A holistic solution for the Great Resignation

“Money and conditions are no longer enough to keep workers for a long time. To cope with the trend, we need to adapt to the market and produce solutions that will touch on all areas of employment,” writes Dalit Krainer of Checkmarx

Dalit Krainer 12:2927.01.22

The defining phenomenon of the labor market of our time is what is called in the professional literature "The Great Resignation". There is no organization that hasn’t had to deal with this: the permanent and sometimes wholesale departure of employees, sometimes even without finding a new job. If until a year ago, the average tenure of an employee was about two-and-a-half years, today it is only one year and eight months. We, as managers, have the opportunity to assimilate fundamental changes in our patterns of thinking and activity to deal with it.


At Checkmarx, we understood that the solution must be holistic. In order to continue to advance the company's goals and march it forward, through the best employees in the field, we have tackled the issue on three fronts: recruitment, work itself and prevention of employee attrition.


Dalit Krainer of Checkmarx. Photo: Shelly Avidor Dalit Krainer of Checkmarx. Photo: Shelly Avidor


One of the big challenges in employee attrition is the long time it takes to recruit new employees, train them and see productivity. At Checkmarx, through a combination of innovation and technology, we have managed to shorten this time significantly. We mapped out the patterns of departure and identified a particular seasonality of resignation in each position. We know today to predict, more or less, in which roles employees are expected to leave and adjust the beginning of the recruitment process so that it will begin even before leaving. This greatly shortens the organizational gap and streamlines the recruitment and training processes.


Already at the beginning of 2021, we identified the trends in the labor market, the work from anywhere and at any time, the trend of the cooperative economy and the gig economy, all this alongside the recruitment process which became complex, difficult and slow - so we adopted a hybrid model. This refers not only to a combination of work from home and the office, but to a mix of employees with different forms of employment who work in parallel. We have employees of the company, along with freelancers, consultants, outsourced employees, contractors and more. This model maintains flexibility for employees, and candidates, on the one hand, and for managers and the organization, on the other.


One of the areas which we have revolutionized is the development and retention of workers. We have created a program that allows each and every employee to move between different roles and professions within the company. It works like a subway: an employee can, for example, get on the sales train - and at one of the stations on the way - change to the development train and so on.


Alongside the program, we have developed an easy-to-implement technological tool through which each and every employee can plan their career and advance according to the program.


This horizon creates a constant interest for the workers and opens up countless channels of personal and professional development.

We all know that workers today are looking for much more than money. They are looking for meaning, to be part of an organization that does good to the world. This is one of the reasons for the high volatility in the labor market: money and conditions are no longer enough to keep workers for a long time. To cope with the trend, we need to adapt to the market and produce solutions that will touch on all areas of employment and the entire life cycle of the employee in the company. Organizations that learn to crack the system - will overcome the challenge of the new world of work.


Dalit Krainer is the VP of Human Resources at Checkmarx Cyber Company.