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| Payoneer's IPO party Photo: Eclipse Media |
Israeli high-tech companies are holding affluent parties featuring concerts by Israeli pop artists, cocktails, private excursions, and infinite gongs, just like those rung on the Nasdaq. This is what happens when the aggressive competition over high-tech workers meets unlimited funds from the wave of IPOs and massive funding rounds.
Gong. It isn’t merely the name of the Israeli artificial intelligence startup which recently raised $7.2 billion, but a highlight in the wave of initial public offering (IPO) parties hitting the local high-tech market. The ringing of the bells is meant to echo the moment a company goes public on the stock exchange, but this is recently under threat of going extinct, with the multitude of parties emptying the market of bells. “There are no more bells in Israel,” reported Gili Orridge from Blend Events where nearly all of her customers are high-tech companies. “I went to southern Tel Aviv, and looked through every shop, and didn’t find any.” However, Orridge, who is determined to make dreams come true, didn’t give up hope. For the party of cyber company SentinelOne, which went public last week at a $9 billion valuation, she ordered bells from abroad, and they arrived just in time.
The shortage of bells is simply an anecdote of the summer of 2021 for high-tech companies, where many have party budgets between NIS 300,000 to NIS 3 million ($92,000-$920,000). There are rumors that those figures even reach over NIS 10 million in some cases. “After the pandemic, I assumed that there would be some sort of a ‘back to basic’ trend, but in reality the opposite happened: fierce competition between high tech companies ensued,” a prominent producer in the sector said.
Competition isn’t only at the superficial level, or regarding which company’s party’s plan is more creative, headline-grabbing, or whoever has managed to snag the hottest entertainment names such as Israeli pop stars Omer Adam, Noga Erez, and Ran Danker, or has the best catering. The ‘care package’ as it’s coined in the high-tech industry, has become an essential weapon in the fight over raising funds and retaining employees.
The reasoning for “pampering because there’s money,” which has guided the industry until recently, has replaced an actual war: the high demand for workers has turned them into a rare resource that has become more expensive than ever before, and competition now requires companies to make massie investments.
Instagram exposed the extent of such extravagance at Monday.com’s party (whose offering was valued at $6.8 billion) at a trendy Tel Aviv hall last month, which included a concert by Omer Adam (estimated at NIS 100,000 or some $30,500), catering featuring several stations with meats, alternative vegan options, and a salad bar as well as an open bar with a variety of drinks and cocktails.
SentinelOne’s event titled the “Ring The Bell Celebration,” in honor of the largest public offering of an Israeli cyber company ever, was highly documented on social media networks. Under the theme of “the coolest bar in New York,” as the company’s Employee Experience Lead, Lidor Baeloha, put it on a Facebook post, Tel Aviv’s Peacock bar provided the alcohol, chef Michael Guriel headed the catering, and popular Israeli DJ Yair Green was responsible for the music. Alongside the livestream of the event from New York, employees were invited to snap a shot with a virtual backdrop of the company’s billboard on Wall Street to feel a bit closer to the Nasdaq.
Taboola, which went public at a $2.6 billion valuation, held its celebration at the Ma’arava hall of chef Ran Shmueli at Kibbutz Ga’ash, and featured concerts by Noga Erez and Mooki. “The party was amazing,” Tamar, an employee, recounts. “Noga Erez was wonderful, and the cocktails were impressive. If we’re throwing a party, it should be swoon-worthy, with good music and food. That’s one way to thank employees and maintain morale at a profitable company. But, I don’t know whether you have to go crazy like at Microsoft, where they’re mainly concerned about their brand in my opinion.”
The fintech company Payoneer’s IPO party, which took place at Hangar 11 last week in honor of the company’s offering valued at $3.3 billion, was hard to miss. The event was directed by Sagit Oren from the SO&Co. event management company. Payoneer’s party featured a professional broadcasting studio with stations at its 23 branches around the globe where the “most senior manager in China transformed into our journalist in Shanghai,” joked Michal Adam, a senior VP of Human Resources at Payoneer. The event was hosted by the Israeli mentalist and performer Lior Suchard and VP of Marketing Jonny Steel, and included numbers by Israeli pop sensations Marina Maximilian and Amir Dadon, who sang “We Are The Champions,” as well as by Eden Ben Zaken, and a 35-member orchestra.
