1-HR Revolution Middle East Magazine:Why did you choose to enter the HR field? And how did you?
Safa Hassan: HR has been my passion for over 20 years. Apart from studying it at college, I became increasingly interested in it during my graduate management training internship, during which I quickly realised the importance of people to any organisations’ success.
I have been fortunate to work in a wide variety of industries in three different contents. This has allowed me to grow my experience and skills in multiple HR disciples and at the same time develop my commercial and operational aptitude.
In fact it all happened during my graduate management training at the prestigious Royal Horse Guards Hotel overlooking the river Thames close to the Houses of Parliament. I was completing my operational and management training for a career in general management when one day I was on duty at the front desk and my eyes caught sight of a rather large sized stern faced lady who was coming across the lobby with an equally plus size cat in between her hands. I was intrigued and began asking questions about who she was. The more I asked the more I wanted to learn about her.
She was the lady of the house! The General Manager who ran the entire show. She was well known for her tough no nonsense approach and had a celebrated track record of success in the company. She was rewarded by being given this jewel in the crown. Wow I thought at first and wanted to know more about her daily routine and personal life.
Her day spanned a good 12 hours at least, often working weekends and holidays too. She lived in and was therefore on call at any time. She was in her mid-forties yet not yet married or even engaged. Her only companion was her ginger cat.It suddenly dawned on me that this was a sacrificial way of life. This lady was giving up a lot to be where she is.
When I pictured myself a few years down, I didn’t feel fulfilled. “No, I can’t see myself doing this. Yes I want a successful career but I also want a family and a life”. Here, my 3 months in HR answered my dilemma. I found myself in a problem solving and analytical type of work which suited me, and I also enjoyed the people aspect of the job. From that moment on, this was my chosen career.
2-HR Revolution Middle East Magazine:As EIPET, who are your employees? How do you recruit them?
Safa Hassan: EIPET is the first green field PET plant of its kind in Egypt. It is a joint venture investment project between Dhunsari and Echem (the petrochemical arm of the Petroleum Ministry). The plant was purpose built to produce PET resin (a consumer grade type of polyester that goes on to produce plastic bottles for human consumption) for the local market needs and to export to the international market. The plant has a daily production capacity of 1600 tons. Some of our clients are Arma, Nestle, Danone, Pepsi, Coca Cola, etc…
Because the nature of business is industrial petrochemical production, our core business units are production, supply chain, marketing and sales. Production, process and instrumentation Engineers are hired. Chemists, quality control, operators, and technicians are also needed to run the plant. Blue collar staff is also commissioned as labour and fork lift operators.
3-HR Revolution Middle East Magazine:How does HR cooperate into forming the strategy of EIPET?
Safa Hassan: This process started a few years back when the plant was being built before commissioning. Following on from the joint venture agreement, senior management teamed up and decided on the strategic plan for the next 5 years. Of course this plan has been reviewed regularly and tweaked to adjust the course due to changing local and global environment especially the recent oil price drop and global economic slowdown.
4-HR Revolution Middle East Magazine:You received the Best Trainer Award three times with Six Continents in Dubai. What are the reasons that made you receive this award? And what are the qualities of a professional trainer from your own point of view?
Safa Hassan: Six continents placed a huge emphasis on training and development and at the same time strongly believed in rewarding for performance. One of the main reasons I received the award was that I simply took my job very seriously in conducting the training in accordance with the required standards. From my side I stressed on the “Why” factor of the task, having learned that knowledge is passed on more effectively when you demonstrate the reason and the benefit behind the “what”. In addition, the staffs trained were reviewed by an independent assessor for understanding and performance improvement to test the process had been executed properly.
In my view, an effective trainer will possess a few key qualities. On top of the list, is the ability to impart knowledge to others in a simple and interesting way. Experience in the subject matter is key; and I am a strong believer that academic knowledge alone is never a substitute! Passion in wanting others to learn, understand and develop also gives the trainer an edge.
5-HR Revolution Middle East Magazine:At EIPET, do you provide the training programmes to your employees yourself or is it done through another instructor? Why?
Safa Hassan:Technical training is provided by specialized agencies and our sister plant in India. Soft skills and management training is mostly provided in house simply because we can and we know exactly where we need to target the need.
6-HR Revolution Middle East Magazine:In 2002 you received the Hilton’s Top Award ‘HUKI HERO’ (Hilton UK & Ireland) 2001/02 for your outstanding achievement to the company and a saving of £350 K. Can you tell us about this achievement? How did you feel on that day? And how did you save this amount of money?
