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Q&A with Jonathan Holmes – Managing Director & Regional Chair, Korn Ferry, Middle East & Africa



Interviewers: Mariham Magdy & Mahmoud Mansi

Stable jobs won’t exist anymore; in the future we won’t find the typical employee who works for an organization for 10 and 15 years. People must have more mobility options and organizations should provide people with more mobility as well. The future skills-set will be different…

Jonathan Holmes
Managing Director & Regional Chair, Korn Ferry, Middle East & Africa

Mr. Holmes is currently the Managing Director and Regional Chair, Korn Ferry, Middle East & Africa. This encompasses six offices and over 230 people. His consulting career spans over 26 years and six countries, where he has undertaken Board & General Management projects across a range of geographies and industries including: industrial, consumer and healthcare. Prior to his current position, he was the Managing Director for Korn Ferry’s Korea business for 10 years.


1- HR Revolution Middle East: “An amazing career journey inside KORN FERRY for more than 26 years over six countries; we believe nothing more can testify how KORN FERRY has succeeded to build, over the years, a unique management model inspiring business professionals worldwide in the field of consultancy. Can you share with us what are the unique characteristics of this model that support its sustainability over the years?

Jonathan Holmes: I started working with KORN FERRY (KF), London office in 1993, almost 26 years ago. Since joining, I have been fortunate to have worked across six countries, each of which has been a unique learning experience for me and this diversity has taught me an incredible amount about working in different cultures with different people.. Each time I move to a new country I have to re-calibrate to the business culture, the social culture and the people culture. It has been a very enriching experience for me and I hope I have been able to add value to the countries and KF offices / businesses I have started or built.

Any global business and especially a business consulting organisation needs to develop an operating model that, on one side relies of robust Intellectual Property at its core, and yet retains a level of flexibility to adapt to the huge diversity that exists in the world across different cultures and business operating models. A reward project in Russia can require uniquely different facets to a reward project in the Republic of Korea, yet the foundation of the solution is build on robust data we have, locally, regionally and globally to support validation of the reward solution.

KF generates tremendous amounts of data and information and this enables us to understand what makes companies successful; what makes them tick. These insights enable us to help businesses evolve the human capital agendas, and in cases transform these agendas. What works in Egypt may be quite different for what works in Singapore. KF looks at aligning talent and organizational strategies to help release the power of human capital and drive superior performance

KF has grown an international format in order to be able to adapt tailored solutions to suit different cultures with different business challenges.

Professionalism, diversity and inclusion are also other important factors that characterize the KF model.

2- HR Revolution Middle East: Mr Holmes, you have managed KF Clients in six different countries / regions (UK, India, Russia (CIS), Singapore, South Korea, Middle East & Africa), what main differences characterize KF Clients in those different countries, and how is KF able to adapt her products to accommodate the different needs and perceptions of business professionals across those countries? How different was this experience for your good-self in comparison to your current role in the Middle East?

Jonathan Holmes: Naturally, the span of countries and cultures I have worked in is quite broad. Each brings a unique challenges and opportunities and as a firm we must adapt our global offerings / solutions to be relevant across all these diverse human capital environments. The world is agile and we must match this by being as nimble as the locations we operate in.

On personal level, it has been a very rich learning experience for me; I have had to build my skills in each new country; how to be successful in each new market and this cannot be a simple, one style fits all, so I have had to be as equally agile to adapt to each of my new locations. I recognized the importance of relationships and building rapport in middle-eastern cultures with clients, whereas in other locations I have needed to me more directive and affirmative. My style in South Korea would not work in the Middle East.

3- HR Revolution Middle East: During your participation in the Arabian Business Forum past November 18th, you highlighted that the Augmented Humanity would be a real genuine social problem in 10 years of time since countries and governments are not addressing the issue now. So, what piece of advice would you give to business professionals world-wide to start preparing themselves to confront this problem from now?


Jonathan Holmes: We need to recognize the future “Talent Crunch”; for example roles like the “Uber Driver”, “Drone Pilot” & the “Millennial Specialist Advisor” exist today, and didn’t exist before.

Organizations then, need to adapt more quickly, and be more agile in the way they look to people.

Stable jobs won’t exist anymore; in the future we won’t find the typical employee who works for an organization for 10 and 15 years. People must have more mobility options and organizations should provide people with more mobility as well.

The future skills-set will be different, so organizations need to be more flexible, adaptive, and a lot more sensitive to developing their people and investing in them. Upskilling the workforce will be critical to enable people to be relevant to the new economies; standing still is not an option and those firms, regions and governments that act quickly to create relevant workforces, will win.

