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Job Psychological Engineering; Interview with Dr. Alaa Awad – Associate Expert & Consultant at Talent Bay



Interviewer: Mariham Magdy

We would not be able to learn if we didn’t identify our own biases and understand their impact on the different situations that we face in life…

Dr. Alaa Awad

Associate Expert & Consultant at Talent Bay


Job Psychological Engineering is a pragmatic proposal by Dr. Alaa Awad, Egyptian Physician and HR Expert, who is the first to introduce the concept on LinkedIn in 2017 after more than 21 years of applied-psychology practice.

Dr. Alaa Awad masters a handful of profiling tools, namely MBTI, Keirsey Intelligence Types, DiSC Classifications (Certified International Trainer), Psychodynamic Personality Portraits, and applications of NLP.

He has been a Business Psychology Scholar since 1992, Management Researcher since 1995, HR & Organizational Learning Consultant since 1997, Business Lecturer & Corporate Trainer since 2000, Career Counselor & Coach since 2004, HR & OD Director since 2007, and Author of 5 scientific publications in Crisis Management & Organizational Learning.

With his triple background in Management, Psychology & Medicine, Dr. Alaa assists and trains Business & HR professionals not only to proficiently select the adequate profiles to perfectly integrate to both position & organization efficiency; but also he assists them to understand themselves & their deep personality traits, thus understanding points of strengths & best career paths to select to be appropriate to their personality.


  1. HR Revolution Middle East: Dr. Alaa it is really a great honor for me to interview your good-self. Thanks a lot for accepting my invitation & for enriching the HR community with your valuable studies & knowledge. Based on your extensive studies & practical experience; to what extent do organizations in Egypt have the appropriate awareness about “Job Psychological Engineering”?

Dr. Alaa Awad: Thanks to HR Revolution for this opportunity that I do appreciate, an opportunity to introduce Job Psychological Engineering® as an HR Technology; it’s a tool for job psychological requirements identification as well as team design, a complex tool that matches the complexity of the workplace. I would like also to thank the team of Talent Bay, an HR Consulting House that went global since its incorporation and gives me the ideal professional environment for the development of my pragmatic project.

Few organizations in Egypt use personality assessment for selection, and usually the tool of assessment is based on a single personality theory, and hence the shortcomings of such tools. But the pragmatic nature of the Job Psychological Engineering model allows the integration of many major personality theories in order to apprehend all the relevant psychological dimensions related to the job content and the job context at the same time.

The awareness about Job Psychological Engineering (JPE) is not yet established, and the first time I introduced this concept on LinkedIn in September 2017 I didn’t find the same term “Job Psychological Engineering” all over the internet. The uniqueness of the model is not only about its label but also about its eclectic content. Both scientists and vendors are necessarily referring to a single psychology school of thought. For instance, a Freudian scholar ought not to accept Jungian assumptions about human nature, and vice versa. Likewise a vendor promoting the DiSC Classification as a tool for personality assessment usually perceives the MBTI vendor as a competitor, and actually the DiSC promotion is based on a criticism of the MBTI. But out of pragmatism, the JPE model integrates different psychology schools of thought as they complement each other, and hence includes several concepts and tools, namely MBTI, Socionics, Keirsey Personology, DiSC Classification, the American Psychiatric Association’s Personality Classification, NLP Representational Systems, the Big Five Personality Traits, as well as the Cognitive Abilities related to the Intelligence Quotient.

  1. HR Revolution Middle East: As a seasoned Human Capital Expert with an extensive experience throughout the Middle-East; how many organizations started actually to apply the “Job Psychological Engineering” concept in their hiring decisions, aiming to achieve the business goals & maintain a positive work environment? What success stories have you witnessed and can share with us in this regard?

