Over the past 5-10 years Entrepreneurship has begun to move into the Egyptian society and economy bit by bit. Today we can see a lot of successful businesses that started up and moving quite well in many of the different lines of business that exist; from food to IT, from services to manufacturing which all in all is great right? ‘Right’!
First let us introduce to people the difference between Entrepreneurship and your ‘regular 9 to 5 Job’ as people name it.
A regular 9-5 job is when you are working for a company or the government or any other entity which you are not part of its ownership.
An Entrepreneur is someone who basically starts off his/her own project of which they are the owners and the ones who run the show.
But let me make one thing clear here. Both of them are ‘Jobs’ and should be titled as jobs!
But it’s also important to look at few other things that we should highlight and discuss:
- ‘ Slaves’:
If you ever witnessed a discussion between an entrepreneur and anyone else who works a ‘9 to 5’ job, the first thing they will highlight and stress on mentioning; ‘You are a slave for the company.” Hmm well let me stop here. Mr. Entrepreneur eventually when you start your new business you will hire people to work for you… Right? Yes. Then are they slaves? Because eventually they will be people who are doing a job and become regular ‘9-5’ like the one sitting right across the table from you whom you just called ‘a slave.” So let’s not use this as a marketing approach because before anything that it is demeaning and unprofessional!
Entrepreneurs sometimes deal with whom they call ‘Stable job’ people as if they take their jobs are for granted. Well guess what? It ain’t.. we live in a world today were a lot of companies and big names have become volatile due, mostly, to situations out of hands. Also Stable job people don’t ever think, and that the Entrepreneur’s life is easy. It is difficult as hell because they have to come up with their own plans and execute them, and there’s no safety net. There’s no someone who will just give them ‘كلمتين في العظمم’, which is basically scolding and then they’re off the hook. Each path comes with its own set of challenges and hectic requirements.. Why? Because we simply live in hectic times.
- What are you cut out to do?
That’s a question that everyone should ask himself; it’s not an easy question to answer, and it comes with a lot of experience as well as lot of searching and venturing in life. But we are all different, some people might not be the perfect, but they are smashing that can keep a place running for ages, and without them, one would easily crumble. It’s just as simple as when you know someone who is good with their hands, and someone else who’s good with numbers. I don’t honestly believe everyone’s cut out to be an entrepreneur! I could be very wrong, but I just believe one should find their calling and go for it. It could be an accountant in a company or an owner of a hotdog stand. Whatever makes them utilize their maximum potential and give the most output. Again it’s not about 9-5 or not; it’s about where you fit, and there’s nothing wrong with whatever fits you.
- Entrepreneurship is not a piece of cake:
When I say that it is not a piece of cake, the thing I’ve heard a lot by many people who are interested in switching to entrepreneurship, because ‘They own’ their time and all the ‘Revenue’ is coming to them. This is true, but I’ve noticed that a lot of people have not gone beyond the ‘Shine’ of ‘Independence’ of entrepreneurship, while what they say to a great extent is true. They do not realize that the risk is higher, because they have to do the planning and any decision they take, has a direct impact on them. Building up a name is not something that happens overnight. Depending on what your business is and who your clients are, these are the 2 determining factors of your working hours. By the end of the day you have to serve the customers when they’re around right? So if they work 9-5, well guess what? You are back to working 9-5! Entrepreneurship means making studies, taking decisions, hiring people (not always) but it involves a lot more than the shiny part that a lot of people see..
Dear reader if there’s one message I would like you to come out with, whichever side you are on, please understand that segregation is never a positive thing. It’s not about who is better and who is worse; it’s more about appreciating the difference whether you are an entrepreneur or someone with a regular job. And by the way there’s nothing regular anymore about any type of job if you ask me; everyone’s doing a multitude of things with a very different skill matrix now in the market. And always remember the market needs both.
By: Tarek Hassan Refaat
Photography: Mohamed Sherif El Dib
EDITOR: Nada Zeyada
Being a Certified L&D Manager – Middle Earth HR
Written By: Mahmoud Mansi
Learning and Development (L&D) as a function and a department, has become a leading role in the development, sustainability and product competitive advantage of any organization.
Learning and development is not the main purpose anymore, yet it has become more about “continuous learning and development”. The Certified Learning and Development Manager Certification Program (CLDM) offered by Middle Earth HR (MEHR) provides efficiency, vision, direction and sustainability to L&D Leaders by focusing on “competency mapping” which directly impacts corporate development, business sustainability and the product innovation.
The course focuses entirely on “competency mapping” and what follows for several reasons, and this is done through MEHR-CAMI CLDM Model. Based on the model, competency mapping is the heart of learning and development with four layers dependent on the core of the model which are simultaneously: competency assessment, developmental planning and design, developmental evaluation, and the management buy-in.
The 5 sequential areas of knowledge of the MEHR-CAMI CLDM Model empowers L&D leaders to focus on what matters, firstly by being able to review job descriptions, define the competencies of each job, creating a job element for each role with threshold and differentiating skills and knowledge.
