Return of IDF reservists presents unique challenges for tech companies

"On the one hand, you return to the structured and familiar life you had before October 7, but on the other hand, nothing feels exactly the same. Despite the difficult situation that has prevailed on the home front for the past three months, and despite the heavy national mourning, you realize that people around you have progressed during this time in both their work and personal lives, while for you everything is frozen. On the one hand you want to offer praise and be happy for them, and on the other hand there is a slight feeling of sadness," is how Ziv Elron, an organizational psychologist and partner in the consulting and organizational development company IM.Tec, describes his return to work after two months in the IDF reserves.

While some of the reservists who were called up on October 7 are beginning to return home, to the jobs and positions they left, the companies, for their part, are preparing for their re-absorption, which may be complex.

At Applied Materials, which is engaged in the production and development of chip testing systems, and employs 2,350 workers, 13% of the workers were recruited into the reserves since the beginning of the war, some as early as October 7 and others for shorter periods. "We are preparing to allow the reservists a gradual return, according to what is appropriate for each one. We formulated an orderly plan to give tools to the managers in order to prepare them for the first days of returning to work. Our managers underwent training sessions with a military mental health officer in order to prepare and identify different situations. In addition, we will finance psychological or emotional treatments for employees who have served or are serving in the reserves, as well as for employees who are experiencing difficulty following the service of their family members," says Ricki Aloni, Head of Human Resources at Applied Materials Israel.

During the war, the company remained in contact with the reservists as much as possible, and at the same time established telephone contact with the spouses and even with the parents of the reservists.

One of the things discovered with the beginning of the return of the employees from the reserves is that some of them have substantial questions about the continuation of their careers - such as a desire to change professional direction or reduce overseas business travel. "We are preparing to support and accompany both those released from service and their managers. Even in ‘normal’ times, as a large company that has a very wide range of positions, we support career transitions and personal development. We hope that the reality imposed on us will also bring new opportunities for the employees," she says.

The return - sudden and immediate

Taboola, where 12% of the company's 700 employees in Israel were recruited for reserve service, realized with the beginning of the release of some of the employees that their return was sudden and immediate. "A team manager can receive a phone call and be informed that an employee is being released today or tomorrow. Therefore, it was important for us to equip the managers with tools that would prepare them to accept the return of the employees in a way that really benefits them and provides the managers with real tools that allow them to see the employee and provide them with what is right for them," says Efrat Israeli-Korn, Human Resources Manager at Taboola.

"Despite the sudden return, for some employees a gradual return is more correct and we also allow and offer this through vacation days at the company's expense, shorter work days or a shorter work week," she says.

One of the stories that made it clear to the Taboola HR team how much reality requires a thorough preparation of the management team was the case of the company employee who, during his reserve service in the military, had a serious incident that involved the loss of his troop members. "The employee was released after the incident without physical injury and there was a fear that he will be expected to return to a full routine immediately upon release despite the mental difficulty he experienced. It was clear to us that the situation required very high sensitivity and gradual steps. In addition, the managers of that employee are based abroad, and although they understand the sensitivity required, they don't fully understand the meaning of leaving reserve service in Gaza, the sense of mission that accompanied him throughout the period he fought and the dissonance that can arise from returning to a daily work routine," says Israeli-Korn.

Returning to work can be accompanied by complex feelings such as the gap between the sense of mission and meaning in reserve service and the daily routine and dealing with issues such as goals, improving technologies or results. Another feeling can be related to the understanding that there is a replacement for every person and the company managed without you, as well as the gap between the appreciation that reservists receive when wearing a uniform and their presence as ordinary workers, which makes them 'transparent' to most of the public. In addition, the workers come to understand the reality that work continued while they were in the war - new people joined, new projects came in and they may feel, as Elron described - that for them everything has frozen in time.

To deal with the feeling that things have continued without them, at the startup company Melio they make an effort to maintain the career path of the reservist employees, 23 in total. "Of course, we make sure that there is a backup for the position and tasks of those recruited, so that the organization continues to function according to the plans. But there is no harm to the careers of the recruits, they were not removed from projects and we are focused on ensuring that there is no negative change in their career path," says Smadar Weizman, VP People at the company.

One of the surprising challenges faced by Taboola, says Israeli-Korn, is the issue of meaning. "They come from serving in the IDF, a place where everything you do is full of meaning - Zionism, protecting the family, protecting the homeland, saving human lives. They return with this adrenaline to a routine where things may seem insignificant or at least without a sense of destiny - products that need to be built, numbers to improve, goals, etc. There is a chance that there will be more demand for roles with meaning and a sense of mission. Here, in my view, is the challenge of every company - restoring the sense of meaning. At Taboola we approach it from two directions - volunteerism and corporate responsibility on the one hand, and on the other hand, our product and how it improves the lives of people in the world. In addition, and no less important, we remember that our work is part of driving the economy and every day our seemingly small contribution contributes to the advancement of the Israeli economy."

