Tapping Better the Arab Talent Pool

- Concluding Meeting -

Tel-Aviv – October 31st, 2018

This Thisdocument document serves serves as aas basis a basis for for a workinga working session session with with ‘_____Collective’ management, Impact management, and is incomplete and is incomplete without thewithout associated the associated framing framing and explanations. and explanations. Confidential Confidential-commercial-commercial information information – All – Allrights rights reserved reserved to to Shaldor Shaldor Ltd. This Ltd.document This document and the and information the information included included herein herein may may not not be betransferred transferred or or distributed distributed to anyany party party outside outside of ofCollective _____, nor Impact copienord, copied,duplicated duplicated or disclosed, or disclosed, nor anynor useany usebe madebe made thereof, thereof, except for internal use by 1 exceptCollective for internal Impact usefor by the NICE purpose for the of the purposeConfidential proposed of the joint proposed activity. joint activity. Agenda

 Process & Information Sources

 Reframing the Challenge

 Theoretical Basis: ‘Exposure’ & ‘Motivation’ Among Minorities

 Operative Guidelines: The Need for -Marketing

 Practical Implications: What Model should CI Operate?

Confidential 2 The Approach: to Leverage Local & International Knowledge, Experience and Insights from Both Successes & Failures

Theoretical Operative Operative Information Sources Basis Guidelines Model

‘Internal’ CI???’s View Personnel Workers/??? ??? Candidates??? Interviews??? Interviews???

???CI’s Partners??? Interviews??? Conceptual ‘Translation’ Infrastructure ‘CI customized’ of concept to for the issue of implementation actual principals ???CI’s ‘(Arab) Minority of principals and behaviors Internal??? Recruitment’ Data???

??? Researches??? Global??? ??? ‘External’ Best??? - View Practice???

Confidential 3 CI Internal & External Data Sources

 Candidate research  Arabs internet usage analysis, 2015 – Candidate database analysis  Campaign research – Interviews results – CI candidate data: – Campaign analysis • Tenuva – Interviews results • Osem – Advertising and marketing features tracking • Hertzog – ‘New Campaign’ goals and budget, 2018 • Deloit – ‘New Campaign’ workplan, 2018 • Strauss water  IDC research – tracking information – Kaama’s data – Candidate campaign analysis – IDC, Academic Arabs survey, 2017  ‘Academi’ system survey  Supplemental Forum  CI organization information ‒ Business leadership – CI organizational structure 2017 ‒ Mentors – CI organizational structure 2018 ‒ Executive committee – Development, implementation and distribution of relevant candidate tools  The Technion Program – Arab human resources companies segmentation – Studies in the Haredi Sector, 2014 – CI company’s biding document

Confidential 4 Benchmarks & Case Studies

Companies Leading Professional Websites & Blogs Software & Services – in Diversity & Inclusion – HR Related HR & Diversity  Johnson & Johnson  Inc. Magazine  LinkedIn  Proctor & Gamble  Diversity Inc.  SmashFly  Coca Cola  Thomson Reuters  Talent Lyft  HP (Hewlett Packard)  Social Talent  Beamery  Intel  Fast Company  Brazen  Cisco  Jobvite  Mya  Mastercard  KBIC  Ideal  EY (Ernest & Young)  Rally Recruitment Marketing  Sap SuccessFactors  Northwestern University  Diversity Best Practices  Textio  Undercover Recruiter  Joonko NGOs  Recruiter Box  Mentoring Works!  Nemnet  Prism Diversity Consulting  Young Black Leadership Alliance Boards  Equal Approach  Bridge to Employment  Glassdoor  Scientist Mentoring & Diversity  The Muse Universities Centers Program (SMPD)  Diversity  University of Michigan  Sponsors for Educational  Diversity  University of Missouri Opportunities  Minority Jobs  University of Pittsburgh  Opportunity Network  Hispanic Careers  Boston College  Inroads  Berkley  Mentor Net General Media  Charity Navigator  New York Times  Financial Times  Harvard Business Review

Confidential 5 Agenda

 Process & Information Sources

 Reframing the Challenge

 Theoretical Basis: ‘Exposure’ & ‘Motivation’ Among Minorities

 Operative Guidelines: The Need for Recruitment-Marketing

 Practical Implications: What Model should CI Operate?

