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Consulting Services

We provide organizational consultancy services in the areas of human resource (HR) measurement, reward and development. We specialize in building human capital processes and organizational measurement systems, effective pay and remuneration tailored to the organization’s needs and goals.

Services and solutions in HR management strategy implementation

We provide a variety of effective human capital management solutions – organizational measurement systems and organizational research, compensation and benefits solutions, and means for mapping human capital, all designed to propel your organization forward, including:

  • Occupational architecture and organizational grading

  • Wage and remuneration strategy and policy

  • Reward plans, bonuses and incentives

  • Measurement and evaluation solutions

  • Consulting, accompaniment and training for HR managers

  • Technology, communication and information in HR

  • HR post-merger integration processes

Cross-organizational processes driven by organizational culture

We assist our customers in developing and formulating human capital processes in accordance with the human capital management strategy, shaping the reward concepts and salary policies and benefits on its various components (including intelligent analyses and building the organizational process for examining and updating remuneration components), characterizing appropriate occupational structure and rating, building a portfolio of benefits and social programs, and merging post-acquisition human capital and salary systems.

We assist in complex strategic challenges and build solutions tailored to your organization that will make it easier for you to succeed in the fastest way.

People oriented processes

Our solutions are innovative and valiant and at the same time based on accumulated experience in a variety of sectors. We build retention and recognition programs for core positions and key personnel that support talent management, as well as medium- and long-term bonus programs, such as programs for sales and service workforce and compensation programs for executives.

Within these processes, we provide you with access to our unique expertise and analytical vision. We design feedback and evaluation processes based on quantitative and qualitative evaluations, and enable them to be linked to effective performance management processes and the reward system.

We work in strategic collaboration with Gauss Institute run by Dr. Shosh Sagy, the leading organizational research institute whose instruments are applied in more than 70 major organizations in Israel, in the field of leading, analyzing and presenting employee and organizational culture surveys, internal processes surveys and peripheral feedback processes.

Your organization’s success

Our consulting services focus on the most critical issues and opportunities of our customers. A strategic plan without proper communication and assimilation is likened to a car without wheels. We support the design of the messages and instruments of the human capital and reward programs, while making the relevant information accessible and using the most appropriate technology.

For medium-sized organizations, we offer defined consulting packages and the provision of outsourcing services for the management of the remuneration system. In large organizations we help compensation and benefits managers and human resource managers not to go wrong on the sensitive and complex issues they manage.

“Leadership that works with modesty and determination, along with carrying out peripheral and integrative feedback and dialogue processes, as well as a commitment to improvement processes and tailored multi-channel communication in the organization, will succeed in preventing the consequences of inattention situations in the organization.” (Dr. Raphael Eppler-Hattab).

Projects

Projects carried out in a variety of companies, while completing the required schedule, meeting the project objectives, the required quality, non-deviation from budget and achieving customer satisfaction. The range of projects has been aimed at improving the competitive position of organizations through improving their efficiency and effectiveness.

Among the projects we were privileged to take part in were: building a compensation and benefits policy and salary ranges in a large leading company, leading organizational culture and climate surveys in a variety of companies, designing a system of organizational measures and goals derived from the company vision and connected to a reward model that encourages excellence, and diagnosing organizational culture within a global high-tech executive evaluation process.

Sample Projects

Formulation of a remuneration policy for a group of companies | Development and implementation of pay, incentive and retention models for sales and service workforce | Development and implementation of technologies for managing and making information accessible in the worlds of incentives and human resources | Formulation of an exit policy within organizational downsizing processes | Formulation of compensation policy with salary and bonus processes | Implementation of wage and employment policies and procedures | Building a performance-based annual bonus model for executives | Formulation of a salary and remuneration policy | Leading the process of organizational attitudes and culture surveys and derivative organizational processes | Development of a model for mapping, managing and raising the value of human capital in a group of companies | Merging the remuneration systems of companies as part of post-merger integration processes | Formulation of a relocation policy for a global company | Providing wage solutions and benefits in a unionized organization (collective labor agreements) | Implementation of organizational culture measurement in a measurement and evaluation process of a group of companies, based on a survey of employee attitudes and organizational values | Consulting and accompaniment for managers in the fields of human resources | Building a system of organizational measures and goals derived from the company’s vision and connected to a reward and incentive model | Advising human resources managers on salary and remuneration issues | Organizational analysis and diagnosis based on employee attitude and job satisfaction survey and 360° peripheral evaluation process | Analysis and processing of interfaces and internal service surveys, employee attitude surveys and organizational culture | Organizational diagnosis based on research and organizational measurement instruments, and development of organizational measurement models.