However, the artists, explained Adam, weren’t the main course. “I know how to sign checks, that isn’t a problem. But the idea was to show our employees that we are a global company, and it doesn’t make sense for the Israeli branch to party when the Indian one is under a lockdown and hasn’t seen the light of day for months. Our idea was to pass along the excitement that after 16 years and with nearly 1,000 employees, we’ve finally reached this moment.” The event continued for half a day, and trickled into the late night hours to the nearby Litzman night club, where 400 employees watched the bell ring live and danced until Michal Adam kicked them out.
“Although we are a fintech company, we don’t like to talk about money. Let’s just say that it was a very expensive event, and not just because of the artists. To hold a live studio event is a very expensive matter, and we wanted to do it so that we wouldn’t have any ‘wait, I can’t hear’ moment like over Zoom. We pushed the exact buttons we wanted to, people were very excited and felt connected to the company.”
Leading up to the event, the company posted on its Instagram page highlights from its summer party, which was held two weeks prior, and was filled with alcohol, splashes in pools, and scantily-clad swimwear alongside a caption targeting the recruiting of new employees. Even during our conversation, Adam doesn’t hesitate to point out that the company currently has 230 new open positions, and encourages everyone to take a peek and apply.
“Competition is fierce,” Orridge confirms. “Retaining customers has now made way for retaining employees. Several companies aim to create excitement and new records through events, where their exposure creates an impact, a coveted image, and assists in recruiting potential employees as well as retaining existing ones.”
Perks in the office, treats to take home
The indulging conditions of high-tech workers have already been talked about ad nauseum. Their cafeterias feature well-known chefs (Haim Cohen at Microsoft and Asaf Granit and the 'MachneYuda' Group will feed Wix employees at their new office building off of Glilot Junction next year), they receive generous credit on Cibus or TenBis cards to purchase takeout that is subsidized by the company, mail delivery services, Playstations on campus, gyms, happy hours and weekly team outings, birthday presents, gifts in honor of Women’s Day and holidays (ranging anywhere between NIS 700- NIS 1,000, or between $200-$300), brand name bags, etc.
Over the past few years, other perks from the beauty industry have joined the list. At Playtika, which went public in January at an $11 billion valuation, its female employees enjoy gel manicures, while drinking coffee prepared by baristas at Play-tika Cafe. At Facebook, like several other Tel Avivian high-tech companies, many employees haven’t gone to a barber in months; they receive services at their offices. Aside from those perks, monetary incentives from assisting in recruiting efforts are now skyrocketing. At Monday.com, recommending a friend for open positions at the company will earn a veteran employee a Buyme coupon valued at NIS 2,200 ($670); at Elementor employees receive a $1,500 bonus; at Tipranks, a startup that monitors analysts' performance and allows investors to evaluate investment advice, that figure stands at NIS 10,000 ($3,000), while Lightricks offers no less than NIS 29,000 ($8,900) to veteran employees who succeed in finding new employees for the open position of “the job of the month.” At Microsoft, at least until the outbreak of the pandemic, employees earned perks such as a free vacation for two in Zanzibar.
And that is all without even mentioning the actual offices - mostly in skyscrapers with the Tel Aviv skyline, designed by leading figures in the local architecture industry. And what the architects don’t get to, the planners will: ironSource (which went public at an $11 billion valuation) has a balcony on the third floor of the Azrieli Sarona Tower, the only such balcony in the entire 61-story building. Facebook employees, which are ironSource’s neighbors, travel to their offices via a private elevator; which was originally intended for a hotel, but Facebook took its place.
The pandemic may have emptied out high tech offices, but these care perks didn’t end with the lockdowns, just changed form. During the past year-and-a-half, an entire industry of company-branded gifts developed; with each company adopting the idea in its own way. “A week didn’t go by without us receiving home a package of some sort,” Ben from Monday.com said. “Once it was a floral arrangement and a bottle of wine from an Israeli winery, another time it was a DIY cocktail kit, a macchinetta coffee maker, fresh coffee and cake, a bag from the Swedish brand Fjällräven (valued between NIS 300-NIS 500 or $90-$150) embossed with the company’s logo, and more.” At the American software company Autodesk, its employees received an expensive breakfast. At Microsoft, refrigerated vehicles carried family kits for making pizza. When ideas ran out, companies took out the only present that all employees were in consensus about: a carton of fresh fruits and vegetables from a local farm.