4- HR Revolution Middle East: KORN FERRY has been providing businesses with precious insights and consultations on a number of today challenges, such as: Digital Transformation, Diversity & Inclusion, Future of work, Gender pay, Women in Leadership, and others. We believe that “Women in Leadership” is one of the most challenging issues in Middle East, so can you kindly share with us one success story of KF on this issue in the Middle East. Do companies in ME have the sufficient awareness and interest to build female cadres of leaders?

Jonathan Holmes: KF provides the region with well-researched and well-proven studies about the subject. We see that women in the Middle East are still under represented in senior positions. Companies who don’t have gender diversity are less competitive than those who embrace gender diversity. The focus must be on capability & competence-based, not gender-based. We really work on changing the view, the mind-set of people, and the natural human prejudices that exist in the workplace. Changes culture and mindsets are difficult but it is critical to inculcate a new way of looking at people in the workplace and women must be recognised as a critical enabler in the workforce and treated equally as any other employee..

I believe that companies in the ME speak a lot about this subject, but we have not yet moved enough to the point of action. The words are easy and now we must action our words into reality. Culture is quite embedded in the organization so we shall work hard to change the Organization’s prejudice and stereotypes. In the end, we will look back with surprise at why the change was so hard, when we see the value added by creating a diverse workforce, so now we should embrace these changes and move on.

In KF Korea we succeeded in moving our employee base to be 70% females and we did this because we focused on championing the best people for the work and this just happened to be women. We believe we have a great opportunity to make impact across the region by supporting organizations to have more women in leadership positions.

Boards of directors in ME still have few women; there is amble statistical data to demonstrate that organisations with more diverse workforces, including at the board level are more successful. We need the female perspective in a company and their views and decision-making processes are important. We have a strong diversity and inclusion business in KF and whilst this topic is gaining traction in businesses and governments in the region, we still have a lot to work to do in order to empower women in the workforce and the value will become apparent which will no doubt be the catalyst for accelerating this agenda.  

5- HR Revolution Middle East: KORNFERRY is always in a race against time to provide her clients with the-state-of-the-art consultations on the current VUCA world. Can we know more about the business research efforts exerted in the back ground in KF enabling her to be always in the vanguard?

Jonathan Holmes: KF has a research academy (Korn Ferry Institute) that drives a lot of our thought leadership and research programmes. We have a tremendous amount of data (over 3 billion data points); every three minutes we place someone in a new role; we have assessed over 49 million people; have reward data on 25 million people in 25,000 companies. We have data on the most successful organizations in the world, across different regions and can use this information to support the solutions and advise we provide our clients. We develop innovative solutions to empower people and activate human capital in our client organisations.

We developed KF Advance as a 360 career management tool to support individuals and organisations accelerate the personal development using our data to hone career management advise and solutions.

So our research is very critical for us as it helps us shape our conversations with organizations. Without a solid platform of data we cannot validate our recommendations. The VUCA world requires speed and rapid adoption of new ideas and our real-time information ensures we remain contemporary and that our clients benefit from the latest trends and developments, gleaned from real data.

6- HR Revolution Middle East: Mr. Holmes, you are currently working with the C-suite across all industries in ME; what other enablement factors do you believe Middle East Leaders still need to go further with it?

Jonathan Holmes: I believe boards in the Middle East need to harness more governance and involvement within organizations. The very nature of the region with large family groups and quasi-government businesses has meant that boards have not needed to play such an active role in defining strategy. As the region becomes more competitive and the markets tighten, the boards become more critical in the role they can play for defining organisational success.

I would like to see more diversity in boards and senior leadership teams. Half the populations are women and this needs to be reflected in organisations at all levels to gain insights we are currently missing.

We need to move from a very hierarchical environment to a more inclusive decision-making environment driven by teams and not necessarily by one person, to have more diversity in decision making.

7- HR Revolution Middle East: From your valuable experience in this field Mr Holmes, to what extent does business consultation impact countries’ economy?

Jonathan Holmes: I believe that businesses in the region can really gain a lot from the advises given to them through consultancy firms.

In a simplest example we can say that consultancy given on driving women in the workforce will drive benefit at many levels. Organisations will be enriched with greater market insights; the working environment will mature; the economy can benefit from double income families increasing disposable income, etc.

Advise given to businesses to realize more organizational effectiveness, improving performance and delivering more returns to the business will positively impact the economy and make the region competitive in a world. People / talent has a choice in destination preference and where the right talent will become an increasingly rare commodity, remaining relevant and attractive to people will be a game changer and will generate long term value.

Consulting firms can helps organizations deal with internal inefficiencies to make improvements; for example to shift to automation and up skill their blue-collars to a more value-added work. Thus governments have to shift the core education systems to science & technology instead of the vocational learning.

Concluding, we can definitely find on the long term a direct impact for consultation on countries’ economy.



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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Interviewer: Mahmoud Mansi “I am going around and discovering and jumping from one field to another, to be able to...

Articles3 weeks ago

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...