More and more hi-tech operations are outsourced and moved out of Israel to low-cost countries. What can employees do to avoid being left out? Nurit Berman of Emda suggests that hi-tech employees closely follow the frequently changing local trends in required professions. "Don't acquire a profession – acquire a fishing rod. Prepare the infrastructure that will help you keep up-to-date when necessary".
The job market competition over the brightest and best is becoming ever more intensive, and it looks like the young candidates are just as picky as their potential employers. In order to attract talent, many companies try "employee branding" – building up the image of an attractive workplace. One of the experts in this area is Nurit Berman of Emda: "In the near future, every organization, particularly in the technological and scientific areas, will have no choice but to manage its employee brand".
Many Israeli executives strongly believe that a job overseas is essential to their career development, but many experts believe that it is sometimes better not to relocate but stay here. According to Nurit Berman of Emda, an executive job overseas is not an essential passport to senior positions in the Israeli market. "Corporate Israel is quite conservative. When someone arrives from a non-branded foreign company, the motivation to recruit him is fairly low", she cautions.
What is the biggest attraction for employees? An international study reveals that the answer is not pay or terms, but rather the values guiding the company. In recent years, this trend is also building up among Israeli executives. "Organizations have no choice but to take responsibility and build a clear and definite normative infrastructure", says Nurit Berman of Emda. "If they mature managers are involved in a company they cannot identify with normatively, this will not be enough for them".
The Postal Company's board, chaired by Sasi Shilo, chose Haim Almozlino as CEO out of 62 senior executives who applied for this position. Nurit Berman of Emda advised the nominations committee composed of the board members who were in office at that time.
Although the Israeli law forbids a newly acquired company to void its existing employment agreements, employers find ways to replace expensive workers with temporary ones. Nurit Berman believes that the most crucial aspect of this transitional stage is information: "the employees will get information one way or another, so the biggest enemy is vagueness".
The dismissal talk is the most difficult form of dialogue in the corporate world, and this is true both for the employee and for the employer. How to conduct such a conversation in a way that minimizes the difficulty and risks involved? Nurit Berman of Emda cautions against falling for manipulations by the terminated employees and on the other hand, advises to prepare for all possible scenarios. After all, you never know in what medical condition the dismissed employee would leave the conversation.
This ultimate goal can be achieved through meticulous career planning or by playing things by ear. Nurit Berman of Emda says CEOs are highly driven individuals who always try to look ahead and expand their responsibilities. "That's how they get to the top spot".