Safa Hassan: This was an extraordinary experience in my career that I will always cherish. It is probably the most challenging and at the same time rewarding. I was selected to work on a huge refurbishment grade 1 listed project costing £70 m. I was the third person to be hired after the GM and the Project Manager. From then on I was responsible for recruiting the rest of the team. We worked from anywhere we could plug in a computer and get internet as we had no offices. We sometimes met at Starbucks for breakfast to touch base with some of our associates who had not yet joined. As the team got bigger we would move premises to accommodate the number and this was not easy. As we began to get our management team together, it was announced the project would be delayed. The challenge increased as commitments had been made to take senior people on and they too had tendered their resignations!
The management company, the building consultants and the owner were not in agreement over the project time laps and this was costing a lot of money. The pressure began to increase as new dates were promised and preparations were made to have the team hired, trained and ready to go for the opening.
Actually, this project ended up being delayed 15 times in 18 months! There were times when we as a team felt disillusioned frustrated and no one would have blamed us if we had walked away. And the thought had crossed my mind several times too. What kept me from doing so were several key reasons.
I took an oath between myself that I would do everything in my power and more to make this assignment a great success come what may. This in itself was a great deterrent against any adversity.
The team we built was exceptionally brilliant the harmony between us acted as a catalyst to keep everyone going and committed. We started a programme of regular meetings and outings to maintain transparent communication and allow new members to be introduced.
When we announced that the owner was not ready to pay our salaries while the project was still not complete, and we came up with the solution of secondment, the majority was enthusiastic and jumped at the opportunity. This was a sensitive task as we were dealing with senior professionals who were now going to be temporarily assigned to other properties to do real jobs. Some were posted in London; others went to Scotland, Ireland and Wales. Some took 2 and 3 posts throughout the delay period. We sent some to France, New York, Germany and Holland.
During this time, I also took on some regional tasks for UK & Ireland while coordinating the postings; keeping in regular contact with each one and making visits to their locations. Something they appreciated very much.
The benefits of this were many. The team was still on the payroll and the owner was happy too since she was not footing the bill! They were gaining valuable experience where they went and many came back with raving reviews for their contributions. The project eventually made the opening and during this long awaited event when our Chairman came and all was said and done people were very emotional. By everyone’s’ admition, this team had endured many obstacles, all of which they passed with flying colours.
A few months later, I was nominated to receive the HUKI HR HERO award. At that moment I felt that all the pain and tears had not gone to waste or unnoticed! It was a fabulous feeling to be recognized.
7-HR Revolution Middle East Magazine:You have worked as an HR Manager / Director in six different hotels. As an HR in that field how did you support tourism through your job? And what advices do you have to HR Directors who work in hotels in Egypt?
Safa Hassan: In short, my simple advice is “No one should enter this field or any other for that matter, unless they are passionate about it”. Everything you do or say will come through. When you are in contact with customers, your inner soul shines without even uttering a word. They feel it.
To HR Managers I say be careful who you recruit. Your people are your biggest asset and this is where your differentiation lies. Have well trained and motivated staff who are treated well and you’re on your way…
To individuals I always encourage them to be delighting and try to deliver more than the customer expects. Don’t make the mistake of running after money or the tip. Do your job well and be sincere and the customer will automatically respond favourably. Look after your current and regular guests and they will become like family and will be your biggest advocate.
8-HR Revolution Middle East Magazine:Can you tell us more about the “employer branding” concept, and provide us with examples that you have applied?
Safa Hassan: I was chosen to be part of the steering committee for employer branding for Hilton UK & Ireland. In the early 2000 there was fierce completion for qualified and experienced work force which sparked a new challenge for employers to promote themselves to prospective employees in an attractive way. The equation was simple; “Strong employer brands attract the right talent”.
So, what represents a strong brand in the eyes of the employee? A successful, well-known brand is a start but that can be short lived without the proper follow on. Quite simply it is things that make employees happy to be at work. Getting down to work involved a complete overhaul of work values and ethics, pride, fun, belonging, discovering yourself etc…A lot of the information was elicited from our employees who were glad to share with us their thoughts and emotions. A complete programme was drawn up to translate these values into tangible benefits, rewards and behaviours that everyone can identify with. The entire organization bought into it and it was rolled out regionally. A training programme was designed on branding and everyone’s role. The results were even measured using the balance score card and units began competing with one another for top place.
So, what was the objective? To keep attrition to the minimum, hold on to our good people who we knew were the key to satisfied customers and ultimately profitability.
9-HR Revolution Middle East Magazine:From your point of view, what were your success factors that made you become an HR Director?
Safa Hassan: I have been fortunate to work with and learn from some very professional people along the way. But most importantly, I believe it was my initial determination and perseverance to cross over any boundaries that came my way. As much as you put in you get out so a lot of hard work, patience, sincerity and the willingness to learn from others and teach others.
