Women in the Israeli Workplace

Research studies show that with greater female representation in management, a company’s profits are higher. However, despite legislative and regulatory changes in the State of Israel, the proportion of women on boards of directors stands at only 16%, women account for 22% of management of public companies in Israel, and studies predict that the gap will not close for decades. Does this data depend only on women? Irit Klipper-Avni, a lecturer in BIU’s Interdisciplinary Department of Social Sciences, who served as the Executive Vice President of Human Resources at Israel Aerospace Industries, claims that the unequivocal answer is: “No!” The situation also depends on men. Often senior board managers want to see at their side people of the same gender and with similar experience, and so women find themselves less in senior and decision-making positions.

In order to change the situation without waiting for the change to take place only among men, Klipper-Avni has developed from her experience as a senior official in a predominantly masculine defense environment the “vaccinated model” that lists tools for optimally coping with a changing and complex workplace.

The model addresses a familiar phenomenon in all industries: the more senior the position, the more likely that men will fill it than women, and the reasons are not necessarily related to experience and skills. The model’s Hebrew name ("מודל המחוסנת") is an acronym for its six components, and is intended to strengthen personal resilience, which is required all the more so when the position is more senior:

Mapping - Every entry into a position requires knowing who will be by your side and who will not.

Innovation - The workplace is dynamic and rapidly changing, which requires innovation in the organization and in the position.

Acquiescence - Don’t wage unnecessary battles.

Trust yourself – Follow your way of thinking, even if you sometimes fear failure.

Management - Manage your job optimally, no one else will do it for you.

Smile - Positive energy allows for optimal activity in the job.

Some of the model’s components are particularly relevant to women. For example, “trust yourself” is an important tool because many times women refrain from applying for senior positions and from the outset, forego contending for fear of failure. Even if you do not meet the specific requirements, says Klipper-Avni, stand up to the challenge. At most they will say "yes" to you. The "management" component is relevant because in many cases, women want to avoid conflicts in the organizational environment and thus their unique statement is left behind. As VP of HR, it was important for Klipper-Avni to lead strategic processes for the company, make her own professional statement and not settle for the basic work procedures of the job. “Acquiescence” seems like a surprising component, but it is suggested because women tend to fight for justice and truth, and thus lose a lot of energy, even when the chances of effecting a change are slim. It is better to invest resources in places where you can make your mark felt.