1.
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

2.
Long Distance Runner- passionate about new goals
Nature
Half Marathons
5 KM
Running Group
What’s not on my LinkedIn profile??

3.
We resolve wireless backhaul challenges for our customers
2015 revenues
$349M
Offices WW
48Customers
in
500+
Countries
130 Employees WW
1,000+
In HQ
Only 350
NASDAQ;
CRNT
Segment leader
Operates in a
Telecom market
$140B

4.
Looking for Direction

5.
The Foundations for Change
HR People
Strategy

6.
The Foundations for Change
Team Work
and Role
Perception
Know & Drive
the Business
Performance
Long Run
Thinking
HR

7.
New HR positioning
Voice at
Management table
HR

8.
The Foundations for Change
Improving
EVP
Empowerment
People
Strategy

9.
Connecting Employees to Company Strategy
Empowerment
LISTEN | Round tables
LEARN | Executive E- Learning
LEAD | Collaboration teams
DARE | Implementation of change

10.
Collaboration teams
Employees as Professional
Consultants

11.
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

12.
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

13.
Attract & Retain
Improving EVP
Employer Value Proposition

14.
[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

15.
40%
2014
29%
18%
2015
2016
Increase of Referral Program

16.
10%
2014
8%
5%
2015
2016
Increase of Social Networks Recruiting

17.
Additional KPIs
Recruiting Cost
50%
Attrition
40%Higher Focus
On Internal mobility

18.
Our Journey
Connecting Employees to Company Strategy

19.
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.

20.
Our business case for change
Increasing
Complexity
Impact on
collaboration and
service
Hypergrowth
Rapidly growing
business
Role Proliferation
Many roles created
to support sales

21.
The change to a smaller, more specialized team
2015 Team 2016
team
30% of team redeployed
into sales roles

22.
Key challenges we needed to navigate
For leaders, employees, and stakeholders, change was new for us

23.
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

24.
Set the Stage

25.
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

26.
Get Ahead of
the Tough Stuff

27.
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
+

28.
Communication
“Set the stage” work +
What we can control =
OUR MESSAGING

29.
Relationship Mapping
Me
Business
Partner #1
Impacted
Employee
#1
Non-
Impacted
Employee
#2
Stakeholder
#2
Stakeholder
#1

30.
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

31.
Create an
Action Plan

32.
Find the right balance, set the right expectations
Open
headcount
coverage
Usual
pressure of
Q4
Coming to
grips with
change
Training for
new role

33.
Create a timeline for change
November
Communication to
team and
stakeholders
December
JanuaryBusiness as usual
New model
implemented
Optimize model and
continue change
management
February +

34.
So, how did it go?

35.
%
Employee retention
rate at LinkedIn
%
Quota attainment rate
for redeployed
employees