Dr. Alaa Awad: In my capacity as Director of HR & Institutional Development, HR & Organizational Learning Consultant, Action-Trainer, or Research Worker, I dealt with more than 30 organizations in different stages of my JPE model development since 1997. And during these two decades, I spent six years in Canada. The most successful story of JPE application on an organizational level was that of an Egyptian Company in a manufacturing sector; during the period of my intervention as an HR Consultant for more than 7 years, this Company acquired a European Plant working in the same field and went international. The key success factor behind the implementation of JPE principles and the remarkable business development achievement was the psychological awareness of the Top Management; it was like a co-learning journey where we were using the same jargon, and the use of psychological tools became a part of the organizational culture. I remember the case of an important employee in this Company who changed his position according to a Job-Personality Matching and became so motivated afterwards; I told the business owner that I was so happy for this employee, so the owner responded: “Alaa! I am happy for the business!” It’s such awareness of the importance of Human Capital for the development of the business that would make the whole difference, it is also the conviction that there is no Human Development or Performance Management without Psychology.

On a single job level the most successful story was that of the psychological design of the profile of the right candidate for a technical position reporting to a chief executive level in an important institution, and the incumbent was recruited and selected accordingly out of 200 job applicants among them 11 were preselected and interviewed. The harmony between the selected candidate and his manager who is one of the most demanding business leaders I have ever met was remarkable and their collaboration continues since then with all the expected learning, development, and promotion for almost a decade so far. Such case shows that the problem is not about difficult personalities, if any, it is about bad matching; actually job psychological engineering ensures good matching between coworkers and between managers and their subordinates.

  1. HR Revolution Middle East: How much do you think it might cost an Organization to lose as a result of not including psychometric assessments among their hiring assessments cycle?

Dr. Alaa Awad: Psychology helps understand, anticipate and influence human behavior, and this is the very essence of the role of any manager. The lack of psychological awareness will increase the cost of trial and error, and the opportunity cost of missing the right candidate should be big. It is documented that the intentional bad selection of the Ex-Soviet leader Gorbachev had induced the breakdown of the former Soviet Union; he was so influential and too idealistic, and hence lacking the political realism and rationality that are required for a superpower leader position in the special context of the cold war; in other words his type of intelligence was diplomatic not strategic. So the cost of ignoring the psychological requirements of the job will be bigger if the job has a big impact on the organization.

I can’t imagine that we still try to deal with human beings without psychological vision; in the States they profile Facebook users in order to predict their voting behavior, and in Singapore there are preschools for multiple intelligence, etc. Unfortunately we are far behind.

  1. HR Revolution Middle East: As an expert in this field, what piece of advice would you give to HR professionals in organizations established years ago without consideration of “jobs’ psychological engineering” and have to deal with the results of that from an HR perspective?

Dr. Alaa Awad: I would like to start with a real example from another manufacturing plant. We have two engineers of the same background and experience, the first one is the Production Planning Manager, and the second one is the Production Manager. The latter is a very organized person with low tolerance for ambiguity, while the first one is a flexible person with a high tolerance for ambiguity. The production environment in this specific case involved a lot of emergent conditions and many exceptions made for special clients. The Production Manager was frustrated because of the planning delay and the many changes made to the production plan afterwards. The solution was so simple, a swap between the two engineers, the flexible one would be in charge of the production management, and the organized one would be in charge of the production planning, hence exceptions would become minimal, planning would be done on time, and at the same time the implementation would be flexible enough to tolerate the unpredictable conditions afterwards. It is not about conflict management, it is not about training, it is not about firing and hiring, it is as simple as a swap that could be done immediately.

So HR Managers have to profile people, review the job-personality matching of all key positions, and apply a smart job rotation in order to improve efficiency. When a person is in charge of tasks that don’t match his/her personality, he/she needs more effort to get the job done; job-personality mismatching decreases efficiency, and staffing review on a job psychological engineering basis would improve efficiency. Sometimes we need a complementary micro redesign of the organizational structure in order to optimize the job-personality matching. When I mention “job” I mean both job content and job context.

  1. HR Revolution Middle East: From your valuable point of view what are the benefits of applying the concept of “Job Psychological Engineering” in newly established organizations, whereas hiring decisions are based from the very beginning on an accurate personality assessment for the candidates in relation to the typology of the job they shall do?

