personal: Married and mother of three, lives in Ra’anana education: A bachelor’s degree in behavioral sciences and a master’s degree in business administration with a specialization in organizational consulting number of employees: 480 domain: cyber security
My career path. “Already as a TS officer it was clear to me that my passion was to work with people. I started as a recruitment coordinator at a placement company, continued to a software house and management positions, where I managed a team of 60 employees. At this point I got an opportunity to join Team8, when it was still a relatively small platform. There, about seven years ago, I took part in the establishment of several start-up companies, one of which was Kaloruti, and I was a partner in the establishment of a human resources infrastructure and recruitment in it. Later, I accompanied another portfolio company of Team8 – Signia, after its purchase I decided to continue the journey with Claroti, and this time 100%.”
Quiet resignation. “I don’t see it. We work in high ranks, which is overwhelming. Working with us is like in the military parlance – with poison in the eyes.”
The facts and the workers. “Our profile is diverse. Although the company was founded by 8200 graduates, we emphasize diversity which contributes to creativity. This year we recruited close to 150 new employees, and in order to maintain such a pace, we must activate several sources of recruitment. Therefore, we have unit graduates technologies, employees with experience from the industry, and also a team of ultra-Orthodox women. We created a work environment for them that would suit their needs. In addition, we have employees 21 years old, as well as adults, 50 plus and 60 years old.”
Recruitment methods. “We have several channels, with ‘a friend bringing a friend’ being the most significant, accounting for 50% of recruitments. We also focus on head hunting, and we have a strong recruitment team that proactively addresses potential employees. At the same time, there is also recruitment through the media and through placement companies.”
The Hunting Echo. “We characterize our needs and proactively search for the people, among other things on LinkedIn. When we find someone like that, we look for common connections and networking, and not necessarily contact them directly. Today everyone receives a lot of inquiries on LinkedIn and we need to create differentiation. If we reach through common connections That will be more likely.”
Hi-tech cuts. “We see the slowdown, but we are in a different place, with us the recruitments continue. We see that there are more candidates out there, but in the end all the companies are recruiting talent. Even the companies that cut back will not fire them but those who are less critical to the business. So the people we are looking for are not released to the market. On the contrary , now the companies guard them well. In terms of output, a talented person is equal to the companies as two less.”
The battle for talent. “Salary requirements have not changed. There are fluctuations, we see the reductions outside, but the talent we are looking for is in demand. What is more, there are fewer extreme cases. In the past, I have come across extreme cases like that of an employee who we ultimately chose not to hire, and who received a signing bonus of half a million shekels.
“When you hire someone you want to bring in at any cost, you must avoid thinking only in the short term. If, for example, you bring in someone with an astronomical salary who is out of line with the benchmark, you are taking a risk in front of the rest of the team. Also, what will you do in a year when the same employee wants a raise? It will be difficult to keep her and also its members. It is important that the company has something to offer beyond the salary, such as access to technologies and care for people.”
Merger and organizational culture. “The acquisition of Medigate and the merger with it was the biggest challenge I experienced in my position. It’s a process that started when I was on maternity leave, so when I left I was after the birth of a baby girl and the birth of a major professional process. We had to take two companies with history and culture, and create one company. If we come and say – This is what we are, accept it’, it won’t work. It’s a long process that needs to take place while mutual understanding. Of course there were clashes – they are a young startup, and we were in a more mature place in terms of work processes.”
Hybrid work. “We got used to flexible hybrid work, and at Medigate there were fixed days to work in the office, and today we understand the importance of certain days on which the employees meet. We make sure that those who come have the most fun – and we added games, abundant kitchens, and more. We considered working with the ‘hot seat’ method, but It was critical for us that each and every employee should have a personal space, even if not everyone comes.”
A management mistake that I learned from. “Four years ago we opened a branch in the USA. The recruiting infrastructure was not mature and I did the recruiting from Israel. I recruited a sales manager who was very impressive. The recruitment was by video call, before the Zoom era. A few months later, the supervisor of that employee contacted me and said that there was something strange about his behavior and disappearances. After an investigation, we discovered that at the same time as working for us, he was also working full-time elsewhere. He had two different profiles on LinkedIn, it was boom in the face. That’s when I realized the difference between a global company and a small company where everyone knows everyone.
“Following that case, we implemented a process of background checks, something that is accepted in the US as part of the recruitment process. In Israel it is less known because everyone is from the same networking and the ecosystem is small. When working with people, every mistake you make can affect a whole life, so before every decision, my team and I do risk management. But when you run fast with dozens of balls in the air, things can fall.”