Leading a Change Collaborating to Connect Employees to Your Company’s Strategy

Nurit Kruk-Zilca EVP HR

Ceragon

Holly Lignelli Senior Insights Manager,

North America

LinkedIn

Long Distance Runner- passionate about new goals

Nature

Half Marathons

5 KM

Running Group

What’s not on my LinkedIn profile??

We resolve wireless backhaul challenges for our customers

2015 revenues

$349M Offices WW

48 Customers

in

500+

Countries 130

Employees WW

1,000+

In HQ

Only 350

NASDAQ; CRNT

Segment leader

Operates in a

Telecom market $140B

Looking for Direction

The Foundations for Change

HR

People

Strategy

The Foundations for Change

Team Work and Role

Perception

Know & Drive the Business Performance

Long Run Thinking

HR

New HR positioning

Voice at

Management table

HR

The Foundations for Change

Improving

EVP Empowerment

People

Strategy

Connecting Employees to Company Strategy Empowerment

LISTEN | Round tables

LEARN | Executive E- Learning

LEAD | Collaboration teams

DARE | Implementation of change

Collaboration teams

Employees as Professional

Consultants

Collaboration teams

Employees as Professional

Consultants

• Dare to choose the painful issue - go for organizational strategic challenges

• Global and diverse teams

• Framed methodology

• Train your Managers to become change leaders

• Executive Management involvement is a MUST

Collaboration teams

We found a solution to

one of the major

challenges that Ceragon

is facing

It was great being

part of something

meaningful

It would have been

very hard to get the

same conclusions

with an external

team

Attract & Retain

Improving EVP Employer Value Proposition

[VALUE]

4,414

9,764

[VALUE]

0

2,000

4,000

6,000

8,000

10,000

12,000

14,000

16,000

08|11 01|12 07|12 01|13 07|13 01|14 07|14 01|15 07|15 01|16 09|16

Career

Page

Sales

Meeting

40%

2014

29%

18% 2015

2016

Increase of Referral Program

10%

2014

8%

5%

2015

2016

Increase of Social Networks Recruiting

Additional KPIs

Recruiting Cost

50% Attrition

40% Higher Focus On Internal mobility

Our Journey

Connecting Employees to Company Strategy

What’s not on my LinkedIn profile?

• I run only when chased.

• I once completed a (very) short triathlon.

• My first job out of college was a position

on a psychiatric hospital crisis team.

Our business case for change

Increasing

Complexity

Impact on

collaboration and

service

Hypergrowth

Rapidly growing

business

Role Proliferation

Many roles created

to support sales

The change to a smaller, more specialized team

2015 Team 2016

team

30% of team redeployed

into sales roles

Key challenges we needed to navigate

For leaders, employees, and stakeholders, change was new for us

Team

Preparation

• Set the stage for change

• Get ahead of the tough stuff

• Create an action plan

My objective:

Empower a team that was prepared, supported, and

united to lead this new strategy together

Set the Stage

Create a

Vision

• If the next few weeks go well, what does

that look like?

• How do you want your team to experience

the change process?

• How do you want to be known as a leader

after this is done?

Authentic

Compassionate

Consistent

Clear

Prepared

Get Ahead of

the Tough Stuff

What you can control…where to ask for support

What could happen

Things we can control

Things we can’t control

Things we can influence

HR

Management

+

Communication

“Set the stage” work +

What we can control =

OUR MESSAGING

Relationship Mapping

Me

Business Partner #1

Impacted Employee

#1

Non-Impacted Employee

#2

Stakeholder #2

Stakeholder #1

Continuum of Support

Active Resistance

Passive Resistance

Neutral Passive Support

Active Support

Actively resists the

change through

behaviors or

verbal means; not

afraid to speak

out/act out against

the change

Says the “right”

things; but does

not change their

behavior and may

covertly interfere

with the change

No firm opinion

about the change;

may think it

doesn’t affect them

or perhaps is

reserving

judgment

Does the “right”

thing but doesn’t

vocalize their

support or

encourage others

Actively supports

the change

through words and

behaviors;

encourages others

Stakeholder #1

Business Partner #1

Stakeholder #2

Impacted Employee

#1

Non-Impacted Employee

#2

Create an

Action Plan

Find the right balance, set the right expectations

Open

headcount

coverage

Usual

pressure of

Q4

Coming to

grips with

change

Training for

new role

Create a timeline for change

November

Communication to

team and

stakeholders

December

January Business as usual

New model

implemented

Optimize model and

continue change

management

February +

So, how did it go?

%

Employee retention

rate at LinkedIn

%

Quota attainment rate

for redeployed

employees