Confidential 6 The Situation: Matching the Increasing Demand Generated by CI with the Existing Supply, Currently ‘Untapped’

CI’s Recent Activity has ‘Opened Up’ a variety …But Current Recruitment Solutions of new Positions for Arab Candidates… are Just Not ‘Up to the Task’

 Many ‘white collar’ positions  Most cases of success, are limited to few vs. ‘blue collar’ in the past selected areas - mostly in junior positions…

 Many ‘staff’ positions  …and are not sufficient vis-à-vis the abundance vs. ‘line’ of opened positions & the “full range” of employers’ needs…  Many ‘Academic’ or ‘highly skilled’ positions vs. ‘unskilled’ or ‘low-skill’  In order to support companies growing needs CI’s KAMs invest disproportional  Positions in the largest Israeli companies, & unsustainable efforts vs. small / family businesses

We run the risk of ‘losing’ the hard earned trust of the companies…

Confidential 7 Agenda

 Process & Information Sources

 Reframing the Challenge

 Theoretical Basis: ‘Exposure’ & ‘Motivation’ Among Minorities

 Operative Guidelines: The Need for Recruitment-Marketing

 Practical Implications: What Model should CI Operate?

Confidential 8 Success in Candidates Attraction is Based on ‘Exposure’ & ‘Motivation’ – Which are Strongly Related among Minorities

Weak (yet becoming stronger…) connection in ‘majority’ populations  Motivation is mostly inherent, Exposure and depends on position’s attractiveness Successfully informing candidates  Companies’ efforts are directed of the existence of open positions at increasing exposure…  …although in recent years there is a growing focus on company’s attractiveness Successful Attraction

Motivation Promote Candidates’ willingness to act in order to be accepted – especially to send CV’s Strong connection in ‘minority’ populations  Minority population members tend to be less exposed to most ‘generic’ exposure channels…  …and psychological ‘barriers’ cause candidates to avoid competing for ‘exposed’ jobs, usually due to a feeling of unequal terms and fear that failure is guaranteed  ‘Generic Exposure’, typically ‘majority-directed’, tend to strengthen this feeling, making candidates feel that jobs are ‘not really meant for them  To succeed, exposure should be ‘motivation generating’ in nature, focused on preventing these fears Confidential 9 ‘Generic’ Recruitment Efforts Strive to Maximize ‘Exposure’, rather than ‘Motivation

‘Classic’ ‘Physical Traditional advertising channels. Social Networks’ A typical company will strive Typically printed & traditional Using real-world connections for to utilize all relevant channels media marketing and recruiting (e.g. friends, family, …)

‘Institutional’ ‘Digital Target population is reached Social Networks’ via intermediary mediation body Using digital connections & rd (e.g. universitits, 3 party HR, …) networks for marketing (e.g. Facebook, LinkedIn, …)

Confidential 10 While Many Factors Affects Candidates’ Motivation, Only Few Can be Directly Affected by Employers’ Behavior… Psycho-Sociological Model of Candidates’ Motivation (courtesy of IDC’s Applied Center for the Psychology of Social Change)

Basic Job-seeking Intention Behavior Characteristics motivations

Structural- demographical Attitudes characteristics towards job-seeking

Subjective norms Behavioral intent Actual behavior Personal-psychological (family/peers group) to seek job sending CV, active job- characteristics towards job-seeking seeking

Self-efficacy perception regarding job seeking Psycho-sociological characteristics

Main area of influence – does not require wide social change

Confidential 11 …Primary Among them are ‘Suspicion’ Factors: Feeling of Unequal Terms & Fear that Failure is Guaranteed

Reasons preventing Arabs from sending CVs

to ‘Jewish’ companies (2015, 2017 survey) “It was my dream to work for X company, but I just kept hearing from everyone around me that they do not accept Arabs – so I never applied” 46% Arab Employee

“We had a round table to understand why candidates don’t apply, and all of our Arab employers said – ‘Of course they don’t apply. They’re sure the game is rigged against them’” 19% Company’s Recruitment Manager

