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Interview with Rohit Manucha, Award Winner of the HR/L&D Director of the Year at The Future Workplace Awards, #HRSE 2019



“I believe that everyone is talented in varying degrees – and that is great; however in a particular context the “fit” between an organization and the talent may not work, and this works both ways and we should accept that.” Rohit Manucha

Interviewer: Khouloud Béheiry

Brief Biography about the interviewee:

Rohit has an extensive experience in transforming organizations across 19 countries, operating in diverse sectors with varying ownership models and at different stages of their life-cycle.

He has developed case studies, authored white papers, chaired events, conducted corporate trainings and spoken at a number of global conferences.

An alumni of the prestigious XLRI (MBA) and Chicago Booth (Exec. Leadership), he has worked in KPMG, Hay Group (Korn Ferry), Pepsi (ORC) and the Dunia Group.

At present he Heads HR at Aujan Coca Cola Beverages Company based out of the UAE and is a board member at the Change & Transformative Collaborative, UK. He is also a visiting faculty at IMT, SP Jain, PIBM and the University of Dubai. In 2019 he was named the ‘HR/ LnD Director of the Year’, in 2017 he won the ‘Compensation & Benefits Leadership Award’ and in 2016 the ‘HR Rising Star Award’. In 2015 he was ranked as the ‘100 Most Influential Global HR Professionals’ and in the same year he won the ‘HR Leadership Award’.

1- HR Revolution Middle East: Welcome Rohit, first of all congratulations for the special award you won this year in the Future Workplace Awards, at the HR Summit & Exhibition, Dubai, Nov 19. You won the Award of HR / L&D Director of the Year. Please tell us more about your success story behind the award? How does it feel getting such recognition after all your efforts?

Rohit Manucha: Thank you for your wishes. The response truly has been overwhelming and at the same time very humbling. Having won the HR Future Leader in 2017, at the very same event and now going onto winning the HR Director Award two years later serves as a testament to foresight of the awards panel, the trust that my family, my organization and all my colleagues – all had in me and the dedication with which I have striven to deliver results and live up to their expectations. This award has been won by them all, but there are still many more miles to go and more lives to touch before I can rest.

2- HR Revolution Middle East: You have been in the HR field for more than 11 years, what changed through all these years? And what’s the biggest challenge facing HR nowadays?

Rohit Manucha: Up until a few years ago we hadn’t quite seen much movement within the HR space. The core concepts pretty much remained the same with HR as a function trying to find its place within an organization – moving from an archaic admin role to that of an operational policy gate keeper, then to a strategic business partner, and so on. Technology within the HR domain back them only played a part as a mere facilitator.
However, in the past ~3 years we have seen a dramatic shift wherein while we are still bringing back the concepts of the 1950s/ 1970s when it comes to AI or Design Thinking – this is now being done with an employee experience bent of mind.

After a long time I believe HR has come back to track, to serve the talent and technology is the backbone for that change. We have almost 5 generations of G-Local talent in the market which poses its own unique challenges but at the same time we now have adequate amount of data points and the analytic framework to make targeted-proactive efforts to enhance the Employee Value Propositioning. However, not every organization is on the same point on this curve and that is the major challenge – how to bridge this gap in the most effective manner.

3- HR Revolution Middle East: When recruiting employees is it more important to focus on Talent or Knowledge? To what extend do you believe HR can really identify exceptional talents during the recruitment phase?

Rohit Manucha: There is an old adage that you hire for behavior and train for skill. This holds true even today. However in the pursuit for job-person fit we sometimes chip away at the true identity of the individual or make false positive/ false negatives (Type I or II errors) through the various acquisition techniques.

Again when you look at the journey of how TA evolved not just in organizations but also academic institutions which churned out talent, it would appear to be more of an art than a science. From obvious mistakes of using psychometric as a selection/ rejection tool, to running countless interviews, jumping through hoops of all sorts…you name it and the organizations did it…and that was obviously ineffective after a point of time.
Over the passage of time and analysis of past data (hopefully) organizations now use the approach which suits their needs – as there is no one shoe which fits all. My concern around this is that this approach should not “stereotype” talent within an organization (at a micro level), as I shared above.

So hire for value alignment and have processes/ policies/ structure/ system that allow for diversity of thought which in turn will allow micro-cultures to flourish and prevent “typecasting”/ “biases”.
Thus, I believe that everyone is talented in varying degrees – and that is great; however in a particular context the “fit” between an organization and the talent may not work, and this works both ways and we should accept that.

4- HR Revolution Middle East: What recommendations would you share with other HR professionals about Employee Engagement techniques?

