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Q&A with Mario Bojilov – Big Data, Machine Learning & Performance Management Professional

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Interviewer: Mariham Magdy

Artificial Intelligence will provide us with unbelievable capabilities. But we need to be mindful that these need to be augmented by Human Intelligence. Imagine a world where every hiring/firing decision is made by AI. Not only this will lead to lawsuits and employee unrest, but it will also result in lower productivity.

Mario Bojilov

ABOUT THE INTERVIEWEE

Mario Bojilov, MEngSc, CISA is the Founder and Chief Data Strategist of Meta Business Systems based in Brisbane, Australia. He has certifications in Big Data and Social Physics, introduction to Big Data with Apache, Spark, Scalable Machine Learning and also a Certified

Information Systems Auditor (CISA).

He has delivered monitoring solutions and performed risk assessment reviews for a variety of diverse organizations. In a project, he has done data mapping for 12 key business processes, such as Payroll, Finance, Procurement, Revenue Management, Treasury and etc. The project has successfully completed 95+ reports made available to the end users.

THE INTERVIEW

1- HR Revolution Middle East: Welcome Dr. Mario; it is our honour & pleasure to make this interview with your good-self.

We believe that Big Data is changing the future of Organizations as well as the future of many internal processes. You have recently led an amazing number of Big Data Analytics Master-classes world-wide, so from your rich experience to what extent non-technical professionals have obtained the required awareness about the necessity of extending their expertise to Big Data uses? Which countries do you consider developing confidently in this field?

Mario Bojilov: It’s a real pleasure to be here, Mariham! I think that all professionals, both technical and non-technical, are still at the very early stages of learning about Big Data and incorporating it into their daily workflow. Which presents an enormous opportunity for the organisations that will train large proportion of their staff, get a significant advantage over the competition and tilt the playing field in their favour. Having said that, in many organisations there is a core of data analysts/scientists/engineers who understand Big Data and can help with the early adoption. But it’s important to note that this adoption will NOT be successful without a serious involvement from the business side. Big Data is not a technical initiative.

The country that is most advanced I think is Dubai. They have a Minister of State for AI. And, this just shows how seriously they take AI, which is one of the main applications for Big Data. Two other countries with significant progress are Singapore and China.

2- HR Revolution Middle East: Can you kindly share with our readers; how to start with Big Data & who should be responsible for the initiative on organizational level?

Mario Bojilov: There are several stages in a Big Data project and each one requires different skillset and type of participant. At initiation time, the selection of a suitable sponsor is critical. And, he or she needs to be at the top or not lower than the next level in the organisational unit where the initiative is starting. The next stage is identifying the business needs/questions. And, here we need what I call the “technophobes”. These are people who don’t know much about technology but know a lot about the business. And, they will be able to focus on the business needs and benefits. Only then we need to involve people who are more technical. Firstly we need the “scary data guys/girls”. They know where different data sources reside, how to access them and how to bring them together into a data lake. Afterwards, it’s time to involve the data analysts/scientists to build and implement a solution. And, in the final stage – testing, we need to bring back our friends, “the technophobes”, who will validate the solution from a business perspective.

And, I want to emphasize again, the initiative needs a high-level sponsor and the involvement of Subject Matter Experts at the start and at the end.

3- HR Revolution Middle East: One of the most interesting articles you have shared with your readers past year and I really liked it so much is “The Fraud Triangle Explained Simply”. I would like to highlight especially here your amazing ability in simplifying complicated subjects, and making it easily understandable to non-technical people. Mr. Mario you efficiently assist organisations to monitor and improve their key business processes to prevent fraud. Would you share with us more information about that and how Digitalization can help limiting fraud?

Mario Bojilov: Thank you for the kind words, Mariham!

I will give your readers a specific example: A few years ago, there was a very high profile case of fraud in my city, Brisbane, where a senior finance manager embezzled $20.7 million. The interesting thing in this case was the fact that this occurred between 2000 and 2012, i.e. over the period of 12 years. Using Digital Technology, specifically various types of data analysis, including Artificial Intelligence, it would’ve been possible to discover the fraud much earlier and limit the losses. Using Digital Technology, for example continuous monitoring it’s possible to significantly strengthen internal controls. According to the Association of Certified Fraud Examiners (ACFE), weaknesses in internal controls are responsible for nearly half of all fraud cases.

Again, according to ACFE’s “Report to the Nations, 2018”, Data Monitoring/Analysis as a control resulted in 52% lower losses and 58% faster detection in organisations where it was implemented. And, Big Data and AI-based controls will further increase these figures.

4- HR Revolution Middle East: You have previously indicated in one of your sayings that “the only way to show respect to someone is to empathise with them and recognise and acknowledge their needs and concerns. This is my way of putting the “customers” first…” What valuable tips would you give to HR professionals whose customers are every employee inside the Company?

Mario Bojilov: I had recently had a meeting with a senior HR manager in a large organization who told me an interesting story. In their organization they have “embedded” HR professionals in every major unit. And, on that day I was meeting with him and the person working with(in) the IT department. The reason for this arrangement was the intention of reducing the distance and mistrust towards HR. My contact said that earlier, when someone from HR would ring IT to get their laptop fixed the person on the other end of the line would be very reluctant to do anything, simply because they were concerned about their job and thought a call from HR means they are “in danger”.

And, this was what made them realize they need to change something.

My personal view is that in an ideal world HR will be seen as a mechanism to develop the workforce, not just “trim” it when times are tough. To achieve this HR professionals need to focus first on Learning and Development. This would be the best way to show that they “care about their customers”.

5- HR Revolution Middle East: From your point of view & amazing experience; how do you see AI changing the future of work in general & HR in specific?

Mario Bojilov: Artificial Intelligence will provide us with unbelievable capabilities. But we need to be mindful that these need to be augmented by Human Intelligence. Imagine a world where every hiring/firing decision is made by AI. Not only this will lead to lawsuits and employee unrest, but it will also result in lower productivity.

On the other hand, if we use AI to help us identify the traits of best performing employees and replicate them across the whole organization, that would be awesome.

Also, AI can be tasked to perform mundane activities, while humans will be freed to perform tasks that need higher order thinking. An example, is an HR professional who can focus on coaching the employees with the greatest potential, as opposed to identifying those.

6- HR Revolution Middle East: Would you Tell us more about your participation in HRTAC 19; and what values do you believe professionals really gain when they gather in such reputable conventions?

Mario Bojilov: At HRTAC 19 I will be delivering a session in one of the streams, participating in a panel and also running a half-day workshop on using Big Data and AI.

I was part of the inaugural HRTAC 18 and am really excited to be at HRTAC this year. And, I’m really looking forward to meet again the amazing team behind the conference, some of the speakers from last year and, hopefully, some of the delegates.

THANK YOU

Corporate

Q&A with Yasmine Yehia | MEA Employer Branding Manager at Schneider Electric, Life Coach & Consultant

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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

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Interviewer:
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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Articles

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

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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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