9% 8% “If I had to use one word to describe Arab candidates, it would be ‘Passive’. It’s extremely frustrating, but also understandable. They know for a fact, Discrimination & Language Professinal Geographical based on way too many humiliating experiences, Racism-related Barriers Misfit Misfit fears that they have no chance’” Arab Placement Expert

Candidates feel that jobs are ‘not really meant for them’, and refrain from sending their CV’s

Source: Base your , CI research – demand side”, 2015; IDC, “candidate campaign researchConfidential”, 2017 12 Thus, In Minority Recruitment, Exposure Channels, Methods, and Tools should be Modified to Generate Motivation

Exposure

Successful Attraction Exposure in an ‘intimate’ channel is preferable to a ‘generic’ one Motivation  Specific, customized Facebook/WhatsApp/LinkedIn group  Specific, targeted college faculty or department  …

Exposure in a ‘close connection’ channel is preferable to a ‘distant’ one A ‘customized’ way of exposure  Family members is preferable to a ‘generic’ one  Friends & acquaintances  Language adjustments  Work-related NGOs focused also on candidates  Wording personalization accompaniment  personalized visuality  Minority group member involvement in exposure/recruitment process  …  … Confidential 14 What are the Operative Principals & Behaviors Used by Successful ‘Minorities Recruiting’ Firms to Overcome the Exposure/Motivation Issue?

Confidential 15 Agenda

 Process & Information Sources

 Reframing the Challenge

 Theoretical Basis: ‘Exposure’ & ‘Motivation’ Among Minorities

 Operative Guidelines: The Need for Recruitment-Marketing

 Practical Implications: What Model should CI Operate?

Confidential 16 The Need for ‘Motivation Generating Exposure’ Leads Successful Companies to Invest in ‘Recruitment Marketing’

While many companies believe that making internal adjustments in recruitment and personnel management is enough to recruit minorities,

In reality, internal adjustments alone do not solve the ‘suspicion’ issues – There is also a need to expose candidates to these changes

Acquiring & Keeping Internal Adjustments Diverse Talent

Confidential 17 The Need for ‘Motivation Generating Exposure’ Leads Successful Companies to Invest in ‘Recruitment Marketing’

While many companies believe that making internal adjustments in recruitment and personnel management is enough to recruit minorities,

In reality, internal adjustments alone do not solve the ‘suspicion’ issues – There is also a need to expose candidates to these changes

Customized Acquiring & Keeping Internal Adjustments Recruitment Marketing Diverse Talent

Confidential 18 In Their Efforts to Create Diversity, Leading Companies Go Through Three Major Phases

Phase I: Inclusion Phase II: Awareness Phase III: Diversity

Customized Acquiring & Keeping Internal Adjustments Recruitment Marketing Diverse Talent

 Appointing a diversity officer  ‘Externalizing’ internal  Approaching candidates and setting goals adjustment via ‘recruitment by customized means for minorities representation marketing’ channels  Approaching candidates  Customizing recruitment  Emphasizing and giving visual via customized channels process to prevent bias representation of inclusion  Supporting diverse in hiring in all official publications candidates & employees  Establishing regulations  Actively addressing minority to secure success & to prevent bias populations by getting in treatment and promotion involved in the community

 Creating supportive programs:  Getting in touch with mentoring, affinity groups community organizations in order to address talent

The main ‘mistake’ done by unsuccessful companies is to neglect the ‘suspicion’ issue, by ignoring the need for ‘awareness’

Confidential 19 At the “Inclusion” Phase, Companies Make Internal Adjustments to Promote Diversity

1 2 3 4 Executive Neutral, unbiased Unbiased requirements Organization support & clear goals recruitment process and assessments systems

 Appoint a company  Train recruiters  Train staff to avoid  Establish Mentoring executive as Chief to avoid biases in treatment programs with top Diversity Officer (CDO) unconscious biases and promotions management commitment  Set diversity goals  Relay on internal  Use technological tools and plan changes exams rather then to trace potential  Establish affinity candidate background biases in treatment groups based on origin and promotions or other group  Neutralize recruitment features process via “blind” CV  Treat diverse views reading & technological as an advantage tools