Rohit Manucha: As I said before there is not one sure shot way…customization needs to be made as per the organizational/ individual context. Having said that:

  • Link engagement to organization objectives and make a business case for it;
  • HR should get to know its people and what they truly want (deep dive into the symptoms to reveal the problems);
  • Drive HR initiatives from the employee POV to provide for an enhanced experience;
  • If you have to do EE surveys do not spend too much time on “analysis paralysis”…from vendor identification, to questionnaire tweaking, to reports review with group discussions…identify those quick wins with maximum impact to set the momentum for change;
  • And lastly, rather than EE surveys, work towards a culture where feedback is shared openly and worked upon and use spot checks with a high statistical reliability and validity to course correct your initiatives from time to time.

5- HR Revolution Middle East: What’s AI in HR, what’s that AI changing in HR industry? How shall HR professionals advance their skills to be able to benefit from AI in HR management?

Rohit Manucha: Well AI in HR is covering all aspects of a talent life cycle from sourcing to exit/ re-hire. Along with this it’s touching upon other aspects of Total Rewards, Organization Design, Policy & processes, Workforce Planning & Analytics, etc. All of this is possible on account of strong Master Data frameworks and cleaned up data points within organization that probably in the future may even allow for cross sharing of information in a standardized manner (e.g. point factor based job evaluation to some extent was able to accomplish this while being task specific and sector agnostic…it of course had other shortcomings…but that’s another conversation altogether).

Look at it this way…if you run an organization and have an ‘X’ amount of employees – then each data point you collect on them (in compliance with local laws and data privacy) forms your knowledge repository. Every organization collects information on each new hire/ existing employee and this data keeps getting entered (self-service/ data entry operator), stored (Human Resource Information Systems), reviewed & validated time and time again given the performance cycles, promotion cycles, structural moves, etc.

Now augment this perspective to the talent funnel wherein information on job applicants is also being captured across job portals/ social profiles, etc.…that’s is Big data for you in the field of HR. But this was not being effectively leveraged for predicting performance against a host of HR metrics. HR dashboards were limited to historical analysis but now with passage of time and advent of big data coupled with focus on analysis organizations can now make informed decision on the basis of simulations…this in the future can be honed with Machine Learning.

6- HR Revolution Middle East: Do you think AI can completely replace human talent?

Rohit Manucha: The same question, though it was then pertaining to the advent of “mechanization”, was asked years ago…and we now know where we are. Thus, if the past is a good predictor of future (i.e. TBEI approach), then what we have learnt is that every new change bring with it a host of challenges and opportunities, it depends on how you perceive it and how well you are geared for it.

Take for instance, Agriculture Era was complemented by Industrial Era which later absorbed a larger workforce and hence some jobs went away/ some were modified and accordingly new jobs were born…the same was repeated when we moved to the Financial Era, then the Technological Era and now the Knowledge Era…the cycle would inadvertently repeat itself.

However there would always be a need for human talent to take us to the new – undiscovered “Era”. Also rather than being a futurist and focusing on the now, we must realize that some industries are still workforce intensive, data-sets of global talent is still not cleaned/ mapped out and Machine Learning in HR is still at its nascent stages where errors on account of false hypothesis is still moderately high (garbage in-garbage out quandary).

7- HR Revolution Middle East: With a background in different industries and countries, and wide culture, do you think the HR in Middle East is ready for this change, is ready for the AI? How can we decrease the existing gap?

Rohit Manucha: Within the space of AI in HR, I believe Middle East can be a front runner and leader in this segment primarily on account of the fact that compared to other markets, here the HR framework is still fine tuning itself and hence rather than undertaking extensive compatibility tests on robust-established frameworks we can make the next big jump. Speed of change is on our side and the fact that the respective governments within this region are making great in-roads within this space further bolsters my faith that the Middle East region can make this leap successfully and sustainable.

8- HR Revolution Middle East: You had a very distinguished participation this year in the Compensation & Benefits Forum this year, in its First Round that took place in Riyadh on the 29th & 30th of Oct. 19. Please tell us more about it.

Rohit Manucha: Yes, I presented a paper on AI in HR more specifically on Job Evaluation (within the CnB domain). Basically, this was meant to address the current/ past issues that many CnB practitioners/ JE panel members/ organizations using it face, using text mining, predictive analytics and machine learning models.

I believe the Job Evaluation process is in an urgent need of overhaul as the intent with what it was founded has been lost somewhat in the din of subjective/ clouded human judgement/ personal biases which result in sub-optimal evaluation. This in turn has a far reaching ripple effect within the organization construct given the interconnect nature in which HR processes/ policies/ systems and processes are structured or as I like to call it, the “honeycomb” structure of HR, requiring all the hexes (i.e. congruence of all HR aspects) to fit in properly to provide the comprehensive strength for an organization making that change.

Rohit Manucha



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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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...

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...