MBA students at Synergy University, Dubai Campus.

HR Revolution Middle-East Magazine: Speaking about “Personal Branding” some know that “Branding” in general is branched from marketing, and your core work is HR. What is the relationship between Branding and HR?

Gihan Hussein: Historically, Personal Branding was known to be related to marketing but it is actually related to people not functions. Personal branding means identifying and communicating individual uniqueness, relevance and commitment to advance personal career or business. It’s a way of clarifying and communicating what makes the difference and distinctiveness of individuals and using those qualities to distinguish the person from his or her peers so an expansion of success can take place. In other words, it is about understanding employees’ unique attributes – strengths, skills, values, and passions – and using these traits to separate them from competitors and guide business decisions. I believe that Personal Branding is a fun and systematic way of becoming clearer and more defined as a person, not only in other people’s eyes, but also in ones own mind. To know “what you stand for” is not just a philosophy of life and personal ethics, it’s a practical decision tool for the individual, a way to promote career and harness potential.

HR Revolution Middle-East Magazine: As a “personal-branded” company, how many employees are working with you, what are the departments and organizational chart like? And how do you use HR to make your company better?

Gihan Hussein: We are a diversified multinational team from Tunisia, Egypt, Pakistan, UK, the Philippines and Russia. We all have the same HR passion, dedication, commitment and of course expertise.

Given that fact, that we are not a big team in number, the organizational chart is simple. We work based on the agreed values that stand out from the crowd, and we are driven by noble goals and knowledge transfer.

On the personal side, I don’t use HR to make my company better, I inspire my team and challenge them and ask them to be challenged too. We complete each other, challenge each other, support each other, and of course teach each other. The brand sphere is based on three dimensions that supplement each other:

  1. Leadership assessment center design
  2. Mind-set assessment center
  3. Learning and development interventions
  4. Instructional design for mobile learning
  5. Performance management

HR Revolution Middle-East Magazine: From your personal experience, what are the common HR problems between Egypt and Dubai?

Gihan Hussein: I have lived and worked in Egypt, Libya, Dubai, and did HR projects in the whole region. Where I interacted and worked with hundreds of nationalities, I came to one conclusion: it’s all about the mind-set!

This is the only challenge not only in the Arab region but in the whole world, differing only in the percentage or level of thinking.

Since the time immemorial, people have thought differently, acted differently, and fared differently from each other. It was guaranteed that someone would ask the question of why people differed. Why some people are smarter or more moral and whether there was something that made them permanently different. Herein appears the challenge that lies beneath their mind-set. Either you have a fixed mind-set that in a way affects the entire health of corporate life or a growth mind-set that does the opposite.

I’ve seen both, experienced both, and witnessed real life examples of fixed mind-set managers who destroyed their talented subordinates because they showed their growth mind-set.

HR Revolution Middle-East Magazine: Many entrepreneurs have a dream that their organizations would last after their death. Do you have any plans about that regarding your company too? Please share with us.

My dream is not to sustain my organization as long as I can. My dream is to be remembered by every single soul I have had the good fortune of interacting with and to live in their minds and hearts even after I have left this world. The reason why I’m collecting and documenting all my academic lectures, speeches and HRD projects is in order to make them available to everyone at any time free of cost.

HR Revolution Middle-East Magazine: Can you tell us about the book you are writing?

Gihan Hussein: I am co-authoring two books at the moment, the first is about Emotional Intelligence and the second deals with mind-set impact on corporate learning interventions.

HR Revolution Middle-East Magazine: What piece of advice would you give to HR Directors in Dubai and Egypt?

Gihan Hussein: Never apply any HR process or tool unless you get it from the right source and you have tried and tested it experimentally several times as a pilot project before launching it.

HR Revolution Middle-East Magazine: Working environments differ from one culture to the other, as a trainer how do you help the trainee understand the difference, and apply foreign books in the Middle-Eastern business society?

Gihan Hussein: I study my audience very well as I study the Middle Eastern business society so that when I train or teach, I introduce subject matter expertise wrapped with current workplace challenge, and the audience and I create the best learning solution together. That’s why people have enjoyed my teaching because they learn and apply at the same time.

HR Revolution Middle-East Magazine: I’m sure you were offered to be an HR Director/Manager in several companies. Why did you refuse?

Gihan Hussein: To be honest I did not refuse. I apologized gently because this is not my purpose in life. I’m not a kind of cubical employee. I know that and this in fact can cause harm to both me as a professional and the company as a corporate entity. When I receive such offers, I transform them into opportunities to help their HR team grow and support them with what they need from me and my organization, under the agreed norms between the two parties.

HR Revolution Middle-East Magazine: Thank you so much Ms. Gihan for sharing this massive amount of knowledge with us.

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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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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...

Magazine1 week ago

Stevie Awards Winners’ Articles Series – Eng. Abeer Mahmoud Ramadna

“Continuous Learning, adopting innovation & creativity and teamwork are among the guiding principles of success and excellence in the government...

Civil Work2 weeks ago

مقابلة صحفية مع إيناس عبدالقادر – مهندسة نسيج ومتحدثة في مؤتمر تيدكس وادمدني بالسودان

صحافة: محمود منسي ثورة الموارد البشرية: إيناس لديك العديد من الخبرات في مجالات مختلفة، هل يمكن أن تعطينا نبذة عن...

Articles2 weeks ago

Stevie Awards Winners’ Articles Series – Asiacell

“Winning such an award requires hard work and we encourage other companies to focus on their customers and local communities...

Interviews2 weeks ago

Q&A with Germeen El Manadily; TV Presenter | Publisher | Digital Marketing Expert | TEDx Speaker

Interviewer: Mahmoud Mansi “After the COVID-19 Pandemic, the world came to the realization that social media has a huge influence...

Interviews2 weeks ago

Interview with Stephanie Runyan, PHR, the Director of Learning for the HR Certification Institute

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

Interviews2 weeks ago

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

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

Articles3 weeks ago

Qisaty Project & Developing Talent in Children with Special Needs in Egypt

Edited By: Mahmoud Mansi Qisaty Project – founded by Mona Lamloum – was launched on 26th December 2019 to support...

Articles1 month ago

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

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