Some companies conduct the process with the help Diversity and anti bias training An online mentoring of specialized firms: & consulting in the US and the UK platform in Australia

To create an inclusive work environment, leading companies implement all four adjustment types

Source: companies websites

Confidential 20 Various Technological Tools were Developed to Assist the Implementation of Inclusion

Some solutions eliminate biases … While others focus on daily treatment in the recruitment process… and promotions

HR management Create an automated, bias- Integrate anti-bias tools with optional free CV selection process tools into existing HR diversity features using AI based recruiting systems assistants

Diversity oriented Write neutral Follow and report tools recruitment ads bias in daily work, and emails on top of organization systems

 Actively locate diverse candidates on social media  Follow and report bias in recruitment

Source: companies websites, Social Talent, Quartz

Confidential 21 At the “Awareness” Phase, Companies Address Minorities via Oriented “Recruitment Marketing” Efforts

Diversity oriented recruitment marketing is executed on different levels, depends on company’s size and interest

1 2 3 Customized Getting involved and addressing Cooperating with organizations ‘recruitment marketing’ efforts, relevant communities directly specialized in minority emphasizing internal adjustments recruitment

 Launching campaigns  Targeting specific communities  Publishing on relevant job targeting minority populations  Sponsoring community boards  Publicizing internal diversity projects  Establishing connections efforts  Establishing projects with NGOs  Targeting groups inside social networks

Confidential 22 1. Companies Implementing “Inclusion” Adjustments Invest in ‘Marketing’ Their Efforts to Minority Population

Notable examples:

Public campaigns  General media coverage and publicity “Reinvent  Dedicated recruitment marketing accounts Mindsets” and ads on social media YouTube campaign

Diversity  Direct link to diversity section highlighted in the  Emphasize of personal stories company’s career website  Listing awards for diversity and inclusion

Publications  Coverage in industry websites in diversity  Ranked in diversity & inclusion indexes oriented platforms

Top companies make diversity an essential part of their employer brand

Source: Companies and organizations websites

Confidential 23 2. Leading Companies Invest in Establishing Direct Contact with Target Community

Many companies fund and participate Some of the largest also establish in external initiatives exclusive company programs

 Mostly leadership and programs  Mostly scholarships and programs

 Raise awareness to the company as an employer  Create brand loyalty and career commitment

 Provide opportunity for positive publicity  Develop ‘job readiness’ among participants & recruitment marketing  Most programs are for students…  Create a talent pool of potential future employees  … But some companies also provide direct  Most programs are for high school or college corporate sponsorship for research students, some for advanced research and MBA

Sponsored by Young Black Internship for high Leadership Alliance school students

Sponsored by Science Mentoring Scholarships for & Diversity Program college students

Source: Companies and organizations websites

Confidential 24 3. Companies Contact Specialized Recruitment Organizations

Some cooperate with organizations …While others utilize platforms focusing on minorities employment… focusing on employment in general

Based on origin or other group features Job boards and websites

 Companies can publish via dedicated  Major Job boards push towards Job boards diversity

 Allows sorting by group type  Provide statistics and reviews to help diverse candidates and drive companies to improve

Based on Social networks

 Organizations focusing on finding  Minority communities have career specific jobs for minorities oriented groups inside social Education jobs networks  Organizing career fares, employer connections, professional  Connecting with those groups can publications provide access to diverse candidates

The organizations function as focused communication channels, sometimes providing content adjustment and other tools

Source: Organizations websites, Joonko, LinkedIn

Confidential 25 3. Organizations Specialized on Career Preparation Provide Top Firms with Quality Diverse Candidates

Universities career centers are the main career NGOs focused on promoting minorities preparation providers in the US education & careers offer various solutions

 Provide resume, and other documents Education Sponsors for educational opportunities writing tips & workshops  Supports and empowers promising youth from  Interview preparation materials & mock interviews underserved communities  Provides tutoring starting from schools, throughout  Career planning and consulting college and assists with finding & jobs  Job & internship sources Internship  Some universities provide minority students with Provides excelling ethnically diverse students with customized information… quality internships in leading firms

 …Such as professional associations, job boards and opportunities. Mentoring

Provides professional mentoring for diverse students in STEM and health fields

All organizations promoting minorities careers in the US focus on internships as a main work-life preparation