Organizational Gerontology

Who needs The Workplace Age-Friendliness Measure?

Any organization with a multigenerational workforce that includes older workers.

Why do we need it?

The workforce is aging and becoming more age diverse then ever, including older workers at increasing proportions. Organizations need to utilize and leverage the accumulated talent and knowhow of its older workforce in favor of the overall benefit of them and their members.

What is it about?

The workplace age-friendliness measure is a four-dimensional construct of organizational culture and climate that attests the degree of workplace friendliness to work in older age and towards older workers. This measure was developed based on multiphase research involving 15 human resource experts, 17 judges in the field of human resource management, and 122 human resource manages, as well as close to 2,000 employees who evaluated 32 organizations in Israel from seven economic sectors: Secondary industry, health and nursing services, local authorities, the hotel industry, media and publishing, higher education, and banking and finance.

Further detailed about research on this concept can be found in the following references:

Eppler-Hattab, R., Meshoulam, I., & Doron, I. (2020). Conceptualizing age-friendliness in workplaces: Proposing a new multidimensional model. The Gerontologist, 60(1), 12-21.
https://doi.org/10.1093/geront/gny184.

Eppler-Hattab, R., Doron, I., & Meshoulam, I. (2020). Development and validation of a workplace age-friendliness measure. Innovation in Aging, 4(1), 1-13. https://doi.org/10.1093/geroni/igaa024.

Tell me more about it.

The workplace age-friendliness measure consists of four distinctive dimensions: age-friendly values, employee development, employee wellness, and occupational flexibility – as follows:

How to become an age-friendly employer in 4 to 5 steps?

An age-friendly employer adapts itself to the development of the need to work in older age, addresses the needs of the older worker, and optimizes the full range of the knowledge, skills, abilities, and experience of its older workers. Such an employer values its workers based on their qualifications and contribution, maintains an organizational culture and climate that support the employability of older workers, and commits to their meaningful employment and development. You may be 4 or 5 steps away from becoming an age-friendly employer.

Step 1: Process review talk

An interested employer representative, certified by the CEO or the head of the organization, contacts Dr. Raphael Eppler-Hattab or a staff member of Eppler Consulting (using the contact form at the bottom of this page) for advice on explaining the organizational process for becoming an age-friendly employer. Preliminary organizational information such as the organizational size and the proportion of older workers is provided to us.

Step 2: Adjustment and operation of assessment questionnaires

The evaluation process consists of two parts:

Part 1. A confidential questionnaire is submitted by employers’ representative regarding general recruitment and employment policies, practices and programs. This questionnaire covers workforce data such as the mobility of older workers into and out of the organization, and best practices related to age-friendly employers.

Part 2. The workplace age-friendliness questionnaire is handed out to employees. The data is collected using secure software for managing organizational surveys.

Step 3: Data analysis, presentation and discussion

The data collected is analyzed by us. The results of this organizational study are presented to the organization’s management including a detailed rating compared to relevant benchmark. At this stage, decisions are made related to a better understanding of organizational strengths and weaknesses associated with the beneficial employment of an aging and older workforce.

Step 4: Certification and recognition

Organizations with an overall positive score receive an “Age Friendly Employer Certificate” from us, jointly with Israel’s Ministry for Social Equality (forthcoming). The ranking is published with the approval of the employers once a year.