Those packages, which were often accompanied by a Zoom meeting with a standup comedy show, lecture or workshop hosted by the likes of actor Guri Alfi or chef Segev Moshe, helped companies maintain connections with employees during lockdowns, and provided income for hundreds of small businesses during the crisis. Orridge, who claims to have lost over NIS 4 million ($1.2 million) due to canceled events, made the most of it by turning lemons into lemonade. “I essentially created a new business of delivering small gift packages,” she says. “During the pandemic, there was a big demand. We prepared 70,000 packages for companies, including a Halloween one during the second lockdown for an American company. That’s how we earned many new customers, who continue to employ our services even upon the return to normal.” Currently, Blend employs 13 people among them graphic designers, an office manager, and a CEO, the company’s first male employee.
Party now, work later
Companies going public could mark the end or moderation of the era of grandiose celebrations, in order to present a picture of efficiency. The post-pandemic highs combined with the IPOs will be difficult to recreate. Payoneer’s party, for example, received its own budget, seperate from the company’s annual party budget, “and we’re just asking ourselves what’s next,” Adam says. “We’re a company that celebrates, and we’re a global company too - there isn’t a single holiday here that isn’t commemorated, from Pride Week to National Pizza Day.”
A different genre of events, which is utilized among a smaller group of employees, is the “Overnight,”, where employees are asked to come to work with a suitcase, and have no clue what awaits them at the end of their workday. That’s exactly what transpired at an event that Orridge organized for ZipRecruiter’s 70 employees in Israel, where one Wednesday afternoon last week the entire team was transported to the airport, where they boarded a plane to Eilat, and quickly embarked on a jeep off-roading trip which included several stops with champagne, fruit, and cold-pressed lavender-scented towels. The rest of the evening, the team sat and enjoyed a meal at a pop-up restaurant that was set up specifically for the event by the catering industry at Timna National Park, and afterward drifted toward a concert held in a cave of the Anna RF band and Ravid Plotnik (also known by his stage name Nechi Nech). “Everyone danced until 1:30am, including myself,” Orridge said hoarsely. “There I functioned as everything from the event organizer, to the stewardess.” They traveled to the elite Royal Beach Eilat hotel in absolute darkness, and in the morning awoke to a private pool party, where drinks and food were continuously served to them as well as board games and fresh towels.
“These parties increase feelings of injustice”
High-tech perks are used as a branding tool for recruiting and retaining employees, but the free cereal isn’t enough to motivate younger high-tech employees to stay at a company. Millennials are looking for additional meaning, which will resonate with their own values and increase their sense of satisfaction, mission, and sense of meaning. So how can a company that has recently gone public hold on to an employee without options, when he or she watches their option-holding peers with envy transforming into the new wolves of Wall Street?
“The question isn’t how to prevent employees from leaving, it’s how to hold onto them for the right reasons,” says Kinneret Rosenbloom, an organizational consultant, and expert in developing leadership skills and author of the Hebrew “Revahim” blog. “The parties and concerts, the gel manicures at the office, the subsidized food cards, and DIY cocktail kits become feathers in the peacock’s tail and help differentiate between regular companies to those that are thriving, and are worth investing the best years of your lives in. The parties and perks are merely compensation for the many long work hours put in, and are also joyous interludes as well as recruitment and branding tools for attracting employees, but it isn’t what actually draws people to a workplace, and it clearly isn’t what inspires them to give their all.”
So what does?
“First of all, employees need to feel challenged, and like they are broadening both their professional and managerial horizons. Second, they need to feel autonomous and flexible and that they’re trusted. Third, they need to feel a direct connection to their boss, and preferably to their team. A poor connection with your boss is a dealbreaker. Even a mediocre connection with a boss could make it easier to tempt them to leave.”