Source: Universities websites, NGOs websites, Charity Navigator

Confidential 26 Most Companies Reviewed Implement Similar Means for Inclusion & Awareness

Chief Diversity Officer ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Goals and statistics reported annually ✓ ✓ ✓ ✓   ✓  (Gender✓ only) Technology for neutral recruiting process ✓  ✓  ✓ ✓  ✓ ✓ Training recruiters against bias ✓ ✓ ✓ ✓ ✓ ✓ ✓  ✓ Training managers against bias ✓ ✓ ✓ ✓  ✓ ✓ ✓ ✓ Technology to prevent bias in treatment    ✓   ✓ ✓  Employee resource groups ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓ 

Mentoring programs ✓ ✓ ✓ ✓ ✓ ✓ ✓ (Small✓ scale) (Some✓ faculties) Recruitment marketing focused on diversity ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓  Recruitment marketing/ talent brand/Employer ✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓  brand team (Part of HR responsibilities)

Source: companies websites & reports, DiversityInc., CEOaction, Harvard Business Review, ERE, Undercover Recruiter, Profile Magazine Confidential 27 At the “Diversity” Phase, Companies Leverage Changes to Approach, Acquire and Keep Suitable Candidates

Leverage Awareness Leverage Inclusion

Approach via customized Support candidates to secure Approach by customized means channels success

 Landing pages  Community platforms  Publish interview preparation in candidate’s language and programs materials in the career website

 Visual representations  Specialized organizations  Mentoring programs of diversity and affinity groups  Relevant social media channels  Neutral and familiar phrasing  Unbiased treatment and promotions

Could be achieved via digital platforms Recruitment marketing platform, Automatically locates diverse Provides easy access Such as provides personalized career pages groups on Linkedin to materials and lifts barriers

Customized targeting and real commitment to inclusion establish the trust necessary to recruit diverse populations

Confidential 28 Successful Completion of all Phases Tends to Generate a Self-Sustaining Process

Internal adjustments are made to create inclusive Larger population of Adjustments minority employees recruitment process & working env. are ‘marketed’ allow company to minority pop. to ‘fine-tune’ in order to overcome internal changes Breakthrough has to start ‘from within’ ‘suspicion’ issues & externalize them

More candidates of minority population More candidates of are applying and minority population accepted into are willing to apply company to company New reputation is leveraged in customized & personal outreach efforts

Confidential 29 The ‘Self Sustaining’ Nature of Successful Process is Reflected in All Aspects of It

“We had a very problematic candidate. We just couldn’t understand Companies find it what is the problem with her. But at the moment we asked an Arab easier to adjust employee, he said ‘ah, that’s why she does that’ and explained to us to actual employees everything, so we could easily tell she wasn’t what we wanted” (rather than potential)

“The main factor for me to determine if that company is serious The existence when trying to recruit me is simple – do they have Arab employees? of minority employees If I could see them – if they came to my university, for example – eases recruitment- I won’t have any doubts” marketing

“By far, the most effective channel for us is ‘friend brings a friend’. The existence We know from our employees in which groups to advertise of minority employees and how to write ads – but nothing can compare generates direct to what they do with their own networks” ‘intimate’ channel

Presence of minority “There are certain companies that everybody know that they recruit employees creates Arabs. They don’t have to do any special efforts – everybody know that” positive reputation by itself

Confidential 30 How to ‘Translate’ those ‘Business Internal’ Principals & Behaviors Into the Operative Model of CI?

Confidential 31 Agenda

 Process & Information Sources

 Reframing the Challenge

 Theoretical Basis: ‘Exposure’ & ‘Motivation’ Among Minorities

 Operative Guidelines: The Need for Recruitment-Marketing

 Practical Implications: What Model should CI Operate?