Step 5: Recertification and renewal

Organizations that do not receive certification in particular year are invited to apply again in the following year. Recertification is required every 24 months. Employers seeking to maintain the currency of their certification are asked to undergo a re-examination of the evaluation process. This process assures the improvement and maintenance of workplace age-friendliness over time.

Note: This organizational process involves a cost that is provided to the participating organization after step 1.

To activate the “Workplace Age-friendliness Measure” in your organization, you can contact Dr. Raphael Eppler-Hatab directly:

LGBT Activism

In a meeting with Israel Gay Youth group, with Hannah Safran and Eyal Friedlander, 2018. (Photo courtesy of the Haifa Queer History Project).

Dr. Raphael Eppler-Hattab is a gay activist in Israel since the 1980s. He acts both at the public-political level and at the intra-community level. In 1987 he initiated public cultural events in Haifa for gay community members. Together with other activists, he led the “New Line” gay awareness groups in Haifa in the late 1980s and early 1990s, which formed the basis of the city’s gay community. He established the first Haifa branch of The Aguda – Israel’s LGBT Task Force, where he served as a member of the board of directors. Together with Deborah Luz, the founding mother of the Tehila association for the support of LGBT parents, he initiated and guided in Haifa the first support group of the association outside of Tel Aviv. In the 1990s he initiated the “Open Group” for conversation, acquaintance and personal growth for gay men, and facilitated it together with Arik Eyal at the community center of the Aguda in Tel Aviv.

In 1993, he initiated the first gay and lesbian conference in the Knesset, which took place within the framework of a subcommittee on LGBT rights in the Committee on the Status of Women established by Knesset member Yael Dayan. Evidence presented at this conference by Prof. Uzi Even formed the basis for the cancellation of general staff orders that discriminated against gays and lesbians in classified positions in the IDF.

At the first gay and lesbian conference in the Knesset, 1993, with Hadar Namir, Yael Dayan, Ronen Ferry and others. (The photo was donated to the Haifa Queer History Project).

In the 1990s, Dr. Eppler-Hattab was also known as a journalist and columnist under the pen name Raphi Niv. He worked for Kol Haifa, Yedioth Communication, the monthly for managerial thinking “Status” (edited by Yaron London), the gay magazine Magaim (edited by Mark Ariel), and the Homogeneous section of the newspaper Davar. In Kol Haifa, edited by Yotam Yakir, he was the first journalist in Israel to openly publish a weekly column dealing with gay community issues, Gay Ways (which in Yiddish is pronounced “gay veiss” and means “go figure”). He was the first openly gay journalist in Israel, and the first to be interviewed as such in the Israeli media, for the first time on the Dan Shilon Live TV show.

In Dan Shilon live TV show, 1992, with Rabbi She’ar Yashuv Cohen. (The photo was donated to the Haifa Proud History Project).

After participating in the March on Washington for LGB Equal Rights and Liberation in 1993, he was the first journalist in Israel to support the Outing movement, uncovering journalistic hypocrisy on closeted public figures. In his column “Political Contacts” in Magaim, he explicitly listed, for the first time, the names of singers, politicians and celebrities who only years later came out of the closet on their own initiative.

In the 2000s, he was among the leaders of the Haifa Forum for the LGBT community, in which he led groups for joint parenting together with Orna Meri-Esh. Since 2015, Eppler-Hattab accompanies and leads groups of veteran gay community members under the title “The Improvers” (short for “Improvers over the years”). For his many years of work for the Israeli gay community he was awarded the 2018 Dear Haifa Gay Community Award. His work for the gay community was documented as part of the Haifa Queer History Project (2015-ongoing), and in writings, including in the book “Independence Park: The lives of gay men in Israel” by Amir Sumakai-Fink and Jacob Press (Stanford University Press, 1999), and in his paper “Gay aging in Israel: An activist perspective” (forthcoming).

At our wedding in Copenhagen, 9.6.2018 (Photo: Katharina Lea).

For interviews, counseling and documentation projects, you may contact Dr. Eppler-Hattab at raphi@epplerconsulting.com.