“Last but not least: fairness. When so much money is floating around, both promised and actual, the money is a fixed yet loaded part of the discourse. In particularly affluent settings, it’s occasionally blinding, and if there is some sense of injustice or deprivation, glamorous parties won’t hide it. Not for long. When the hangover subsides, the extravagant party could be viewed as a smokescreen hiding the actual distribution of rewards, and could only add to feelings of injustice. It isn’t just the question of a certain sum, or how much money you see at the end of the month, but rather how much money you earned compared to others, or of the overall pie.”
“At the end of the day, people stay at a workplace because of their manager, or a colleague or their ability to have a say over what happens at the company,” explains Iris Bar-Hava, who serves as the VP of People at Explorium. “When companies grow very large or undergo a change like going public, processes demand rules become stricter, reasons for staying at a company arise, and sometimes employees struggle to find their place.”
“In cases such as those, companies need to compensate in other ways and empower the social-emotional aspects. Welfare programs try to address peoples’ needs to meet and connect with one another in an informal way. Aside from that, people love to connect to something greater than themselves, that feeling of ‘we’ll change the world.’ What these companies are doing isn’t a cliche, they’re encouraging people to be part of a life-changing experience.”
[TW]
科技獨角獸派對達到新的過剩水平
以色列高科技公司正在舉辦富裕的派對，其中包括以色列流行藝術家的音樂會、雞尾酒、私人旅行和無限的鑼，就像在納斯達克敲響的那些。當對高科技工人的激烈競爭遇到來自 IPO 浪潮和大規模融資的無限資金時，就會發生這種情況。
