HiBob Leadership & Management

Managers at HiBob are expected to combine trust and autonomy with active coaching, clear accountability, and ongoing development. The company’s people practices emphasize giving employees room to own their work while ensuring managers provide feedback, performance support, career guidance, and help navigating challenges as teams scale.

• Managers are expected to coach, not just supervise: HiBob’s current People & Culture framework calls for managers to be supported in areas such as performance management, employee relations, team effectiveness, and people challenges. Managers are also expected to build engaged, accountable teams and use people data and engagement insights to identify areas where their teams need additional support.
• Trust and empowerment shape the management style: One of HiBob’s core values is “Trust and empower each other,” signaling that employees are given freedom to determine how they can do their best work, while managers are expected to create the conditions for employees to contribute ideas, take responsibility, and make progress without unnecessary micromanagement.
• Managers play a direct role in career development: Employees can receive regular manager feedback through the HiGrowth performance process, along with structured learning opportunities, mentorship, and exposure to senior leaders. One employee said her manager “challenges me to grow,” while other employee perspectives highlight manager reviews and skip-level conversations as part of the development experience.
• Leaders are expected to encourage open feedback and experimentation: One team leader described encouraging an “enthusiastically skeptical mindset,” where employees can give unfiltered feedback while remaining open to change and innovation. Teams evaluate the risk of trying something new and can move quickly into experimentation, giving employees a voice in how work gets improved.
• Management support is reinforced by transparency: HiBob’s values, including “Interact with transparency and openness” and “We do what we say,” demonstrate that information is treated as something to share rather than guard, helping employees understand decisions, collaborate across teams, and operate with greater context as the company grows.
• CEO leadership has strong employee ratings: Co-founder and CEO Ronni Zehavi has more than 25 years of experience leading global SaaS businesses. Employees give his leadership an 85/100 CEO score, placing him in the Top 5% of CEOs at similarly sized companies. HiBob’s broader executive team is also rated A+, with an 82/100 score and a Top 5% ranking among similarly sized employers.
• External signals:
  • Employees rate the CEO highly: Ronni Zehavi has an 85/100 employee CEO rating, ranking in the Top 5% of similarly sized companies. (Comparably)
  • Employees show strong approval of the CEO’s management style: 83% of surveyed employees approve of Zehavi’s management style. (Comparably)
  • Employees rate the executive team among the strongest peers: HiBob’s executive team scores 82/100 with an A+ rating, placing it in the Top 5% of similarly sized companies. (Comparably)

Bottom line: HiBob’s management approach combines employee autonomy with active coaching, performance support, development conversations, and open communication. Managers are expected to help employees grow while giving them meaningful ownership of their work.