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Interview with Ms. Jaidaa El Rouby – HR Manager at CivilSoft

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INTERVIEWER: MAHMOUD MANSI

About Jaidaa El Rouby: Working for a purpose is what has driven Jaidaa to commence her career in HR, starting with studying law in the English section at the University of Alexandria. Then she moved on to working as a flight attendant at Emirates airlines. In her five-year career in Aviation, Jaidaa fostered cross-cultural collaboration and people development, which in turn enabled her to define her true passion, working for a bigger purpose that is her own country’s development and that of its people. Accordingly, Jaidaa has studied for career management diploma at ESLSCA Business School and began her HR career at Civilsoft, where she worked till she reached HR Manager at the company. She believes in giving talents the opportunity to master their true passion.

About CivilSoft: The first enterprise software company in the Middle East to specialize in HR and payroll solutions. Founded in Dubai in 1994, the company has been growing ever since to serve some of the biggest players in the regional market.

CivilSoft inaugurated its Research and Development office in Egypt in 2008, and is thoroughly committed to the development of Egyptian talents.

For over twenty years, CivilSoft has capitalized on its management expertise, together with its state-of-the-art technology to offer comprehensive management tools, true enablers of change. It has evolved to become a fully-fledged HR solutions company with offerings that encompass both consultancy and software.

 

HR Revolution Middle-East Magazine: How did your degree in law inspire you to become a better HR Manager?

Jaidaa El Rouby: Lawyers are supposed to model ethics and be driven with a noble purpose, where they ensure fairness, investigate the truth and learn to value and fight for human rights. That is what I’ve believed in then and it is what has inspired me to start my HR career. I believe that anyone who works in this field won’t be as successful if they are not driven by a noble purpose. This job gives you the chance to affect peoples’ lives, guide them throughout their career, coach and train them, ensure fairness and that employees as well as the organization are getting their rights.

HR Revolution Middle-East Magazine: As the HR department, what kind of distinctive care and services do you provide to CivilSoft employees that are different from employees in other traditional organizations?

Jaidaa El Rouby: Most organizations give tangible benefits. However, we believe that what really matters and has a deeper effect are the things you learn in the organization. We arrange meetings with CEOs/Directors from different industries and fields where they share their experiences and vision with our employees.

We give our employees the chance to take risks. We ensure they learn through challenging tasks, experience being wrong and learn.

We offer them schooling allowances for their children since this will contribute to their children’s learning and accordingly the growth of the nation.

We drive good long-term performance through gifts like going for Umra or a honeymoon holiday abroad for our top performers in a way that does not affect their intrinsic drives.

We arrange team-building events and build a personal bond. We listen to them, celebrate with them and truly care about them.

HR Revolution Middle-East Magazine: As noticed, one of your main objectives is to spread positive energy vibes to your employees and clients. As a manager, you can be surrounded by too many burdens and negative energy. How do you motivate yourself in order to be able to motivate others?

Jaidaa El Rouby: Positivity is a choice; it’s not something that happens to you. I choose to look at the positive side of the situation, I never let my mistakes have a negative impact on me, but instead choose to learn from them. I keep myself motivated by checking my achievements towards my purpose, if it took me too long to achieve a specific goal, I reformulate this goal and break it into shorter term objectives.

HR Revolution Middle-East Magazine: As a company that offers HR software solutions, what other sorts of business solutions would you share with HR directors that are less related to software programs and more concerned with managing people and decisions?

Jaidaa El Rouby: We believe that what you can’t measure, you can’t manage. Software programs help organizations do that, turning qualitative measures into quantitative ones. They help managers assess performance but do not replace the skill of giving feedback. They help arrange recruitment and interviews but do not replace the skill of reading people. Building leaders is the one important thing that helps executing organizations’ strategies. Change management starts with leaders who are aligned with the organization’s vision, who work for a better change and inspire others follow the desired culture.

Jaidaa El Rouby: In Civilsoft, we invest in our leaders, successors and potentials, we build their knowledge, skills and most importantly we enforce a strong and clear organization culture.

We always tell our clients that businesses can maximize their value when they start tackling the four pillars of organizational behavioral excellence: leadership lifecycle, strategy execution, governance management, and knowledge management. We help organizations do that.

HR Revolution Middle-East Magazine: What is your favorite sport or workout? And how does it help you become a better employee? Would you include sports as part of the essential training programs you provide to your employees?

Jaidaa El Rouby: I exercise regularly and do yoga, which help me be a happier person. Exercising and sports generally helps shape your personality. Sprinting helps people with low levels of energy, while yoga helps with decision making where people learn to relax and think wisely. Kickboxing helps sharpen the personality.

In Civilsoft, we use sports as part of our trainings, we also encourage our employees to exercise, offer discounts and gifts cards.