鑼。這不僅是最近籌集了 72 億美元的以色列人工智能初創公司的名字，而且是衝擊當地高科技市場的首次公開募股 (IPO) 派對浪潮中的一個亮點。鐘聲響起是為了迴響公司在證券交易所上市的那一刻，但最近這家公司面臨滅絕的威脅，眾多政黨清空了鐘聲市場。 “以色列沒有更多的鐘聲，”來自 Blend Events 的 Gili Orridge 報告說，她的幾乎所有客戶都是高科技公司。 “我去了特拉維夫南部，找遍了每家商店，都沒有找到。”然而，決心實現夢想的奧里奇並沒有放棄希望。對於上週以 90 億美元估值上市的網絡公司 SentinelOne 的派對，她從國外訂購了鈴鐺，它們及時到達。
對於高科技公司來說，鐘聲短缺只是 2021 年夏天的一個軼事，其中許多公司的派對預算在 300,000 新謝克爾至 300 萬新謝克爾（92,000 至 920,000 美元）之間。有傳言稱，在某些情況下，這些數字甚至超過 1000 萬新謝克爾。 “大流行之後，我認為會出現某種‘返璞歸真’的趨勢，但事實恰恰相反：高科技公司之間的激烈競爭接踵而至，”該行業的一位知名生產商表示。
競爭不僅在表面層面，或者關於哪家公司的派對計劃更有創意、更引人注目，或者誰成功地抓住了以色列流行歌星奧默·亞當、諾加·埃雷茲和蘭克·丹克等最熱門的娛樂明星，或者有最好的餐飲。在高科技行業創造的“關懷包”已成為籌集資金和留住員工的重要武器。
直到最近，一直在指導行業的“因為有錢而縱容”的理由已經取代了一場真正的戰爭：對工人的高需求使他們變成了比以往任何時候都更加昂貴的稀有資源，現在競爭需要公司進行大規模投資。
Instagram 上個月在一個時尚的特拉維夫大廳舉行的 Monday.com 派對（其提供的價值為 68 億美元）中揭露了這種奢侈的程度，其中包括 Omer Adam 的一場音樂會（估計價值 100,000 新謝克爾或約 30,500 美元），餐飲包括幾個提供肉類、替代素食選擇、沙拉吧以及提供各種飲料和雞尾酒的開放式酒吧。
SentinelOne 的活動名為“Ring The Bell Celebration”，以紀念以色列網絡公司有史以來規模最大的公開募股，在社交媒體網絡上得到了大量記錄。以“紐約最酷的酒吧”為主題，公司員工體驗主管 Lidor Baeloha 在 Facebook 上發帖，特拉維夫的 Peacock 酒吧提供酒水，主廚 Michael Guriel 負責餐飲，以色列人氣 DJ Yair格林負責音樂。除了來自紐約的活動直播外，員工還受邀在華爾街的公司廣告牌的虛擬背景下拍攝一張照片，以感覺更接近納斯達克。
Taboola 以 26 億美元的估值上市，在 Kibbutz Ga'ash 的廚師 Ran Shmueli 的 Ma'arava 大廳舉行慶祝活動，並舉辦了 Noga Erez 和 Mooki 的音樂會。 “派對很棒，”一名員工 Tamar 回憶道。 “Noga Erez 很棒，雞尾酒令人印象深刻。如果我們要舉辦一個派對，它應該是值得的，有美妙的音樂和食物。這是在一家盈利的公司感謝員工並保持士氣的一種方式。但是，我不知道你是否必須像在微軟那樣瘋狂，在我看來，他們主要關心的是自己的品牌。”
金融科技公司 Payoneer 的 IPO 派對於上週在 Hangar 11 舉行，以紀念該公司價值 33 億美元的發行，不容錯過。該活動由 SO&Co 的 Sagit Oren 指導。活動管理公司。 Payoneer 的人力資源高級副總裁 Michal Adam 開玩笑說，Payoneer 的派對有一個專業的廣播工作室，在其全球 23 個分支機構設有站點，“中國最高級的經理變成了我們在上海的記者”。此次活動由以色列心理學家和表演者 Lior Suchard 和營銷副總裁 Jonny Steel 主持，包括以色列流行歌手 Marina Maximilian 和 Amir Dadon 的數字，他們演唱了“We Are The Champions”，以及 Eden Ben Zaken，以及一個 35 人的管弦樂隊。
然而，亞當解釋說，藝術家並不是主要課程。 “我知道如何簽署支票，這不是問題。但我們的想法是向我們的員工展示我們是一家全球性公司，當印度分公司處於封鎖狀態並且幾個月未見曙光時，讓以色列分公司參加派對是沒有意義的。我們的想法是傳遞激動人心的時刻，16 年後，我們擁有近 1,000 名員工，終於走到了這一刻。”活動持續了半天，直到深夜才來到附近的 Litzman 夜總會，在那裡 400 名員工觀看了現場響鈴並跳舞，直到 Michal Adam 將他們趕出去。