MEHR instructors are originally consultants in the field who have lots of case studies, stories and examples to tell, in addition to excellent attention to each delegate and their sense of humor which makes the course engaging and fun.
Unlike most certifications in the industry, the final assessment is not based on exam, instead a comprehensive project about Learning & Development as the entire program consists of a 40-hour learning process with 16 hours of workshop and 24 hours of guided project. The project is a reflection on the delegate’s action plan in the organization he/she already works at. After the submission of the project and delegate receives a full feedback report on the project, the certification, and is ready to plug-in and apply in his/her organization.
Who is recommended to attend the CLDM Certification Program?
- Learning and Development or Training Manager
- HR Business Partner
- Human Capital Consultant
- HR Director
- Trainer / Learning Consultant
To know more details about the CLDM certification please visit the following link:
Building an Agile Culture: The only way Forward
Written By: Hanane Benkhallouk
The coronavirus has already rewritten the future of business. With the spread of the pandemic not slowing down any time soon, business leaders find themselves scrambling to find solutions to a host of problems, from bottlenecks in the supply chain to miscommunication between departments.
The outbreak of the coronavirus demands that business owners respond quickly to the growing number of challenges by using the latest technologies and out of the box strategies for sustainable business operations. Keeping that in mind, here are some useful tips for businesses that are building an agile culture to adapt to the new normal in business.
Design Data for Informational Hierarchy
Information is an important component of any business process. Since employees are no longer operating in-house, the chances of miscommunication are two-fold. To avoid that, business leaders need to design information based on informational hierarchy and the channels that are going to be used. This will result in better clarity and a higher level of transparency.
As a business leader, you need to be aware of the information that is being sent to various subgroups within an organization and how they will process that information. This is crucial when it comes to getting a solution that’s beneficial for all parties involved. Efficient business leaders are those who are able to deliver the right information by utilizing the right set of tools at the right time.
It is important to note as a business leader that you should never operate on assumptions or under the illusion that your decisions or intentions are clear to the management and the employees. This is why it is important that business leaders use a human-centric approach by considering how information is consumed and by avoiding ways that will foster misinformation in the ranks.
In the future, business owners will have to create an information hierarchy for the effective transmission of the desired information. Business leaders have to be careful when delivering information. The information needs to be clear and actionable and followed by the required details to avoid any panic or confusion.
Sending long-winded emails is the perfect example of what not to do and will only lead to further confusion or panic. During these stressful times, it is important for business leaders not to just focus on what your staff cannot do, but rather, empower them by informing them on what they can do during this pandemic.
Governments are showing how this can be done by sharing daily updates with its citizens as the pandemic evolves. By understanding how their audience would react to the information, governments have been careful not to spread panic. Similarly, businesses need to employ such transparency to build trust in their employees and stakeholders.
Rewards and Incentives
Rewards and incentives have been an effective way of building an agile culture in the workplace. But, the recent outbreak and the regulations that have come along with it makes it difficult for companies to adhere to their traditional methods of rewarding their employees. Measures such as social distancing mean that businesses are no longer operating with in-house employees, which makes rewarding deserving employees even harder.
The first challenge is that employees find it harder to feel the tangible rewards for their contributions. This may result in many employees thinking that their efforts do not make an impact, or their behavioral change of following social distancing has not made a difference. Since we as humans do not react well to delayed gratification, when someone who has stayed isolated in their homes and doesn’t see a change in the numbers of infected, that can significantly decrease their motivation.
It is up to companies to encourage their employees by building reward structures according to the new changes. In this way, a reward structure can be an effective tool that can be used to incentivize employees during this time of social isolation. The rewards that you use can be intrinsic or extrinsic, but in putting such a system in place, you can make a positive change in the dynamics of the ecosystems in which your employees operate.
When it comes to the type of reward or incentive that organizations can use while building an agile culture, businesses can use gamification or monetization, or use social rewards to incentivize their employees even during this time of working remotely. All of these types of rewards can be utilized as a response to the recent coronavirus outbreak to make employees feel a sense of appreciation even without any physical contact and while following social distancing requirements.
While working on problem-solving during the coronavirus outbreak can be difficult, it still remains an essential component of a business. Although social distancing has made it difficult for management and colleagues to stay connected while working remotely, staying connected is key for business success.
Staying connected, in this case, is having the tools to communicate efficiently with a workforce regardless of geographical constraints. While there are many companies that are privy to using various technologies to stay connected with their workforce on the ground, in a post coronavirus working environment, more companies will need to adapt to these changes.
It is important for business owners to use creativity and empathy when it comes to addressing the issues of staying connected during social distancing, mainly because the decisions that are made today can have long-term implications for the company. While it might not be easy to make some unpopular decisions, it is crucial for business leaders to use a human centric approach towards maintaining streamlined communication between their employees and all other stakeholders during these circumstances.
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
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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