HR in War“We have allocated most of our HR resources to prioritize employee well-being”
HR in War
“We have allocated most of our HR resources to prioritize employee well-being”
Verifone Israel is well-versed in remote work due to the pandemic, but the 7/10 attacks have caused many more challenges for employees looking for support.
“Following the onset of Covid-19, our organization has become well-versed in remote work practices, allowing us to minimize the impact on our day-to-day deliverables,” said Laurie-Michelle Menashe, Head of Human Resources, Israel at Verifone Israel. “However, we are fully aware of and empathetic to the challenges associated with working from home, particularly under these circumstances. This includes the overall stress, the demands of caring for children, and the adjustment to our new reality.”
HR in War is a new series exploring how companies in Israel are adapting in unusual times. At CTech we believe the world should know about the atrocities committed on 7/10 while at the same time highlighting the continued resolve and resistance of the Israeli tech ecosystem.
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Laurie-Michelle Menashe, Head of Human Resources, Israel at Verifone Israel
(Photo: Laurie-Michelle Menashe.)
“As a result, we have allocated most of our HR and management resources to prioritize employee well-being,” she added.
Company name: Verifone Israel
Your name and title: Laurie-Michelle Menashe, Head of Human Resources, Israel
Names of founders and upper management: Gaby Band
Field of activity: Fintech
Number of employees: 265
Office location: Rosh Haayin
On a scale of 1-10, how much did the war disrupt operations at the company?
Six. Like many companies in Israel, we have a significant number of employees who were called up for military reserve service, which led to us operating with reduced personnel.
We had to transition all our employees to remote work while ensuring that everyone had the necessary tools and conditions, especially considering that all children were at home due to the circumstances.
In addition to these challenges, we also faced a general decline in morale, increased anxiety, and an overwhelming sense of sadness that affected us all.
What consequences have you experienced from these disruptions?
Following the onset of Covid-19, our organization has become well-versed in remote work practices, allowing us to minimize the impact on our day-to-day deliverables.
However, we are fully aware of and empathetic to the challenges associated with working from home, particularly under these circumstances. This includes the overall stress, the demands of caring for children, and the adjustment to our new reality.
As a result, we have allocated most of our HR and management resources to prioritize employee well-being.
What are the two major challenges you are coping with these days?
Our most significant challenge since this began occurred on the first day of the conflict when we learned that one of our employees' daughters, Raz Mizrahi, was at the Nova party and was subsequently presumed missing. Later that week, we received the devastating news of her murder in that brutal and violent attack. The shock and heartbreak were shared by all of us.
Despite a security warning at the time and place of her funeral, the cemetery was overflowing with people who came to pay their respects and support the grieving family. The eulogies delivered at her funeral were deeply moving and attested to the remarkable person she was.
The second major challenge we are facing involves the effort to restore some semblance of routine that allows us to maintain business continuity and uphold our service standards at the highest level. We aim to provide stability to our employees while remaining sensitive to everyone's needs and emotional state during these complex times. We are collaborating with our managers and employees to implement necessary adjustments where required.
What support do you provide to employees?
As mentioned earlier, we are dedicating most of our managerial efforts and resources to prioritizing the well-being of our employees. Our managers maintain daily contact with their teams to ensure their wellness and identify any issues that require our support.
Additionally, our HR team is in regular communication with all our employees on reserve service to confirm their safety and the well-being of their families. We also ensure that their units have everything they need. In addition, we’ve sent care packages and vouchers to these employees and their families.
During the past few weeks, we’ve provided our employees with support hotlines and a vast contact list of professional therapists to assist them with their mental needs and their family needs. We’ve also sent them a stream of online activities, training, and tutorials for children to equip them with relevant tools and knowledge to support their families through these sensitive times.
Currently, we are exploring more comprehensive support packages for two employees who were evacuated from their homes due to the latest security directives.
Do you have employees with foreign citizenship who asked to work from another country? If so, has movement been requested/approved?
No.
How do you communicate the situation to customers? Do you see hostility or support
Since the outset of this conflict, it has been a priority for us to maintain contact with our customers and provide them with the complete range of services they require.
We are in continuous communication with our clients through phone calls, emails, and face-to-face meetings where feasible, and we have not encountered any hostility.