Dr. Alaa Awad: This is really the perfect phase to apply Job Psychological Engineering. Once the results of the feasibility study of the entrepreneurial project are revealed as positive, the Organization Design should be done and the Job Psychological Engineering should follow accordingly. This will simply save the cost of change management, as everything may be done the right way since day one. The Business Development Agenda, Organization Design, Job Psychological Engineering, and HR Planning should be aligned and the best moment to do it properly is in the startup phase; it’s all about Design Thinking.

  1. HR Revolution Middle East: If it might be costly to some organizations; is it correct in this case to limit using this approach to senior positions only? Is it wrong not to use personality assessments for junior or blue collar positions?

Dr. Alaa Awad: Job Psychological Engineering ought to be applied to every position in the organization in order to reach the best possible harmony with the maximal efficiency. Blue collars psychology is more important than we may imagine, but their routine tasks are easier to analyze. For instance in the manufacturing sector, if you want to build a culture of quality, the right character of blue collars will make a difference. Regarding junior positions, it is necessary to assess the personality of the candidates in order to evaluate their potential and identify talents despite their little previous experience.

  1. HR Revolution Middle East: Throughout your experience Dr. Alaa, was it common to meet with CEOs who are aware about the crucial importance of “Psychometric Assessments” & want to apply them not only in hiring but also in other business dealings? How can this influence the future of a business & professional partnerships?

Dr. Alaa Awad: Yes, it was one of my best clients who invited me more than once to meet a potential business partner in order to assess the pattern of interaction between them, i.e. the psychological feasibility of the business partnership. This ought to occur in a casual setting where the client as a common friend invites the potential partner and me to dinner, for instance, without revealing my professional background.

I was also asked to assess the personality of the purchasing manager of the client of my client in a B-to-B setting. Such assignment needs a special arrangement.

Without reducing the factors affecting the business relations to the mere psychological dimension of things, the knowledge of the psychological context of the business if well identified and described would help manage the other factors effectively and efficiently.

  1. HR Revolution Middle East: Apart from the application of this science in HR practices; as a career coach & counselor, how is it necessary for each person to have an accurate understanding for his/her personality type? And how this can benefit him/her to succeed more in life?

Dr. Alaa Awad: Self-knowledge is a must for experiential learning, i.e. learning from life experience, we would not be able to learn if we didn’t identify our own biases and understand their impact on the different situations that we face in life. And if we learn we will be able to improve our pattern of interaction with our environment. It is also necessary to know one’s points of strength in order to gain self-confidence. Finally success is a matter of choice, choosing the right domain, the right way, the right person, etc… and choice is a matter of matching between your nature and the nature of the field or persons that you will be dealing with. So Learning, Change, Matching, Confidence, and Success are all about Self-Knowledge.

  1. HR Revolution Middle East: To what extent do you believe that a low “self-awareness” might cause people to pursue wrong career decisions and thus fail to realize their personal & professional fulfillment?

Dr. Alaa Awad: This is unfortunately one of the most common professional failure factor, career mismatching! It starts from the bad choice of the field of study due to a lack of self-knowledge. For example, the mentality of an architect should differ from the mentality of a civil engineer; it’s the opposition between abstract thinking and concrete thinking respectively, likewise the mentality of a creative designer should differ from the mentality of an accountant, etc. The magic click (fit) between the natural aptitudes of the candidate and the cognitive and behavioral requirements of the career is the secret of career fulfillment.

  1. HR Revolution Middle East: Finally what valuable piece of advice would you give to HR professionals, responsible to manage recruitment plans throughout a region and sometimes have to distantly assess candidates from different countries and with different nationalities; could written psychometric assessments be enough in this case?

Dr. Alaa Awad: Written psychometric assessments or questionnaires have limited reliability and are good for group assessment only; individual assessment needs a face-to-face setting and this may be done through video conference. I use Skype sometimes, and for very important candidates we arrange a short trip paid by the eventual employer.

I also advise the beginner personality assessor to use the questionnaire but not to consult the results but after the interview, so he/she may compare the interview findings with the results of the written assessment taken into consideration the limited reliability of the questionnaire versus his/her points of indecisiveness regarding the profiling of the candidate.



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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