“雖然我們是一家金融科技公司，但我們不喜歡談論錢。我們只能說這是一個非常昂貴的活動，而不僅僅是因為藝術家。舉辦現場演播室活動是一件非常昂貴的事情，我們希望這樣做，這樣我們就不會像 Zoom 那樣有任何“等待，我聽不見”的時刻。我們按下了我們想要的確切按鈕，人們非常興奮並感覺與公司聯繫在一起。”
在活動開始之前，該公司在其 Instagram 頁面上發布了兩週前舉行的夏季派對的亮點，裡面裝滿了酒精、在游泳池裡潑水、穿著暴露的泳裝，並附上了一條針對招聘新員工的標題.即使在我們的談話中，Adam 也毫不猶豫地指出，公司目前有 230 個新的空缺職位，並鼓勵大家先看看併申請。
“競爭非常激烈，”Orridge 確認道。 “留住客戶現在已經讓位於留住員工。幾家公司的目標是通過活動創造興奮和新記錄，他們的曝光會產生影響和令人垂涎的形象，並有助於招聘潛在員工並留住現有員工。”
辦公室的福利，帶回家的款待
高科技工作者的沉迷條件已經令人厭煩地談論起來。他們的自助餐廳有知名廚師（微軟的 Haim Cohen 和 Asaf Granit 以及“MachneYuda”集團明年將在他們位於 Glilot Junction 附近的新辦公樓里為 Wix 員工提供食物），他們可以通過 Cibus 或 TenBis 卡獲得豐厚的信用來購買外賣由公司補貼、郵件遞送服務、校園遊戲機、健身房、歡樂時光和每週團隊郊遊、生日禮物、婦女節和節日禮物（範圍在 700 新謝克爾至 1,000 新謝克爾之間，或 200 至 300 美元之間)、名牌包等。
在過去的幾年裡，美容行業的其他福利也加入了這個名單。 Playtika 於 1 月以 110 億美元的估值上市，其女員工享受凝膠美甲，同時在 Play-tika 咖啡館喝咖啡師準備的咖啡。在 Facebook，與其他幾家特拉維維亞高科技公司一樣，許多員工已經幾個月沒有去理髮店了。他們在辦公室接受服務。除了這些福利之外，協助招聘工作的金錢獎勵現在也在飛速增長。在 Monday.com，推荐一位朋友擔任公司的空缺職位將為一位資深員工賺取價值 2,200 新謝克爾（670 美元）的 Buyme 優惠券；在 Elementor 員工可獲得 1,500 美元的獎金；在 Tipranks 是一家監控分析師表現並允許投資者評估投資建議的初創公司，該數字為 10,000 新謝克爾（3,000 美元），而 Lightricks 為成功找到新員工的老員工提供不少於 29,000 新謝克爾（8,900 美元） “本月工作”的空缺職位。在微軟，至少在大流行爆發之前，員工可以獲得福利，例如在桑給巴爾島享受兩人免費假期。
這一切甚至都沒有提到實際的辦公室——主要是在特拉維夫天際線的摩天大樓裡，由當地建築行業的領軍人物設計。建築師沒有得到的，規劃者將：ironSource（以 110 億美元的估值上市）在 Azrieli Sarona Tower 的三樓有一個陽台，這是整個 61 層建築中唯一的這樣的陽台。作為 IronSource 的鄰居，Facebook 員工通過私人電梯前往他們的辦公室；最初是為酒店設計的，但 Facebook 取而代之。
大流行可能已經清空了高科技辦公室，但這些護理津貼並沒有隨著封鎖而結束，只是改變了形式。在過去一年半的時間裡，整個公司品牌禮品行業得到了發展；每個公司都以自己的方式採用這個想法。 “一周過去了，我們都沒有收到某種包裹回家，”來自 Monday.com 的 Ben 說。 “一次是插花和一瓶以色列酒廠的葡萄酒，另一次是 DIY 雞尾酒套裝、macchinetta 咖啡機、新鮮咖啡和蛋糕、瑞典品牌 Fjällräven 的袋子（價值在 NIS 300-NIS 之間） 500 美元或 90 美元至 150 美元）印有公司徽標等。”在美國軟件公司 Autodesk，其員工享用了昂貴的早餐。在微軟，冷藏車攜帶用於製作比薩餅的家庭工具包。當想法耗盡時，公司拿出了所有員工都一致同意的唯一禮物：來自當地農場的一箱新鮮水果和蔬菜。