Passionate about people and the great difference they can make to any organisation given the right tools and environment.
10-HR Revolution Middle East Magazine:What were/are your challenges as a “working woman” in Egypt?
Safa Hassan: It wasn’t so much as a woman, but really my background and credential that posed the biggest challenge here. Out of the three countries I’ve worked in, Egypt has been the most challenging to find a suitable job and gain acceptance. A lot of what I used to hear was “Wow, great CV, you shouldn’t have any problems working here” and the reality was that I did. I wanted to work in a legitimate way without any help from acquaintances. I soon learned that society doesn’t operate this way and even if your qualifications and experience speak for you, you still need that push.
My wish is that one day we can eradicate the “It’s who you know, not what you know” phenomenon. I believe that a lot of our problems will be on their way to be solved if we can ensure that the right person gets on the right bus and is assigned to the right seat! especially in our public sector.
11-HR Revolution Middle East Magazine:What was the most valuable lesson you have learnt from a situation at work? Can you please share with us this situation?
Safa Hassan: Adversity can often give birth to success.I would say during my industrial release when I was posted to a very posh deluxe property in Green Park, London. The six months were in Food & Beverage and my first 6 weeks were in the kitchen. Heavily dominated by males who were load and had loose tongues to alleviate the pressure and heat, I came face to face with the Head Chef who sized me up and decided I was a waste of time being a female in a man’s world and petite.
He decided to put me to the test immediately by giving me barrels, a knife and a peeler. He showed me to the fresh fruit larder and asked to get to work. For one whole week I did nothing but peel and cut up fruit for 12 hours each day! Huge fruit salad barrels to fill, and standing on your feet all day long, I quickly became bored, frustrated, and very exhausted. “This is not what I came here to do”! I could moan and complain but I knew this was what he was expecting of me and moreover I didn’t want to risk jeopardizing my degree. I decided to bite my tongue and was determined to make it. After a few days of fulfillment, I attempted to make a deal with him that if I successfully pass the week; he would allow me to move on to other things more interesting. He agreed because he was certain I wouldn’t last. When I miraculously finish my 7 days, he kept his word and moved me on to the dessert section where I really learned a great deal. He began to change his attitude towards me and as I slowly gained credibility, he gave me more responsibility. I was assigned to cover room service dessert orders in the absence of a colleague! We became friends and I gained his regard and respect.
From this experience, I learned that prejudice and misplaced judgment have no place at work. Character and attitude are more profound than first impressions. I also learned that you also make your experience what it is. No one is going to take you by the hand and show you; you need to grab it yourself and show others you can.
We should never write anyone off. Every person deserves a chance!
12-HR Revolution Middle East Magazine:As a member of Global HR Forum, how does this add benefit to you?
Safa Hassan: All I can say is that I wish we had this forum 20 years ago! HR has certainly come a long way since and I am pleased with the array of talented and professional people we have in the group. I look forward to more engagement whereby we can make a difference in the field.
13-HR Revolution Middle East Magazine:Tell us some case-studies / challenges you faced in EIPET and how did you overcome them?
Safa Hassan: I would have to talk about the challenges faced in dealing with blue collar “labour staff” from Suez and the trade union. Although I had experience in dealing with unions before, in the industrial sector it is a different ball game. I found myself faced with an extremely demanding group who can also be hostile towards HR and Management. Today, 3 years on we have managed to forge an amicable working relationship that is based more on respect, open communication and a common goal.
14-HR Revolution Middle East Magazine:You have worked in London and you are currently working in Egypt. What is the difference between the two business environments from your own observations?
Ms. Safa Hassan: The working culture is very different in London. There is a huge emphasis on commitment and self-discipline. An employee may be protected by the law in many aspects especially against discrimination, but that does not mean that an employer will have to suffer silly excuses for non-attendance or negligence either.
Whatever the challenge, transport strike, or bad weather conditions you simply make it to work! No excuses are tolerated. There is a tendency to have much less manning compared to Egypt. Everyone is kept busy the whole day and there is no time to gossip; just enough for a lunch break. Your work speaks for itself and that cannot be hidden.
Yes, the standard of living is much better in the UK, but this also comes at a very high price. You have to work very hard to earn it.
I have faced many challenges in my career. One of the most poignant was when I had to move from country to country several times. Searching for a new job and starting over again was very trying indeed and at some point even having to take a step back in career! This taught me that fear of the unknown cannot hurt you unless you allow it. When you treat it as an adventure, it becomes OK to go for a new experience and savour all the opportunities that come with it. Believing in your abilities will carry you through any challenge.