HR Revolution Middle-East Magazine: As a person, how did your experience and practice of HR principles affect your personal life?

Jaidaa El Rouby: I consider my job to be the art and science of managing human behavior. This is the kind of experience that helps you do anything anywhere whether it’s in your personal life, HR career, or any other career.

I’ve developed the ability to read people in a better way, understand people’s drives and expected reactions, understand the power of words and body language, and accordingly the ability to influence others. It gives me a great pleasure to see people change because of something I did or said.

Being patient is another thing that I’ve learned. Results cannot be achieved over night when it comes to people.

HR Revolution Middle-East Magazine: What did you learn from CivilSoft’s management and professional experience? And what did you learn from your employees?

Jaidaa El Rouby: My Manager told me once that there are people having the knowledge without applying it, others apply what they have learned without sharing it and others learn, apply and share but they lack the wisdom. In Civilsoft, I got the chance to apply what I’ve learned & share it. Guided by my manager, I started to build up wisdom, following these four keys of wisdom “Read, analyze, relate and observe.”

I’ve learned to read our history, guided by the success stories and failures of the Islamic empire, what were the reasons for these failures. Learn and think of how Prophet Muhammad (May peace and blessing be upon him) recruited his team, and aligned the team towards one goal and one direction. Relate what I’ve read and analyzed to current situations, and finally observe the outcomes and do the necessary changes in the future.

Together with my colleagues we learn from each other and share knowledge whether it is technical or HR knowledge. It wouldn’t have been possible to improve my skills or anyone’s without dealing with each other. After all people are different and learning to communicate effectively guarantees extraordinary results.

HR Revolution Middle-East Magazine: In the workshops you conduct, what is the most important thing you focus on when it comes to people development?

Jaidaa El Rouby: In those workshops and during any coaching sessions I conduct, I focus on culture change. If someone changed, everything will change for her/him. People should drop the blame list and start working on the value they bring to the marketplace. They won’t get paid for the time they spend but for the value they bring. These words were said before by Jim Rohn and communicated in different ways and languages by many others.

I also focus on some other cultural issues that hinder development and success in Egypt. Then we help them plan for their careers.

HR Revolution Middle-East Magazine: HR is a science of behavior, how do you define street harassment from an HR perspective, its causes and dealing with it?

Jaidaa El Rouby: Street harassment is any behavior that invades the rights of others, the right to be safe and the right for privacy and respect. In my opinion, this happens due to many reasons that are all under the umbrella of the culture.

People did not learn to respect others in general and women in particular. People are not raised to be useful to others. On the contrary, in some cases they are raised to have everything ready for them without working for it, which has fed their selfishness. In other cases, people are raised to blame the government, their families, women, men, or anyone else for their problems. This has led to people resenting each other and accordingly hurting each other.

The community is allowing mistakes coming from a man, which has resulted in continuing the mistake. People are raised to care about what other people think which has resulted in bragging about mistakes.

Other reasons causing street harassments like economic burdens, compromising the enforcement of strict laws as well as the lack of education.

In order for this to change, we need to start working on two things. First, enforcing strict laws that will have an immediate but rather a short-term effect, and the second step is proper change management, which tackles all the cultural and educational issues.

HR Revolution Middle-East Magazine: Do you think someday the HR Director and the entire HR department in organizations can be replaced by a comprehensive software program that hires, fires, measures risks and performances, and is programed to motivate employees too? How can you imagine it would be like to be effective?

Jaidaa El Rouby: Software programs indeed ensure efficiency. They guarantee higher productivity and reduced costs. They also help with controls, as well as reduce mistakes and bias, and most importantly they eliminate corruption. However, software programs cannot replace human power. It is like expecting the brush to paint on its own.

In my opinion software programs won’t be able to build loyalty nor personal bonds and will not be able to replace human skills. They cannot take decisions on their own, and will not address the organization’s needs in changing situations on their own. They certainly cannot motivate employees, since they will not be able to understand human drives. In other words, software programs can never consider the psychological factor.

Imagining their effectiveness reminds me of the computer lady on the iPhone, always miscommunicating. Imagine this person is phone interviewing you.

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

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Corporate

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

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Interviewer: Mahmoud Mansi

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

Yasmine yehia

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Civil Work

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

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Interviewer:
Mahmoud Mansi

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

Sherihan Elkamash

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Balance = Success

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

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

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

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

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Articles

LA CULTURA DIGITALE AZIENDALE E I SUOI LEADER CORAGGIOSI. LA SOCIETA’ DI MARKETING DIGITALE ITALIANA “DERAWEB” COME ESEMPIO DI ECCELLENZA NELLA GESTIONE DELLE RISORSE UMANE

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INTERVIEWER: Cinzia Nitti

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Articles4 weeks ago

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

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

Civil Work1 month ago

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

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

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