HR The Next Leap
KPMG: “Addressing burnout is not necessarily about a specific benefit or perk”
Judy Gisher, Head of People at KPMG, refutes the local "brain drain" narrative and explains how an employer's market is creating more balanced hiring decisions, as part of CTech's HR: The Next Leap series.
“Addressing burnout is not necessarily about a specific benefit or perk,” says Judy Gisher, Head of People at KPMG. “The most meaningful factor is the role of managers, their ability to truly see their people and respond to their needs.” The macro trend of employee burnout is specifically poignant in Startup Nation given the rolling emergency states the country has had to contend with. To that end, Gisher believes that “retention today is less about broad programs and more about creating meaningful, personal connections and giving people strong reasons to stay, grow, and feel supported.”
From active and looming war threats, to AI rapidly and constantly redefining what it means to be productive, running a company in Startup Nation brings with it its own category of challenges and rewards. HR: The Next Leap takes a glimpse into the heart of Startup Nation via the HR professionals shaping its culture. We survey the executives whose jobs are more demanding and more vital than ever, as they heed the future-proofing of their workforce, while simultaneously ensuring business continuity and employee wellbeing during relentlessly unprecedented times.
Meanwhile, examining other workplace trends like AI, Gisher believes that the automation revolution presents “a clear opportunity” for entry-level talent. “While expectations are evolving, so is their ability to grow faster, take on broader responsibilities earlier, and contribute in more meaningful ways from the start,” she says.
You can read the entire interview below.
Company Name: KPMG Israel
Sector: Professional Services
Year of Founding: KPMG Israel (Somekh‑Chaikin) originated as a local accounting firm founded in 1922, and later became part of the global KPMG network
Current number of employees: 1600
Website: https://kpmg.co.il/
Social Media: LinkedIn, Instagram
As of March 2026, the market officially shifted into an 'employer's market'. How have your screening criteria changed, and do candidates - including senior-level ones - still hold any leverage in negotiating salaries and terms?
Given the wide variety of roles we recruit for, the picture is quite complex. Even in a market shifting toward employers, there are still areas where competition for top talent remains strong, and candidates, especially in specialized and senior roles, continue to hold meaningful leverage.
What we’re seeing is not a loss of candidate power, but rather a shift toward more balanced and thoughtful decision-making on both sides.
For us, this has been an opportunity to refine our screening, with a stronger focus on long-term fit, adaptability, and potential. For candidates, negotiations have become more holistic – placing greater emphasis not only on salary, but on growth, flexibility, and impact.
Overall, the dynamic today is healthier and more aligned.
How have/are you managing operational continuity and recruitment while the economy navigates the emergency state triggered by the conflict with Iran? With the threat of escalation looming at any moment, how are you and have you been handling everything from interviews interrupted by sirens to managing teams thinned by massive, ongoing reserve duty?
This period has been very challenging, as it has been for organizations around us.
We have been continuously trying to navigate a delicate balance – maintaining firm and client stability, while at the same time responding to the emotional and operational impact on our people. This included ongoing adjustments, employee support initiatives, and a high level of flexibility in how work gets done.
At the same time, we want to be realistic – this is an evolving situation, and not everything works perfectly all the time. It requires constant adaptation.
In practice, our approach during periods of disruption is to operate with flexibility and transparency, while consistently working to create a sense of stability and resilience. A key part of this is our ongoing focus on managers and partners – equipping them with clear guidance, practical tools, and targeted training to lead effectively through complex and uncertain situations.
Ultimately, it’s an ongoing effort to balance business continuity with genuine care for people, knowing that the reality is dynamic and requires us to keep adjusting as we move forward.
Beyond the role of empowering employees, which roles has AI eliminated over the past year, what percentage of your workforce was reskilled to avoid being phased out, and how has this impacted entry-level hiring?
We see AI primarily as an accelerator, not a replacer.
As a firm that brings together a wide range of professions and services, with a diverse mix of advisory, technological and audit capabilities, the impact of AI is not uniform across the firm. In some areas, we are seeing services being reshaped and redesigned in exciting ways as AI becomes a core part of the value we deliver. In others, AI is being embedded into existing workflows, enhancing efficiency and improving how work gets done.
Overall, rather than eliminating roles, AI is transforming them, enabling our people to focus on higher-value, more strategic work.
This shift has led to significant investment in upskilling and reskilling, with a strong emphasis on building digital, analytical, and AI-related capabilities across functions, based on real business needs.
For entry-level talent, this is a clear opportunity: while expectations are evolving, so is their ability to grow faster, take on broader responsibilities earlier, and contribute in more meaningful ways from the start.
AI is helping us build a more capable, adaptive, and future-ready firm.
Against the backdrop of the unstable security and political climate, are you seeing an increase in relocation requests or 'quiet quitting' by top-tier talent moving abroad, and what is the most proactive step you are taking to retain them in Israel?
We’re not seeing a dramatic increase in relocation or a clear “brain drain” trend.
However, the current environment does impact employees on a very personal level. We see this as an opportunity to strengthen connection, trust, and engagement.
Our focus is on proactive, open dialogue – understanding individual needs and being flexible where possible. When employees feel genuinely supported and heard, their commitment tends to strengthen.
Retention today is less about broad programs and more about creating meaningful, personal connections and giving people strong reasons to stay, grow, and feel supported.
In an era where stability has replaced flashy perks, how are you addressing the deep mental burnout of employees torn between the professional and security fronts, and what is the most critical benefit you offer today in place of the bonuses that have vanished?
We clearly see both emotional and professional load, and our response is focused on what truly makes a difference.
We believe that addressing burnout is not necessarily about a specific benefit or perk. The most meaningful factor is the role of managers – their ability to truly see their people and respond to their needs.
This can take many forms: offering flexibility in working hours, adjusting workloads when needed, and providing real support during challenging periods.
Ultimately, it’s about creating an environment where employees feel understood, supported, and able to navigate both their professional and personal realities.