Confidential 32 Vis-à-vis the Required Changes, CI’s Efforts are Currently Focused on ‘Internal Changes’

Phase I: Inclusion Phase II: Awareness Phase III: Diversity

Customized Acquiring & Keeping Internal Adjustments Recruitment Marketing Diverse Talent

 CI’s current  Develop & manage models  Develop and manage (successful) focus area and tools of ‘customized ‘head-hunting’ models and  KAMs main ‘business’ – recruitment marketing’… tools… and should stay exclusively so …externalizing the changes  ...capable of leveraging  It is possible to ‘step-up’ internal done by the companies ‘recruitment marketing’ efforts… changes within companies by  Develop & manage models  …mainly in digital and physical utilizing tech. based tools and tools of ‘internal social networks involvement’  Utilize the associations in the Arab community capabilities and connections …utilize the associations to the possible maximum Automated, Neutral capabilities and connections bias-free CV recruitment to the possible maximum selection process ads and emails

CI’s Current Primary Effort CI’s Added Efforts, with Companies CI‘after’s Secondary the 1st Phase Effort’

Efforts aimed to provide companies’ already open positions with candidates

Confidential 33 The Answer: Continuity of CI’s Current ‘Center of Excellence’ Model – Build Capabilities Internally, in Order to Teach Them

In the transition phase, CI will internally develop the capabilities for Arab recruitment marketing & recruitment, in order to support companies directly, while at the same time teaching them how to build their own capabilities

Long-term ‘End Game’ – companies Transition Phase – are fully companies require independent immediate help to reach candidates, while building their capabilities

Current State What are the Required Capabilities in Recruitment Marketing & Recruitment? Confidential 34 Recruitment Model Capabilities Were Learned from Benchmark Companies ‘Comparable’ to CI’s Partners

CI’s Partners specific needs …Lead to studying required capabilities and characteristics… from certain companies

 CI works with the largest companies in the  Large companies with diverse & complicated Israeli economy… recruitment needs

 …most of which have opened various positions for Arabs, in many different areas

 The Israeli economy is in a state of ‘’, meaning that in many cases there is a shortage of employees…

 …especially in ‘high added value’ positions,  Companies operating in a highly-competitive which are the core of CI’s focus recruitment environment

Confidential 35 Recruitment-Marketing Require Unique Capabilities, Usually under a Specialized Unit…

HR Executive

Head of Recruitment Head of Recruitment Marketing & Employer Branding

A full team may include one or more of the following:

Digital Content Employer Recruitment Social Media … Marketer Strategist Brand Marketing Manager Manager Specialist

 While team size depends on the company’s scale and the level of competition for talent…

 …most companies present or make use of the full-scale of capabilities

 Smaller companies tend to rely on marketing departments for some capabilities…

 …but in high-competition fields (e.g. tech), even smaller companies have dedicated teams

Source: Beamery, SmashFly, Brazen, Linkedin global recruiting trends report 2017

Confidential 36 …While Already-Existing ‘Recruitment’ Functions Require Customized Recruitment & Support Methods

HR Executive

Head of Recruitment Head of Recruitment Marketing & Employer Branding

Recruiting team should learn/develop:

…Customized …Customized …Excellent candidates support channels of approach means of approach system

 Specialized ‘head-hunting’ capabilities  Neutral and ‘marketing friendly’  Mentoring & affinity groups language, emphasizing intended  Relevant social media channels  Aggregation & alignment of all approach to Arab candidates candidates’ preparation efforts,  Community platforms and programs  Development of ‘visual language’ and de.t of required supplements  Specialized organizations utilization supporting written one  Direct connection, separate  Development of relevant content from KAMs, to partners rec. templates departments

Confidential 37 In Order to Act as a ‘Center of Excellence, CI Should Build All Capabilities Internally, Alongside the Ability to Teach Them

CI’s new RM Team and Existing Recruitment Team …But its language, culture & tools should Should Have Relevant ‘Professional’ Capabilities focus on Teach & Transfer capabilities

 Employer-brand management  Strong training and guidance capabilities  Recruitment marketing strategy  A certain professional ‘distance’,  Recruitment marketing content with emphasize on partners responsibility

 Social media marketing  Focus on new tools development, with  Digital marketing preference to ‘out-source’ developed ones

 Collaboration management  High standards, focused on quality  Programs management of processes rather than results  Specialized head hunting  …  Social media recruitment  Recruitment-content  HR dev. Management  …

Many of the ‘Teach & Transfer’ Capabilities Already Exist within CI

Confidential 38