At Priority, which employs 450 people in Israel, 50 employees were called up to the reserves since the beginning of the war. So far, 15 have returned, but some have not been released permanently. "This is a complex time. Some of the employees were exposed to painful experiences. Mostly we see our people returning in good physical health, but from a mental point of view, you can see a loss, and not only because of what they saw or experienced in the service, but because their lives were turned upside down in the past two months. They stopped working, left their families and fought for the country. This in itself is a very significant upheaval both for the individual and for the family unit," says Noa Raveh, director of employer branding and employee welfare at Priority. The company prepared a repatriation kit for reservists that includes chocolates, beers and slippers, and the Adler Institute accompanies them and provides mental health assistance.

At Monday.com, where 7% of the global workforce was recruited into the reserves, preparations are being made for the return of the reserve workers through a program that will provide a response both in terms of mental support, a gradual return to work with maximum flexibility and an understanding of the needs of each employee. "In addition, we are working on preparing tools for managers to deal with the administrative challenges that may arise. All this, with the close accompaniment of the professionals at the Monday clinic, which routinely, and of course in the current situation, provides psychological treatment and support for employees who are interested in it, and of the human resources team," says Shiran Nawi, Chief People and Legal Officer at Monday. The company has a clinic with a team of about 30 psychologists who are available to the company's employees on a regular basis, throughout the year, dealing with, for example, advice on solving various difficulties at work, dealing with stress or personal issues. Every employee of the company is entitled to routinely receive 12 treatments at no cost. Due to the war, the company allows employees to receive more treatments including issues related to the challenges of the current situation.

"Since we anticipate that there will be gaps upon the return to work for some of those who were in reserve service, this is taken into account as part of the plan that was built in order to respond to the employees in this way, however it is important to note that not all reservists were absent for an extended period and some of them maintained continuous contact with the teams and the company, according to their choice, that's why there is a lot of variation here as well. We are preparing for the gap and the need to face the reality going forward with the understanding that there may be differences in the needs and situation of the employees who return from the reserves. At this stage, we do not feel that their return from the reserves will bring about a change in the company's culture or work processes," says Nawi.

How do you prepare for the return of the workers from the reserves?

In preparation for the return of the reservists, companies should relate to it both on a personal level and on a systemic level. On the one hand, to support the returning reservist and also manage the change at the team and department level. "Even very supportive organizations can make the mistake of embracing only the returning reservists but not considering the rest of the employees, who, although they did not serve on the front lines, took a significant part in maintaining the business and national momentum on the home front," says Eliana Alperovitch, an organizational consultant and an expert in executive development.

She suggests preparing some sort of welcome on the first day whether it's a sign, a notice in the work group or anything else that refers to and marks the transition to help returning employees feel 'seen'.

The return period can be divided into three parts: pre-return, so the direct managers and staff must be prepared; Re-absorption of the employee into the workplace and finally - back to a regular work routine.

Elron also emphasizes the importance of slowly closing gaps that will help maintain the reservists’ feeling of control slowly and safely. "When you go to the front, the great importance you had for all the projects and tasks you managed on the eve of the war is dwarfed in an instant compared to the concern for your life and the life of your family, which become the only thing of interest. Therefore, we should not be surprised that most of the reservists returning from the front hardly engaged in or promoted their work. It's important to respect that and at the same time build a program to fill gaps," he says.

Ziv Elron

Being away from the workplace for so many months may overwhelm the employee with expectations, attitudes and thoughts that a manager did not know existed before. More than that, the employee may also be surprised about tasks or areas of responsibility in their job that, after months of disconnection, suddenly feel 'small' or boring," says Zalalichin Sabo.

In all the steps there are some principles that should be remembered: first, make sure that there is ‘absorption manager’ (maybe the manager himself is still in the reserves); produce a personalized return plan for each employee; Do not expect the workers to return to how things were before October 7; share with the team the date of the reservists' return and ask them to prepare the updates in a clear and accessible way; Coordinate expectations with the management regarding the returnees' tasks and goals; to receive with excitement and joy but also with sensitivity, delicacy and small gestures and finally - pay attention to extreme behaviors and offer professional help.

"For some of your employees, this is the first war event they have been exposed to as reservists, as parents of families. The more you show sensitivity, the more you will enable a smoother return of your employees to their teams and continued productive work. The workplace can be and rightly should be an anchor for the employees, a place they can feel grounded. However, there is a chance that this return will have other consequences and effects - and organizations should take this into account," says Balak.