這些套餐通常伴隨著 Zoom 會議以及由演員 Guri Alfi 或廚師 Segev Moshe 等人主持的單口喜劇表演、講座或研討會，幫助公司在封鎖期間與員工保持聯繫，並為數百家小企業提供收入危機期間。 Orridge 聲稱由於取消活動而損失了超過 400 萬新謝克爾（120 萬美元），他通過將檸檬變成檸檬水來充分利用它。 “我基本上創建了一項新業務，即遞送小禮品包，”她說。 “在大流行期間，需求很大。我們為公司準備了 70,000 個包裹，其中包括一家美國公司第二次封鎖期間的萬聖節包裹。這就是我們贏得許多新客戶的方式，即使在恢復正常後，他們仍繼續使用我們的服務。”目前，Blend 擁有 13 名員工，其中包括平面設計師、一名辦公室經理和一名 CEO，該公司的第一位男性員工。
現在聚會，以後工作
公司上市可能標誌著盛大慶祝時代的結束或緩和，以呈現效率的圖景。大流行後的高點與 IPO 相結合將難以重現。例如，Payoneer 的派對收到了自己的預算，與公司的年度派對預算分開，“我們只是在問自己接下來會發生什麼，”亞當說。 “我們是一家慶祝的公司，我們也是一家全球公司——從驕傲周到全國比薩日，這裡沒有一個假期是不值得紀念的。”
在較小的員工群體中使用的另一種類型的活動是“過夜”，即要求員工提著手提箱來上班，但不知道在工作日結束時等待他們的是什麼。這正是 Orridge 為 ZipRecruiter 在以色列的 70 名員工組織的活動中發生的事情，上週的一個星期三下午，整個團隊被運送到機場，在那裡他們登上了飛往埃拉特的飛機，並迅速開始了吉普車越野之旅其中包括幾站香檳、水果和冷壓薰衣草香味毛巾。晚上剩下的時間，團隊在蒂姆納國家公園的餐飲業專門為此次活動設立的快閃餐廳享用了一頓飯，然後漂流到安娜 RF 山洞舉行的一場音樂會樂隊和 Ravid Plotnik（也以他的藝名 Nechi Nech 聞名）。 “每個人都跳到凌晨 1 點 30 分，包括我自己，”奧里奇沙啞地說。 “在那裡，我扮演著從活動組織者到空姐的一切角色。”他們在絕對黑暗中前往精英皇家海灘埃拉特酒店，早上醒來參加私人泳池派對，那裡不斷為他們提供飲料和食物以及棋盤遊戲和乾淨的毛巾。
“這些政黨增加了不公正的感覺”
高科技津貼被用作招聘和留住員工的品牌工具，但免費的麥片還不足以激勵年輕的高科技員工留在公司。千禧一代正在尋找額外的意義，這將與他們自己的價值觀產生共鳴，並增加他們的滿足感、使命感和意義感。那麼，一家最近上市的公司如何留住一個沒有選擇權的員工，當他或她眼睜睜地看著持有期權的同行變成華爾街的新狼時呢？
“問題不是如何阻止員工離職，而是如何以正確的理由留住他們，”組織顧問、領導技能發展專家、希伯來語“Revahim”博客作者 Kinneret Rosenbloom 說。 “派對和音樂會、辦公室的凝膠美甲、補貼食品卡和 DIY 雞尾酒套裝成為孔雀尾巴上的羽毛，有助於區分普通公司和蓬勃發展的公司，值得投資你一生中最美好的時光派對和津貼只是對長時間工作的補償，也是吸引員工的歡樂插曲和招聘和品牌工具，但這並不是真正吸引人們到工作場所的東西，而且很明顯不是什麼激勵他們全力以赴。”
那麼有什麼作用呢？
“首先，員工需要感受到挑戰，就像他們正在拓寬他們的專業和管理視野一樣。其次，他們需要感到自主和靈活，並且他們被信任。第三，他們需要感受到與老闆的直接聯繫，最好是與團隊的聯繫。與你的老闆關係不佳是一個交易破壞者。即使與老闆的關係平平，也可能更容易誘使他們離開。”
“最後但並非最不重要的一點：公平。當如此多的錢在四處流動時，無論是承諾的還是實際的，這些錢都是話語中固定但負載的部分。在特別富裕的環境中，偶爾會讓人眼花繚亂，如果有一些不公正或被剝奪的感覺，魅力四射的派對不會隱藏它。不是很長。當宿醉消退時，奢侈的派對可以被視為隱藏實際獎勵分配的煙幕，只會增加不公正的感覺。這不僅僅是某個金額的問題，或者你在月底看到多少錢的問題，而是與其他人相比，你賺了多少錢，或者整個餅的問題。”
“歸根結底，人們之所以留在工作場所，是因為他們的經理、同事或他們對公司發生的事情有發言權的能力，”Iris Bar-Hava 解釋說，他是公司的人事副總裁。 探索。 “當公司變得非常大或經歷諸如上市之類的變化時，流程要求規則變得更加嚴格，留在公司的理由就會出現，有時員工很難找到自己的位置。”
“在這種情況下，公司需要以其他方式進行補償並增強社會情感方面的能力。 福利計劃試圖滿足人們以一種非正式的方式相互見面和聯繫的需求。 除此之外，人們喜歡與比自己更偉大的事物建立聯繫，那種“我們將改變世界”的感覺。這些公司所做的不是陳詞濫調，而是鼓勵人們參與到改變生活的過程中 經驗。”
