Talent pipeline development strategy: As a company that has experienced significant expansion of its business activities and its related workforce, we take positive measures to prepare for additional recruiting needs in the upcoming years. These expected workforce needs are determined based both on the multi-year business plans of the company, and on the annual manpower needs review process conducted with all company departments as part of our annual budget planning. Our recruitment department uses both internal resources and external services to continuously develop a pool of potential candidates (both from within the company and externally) with relevant skills and experience that complement our current and future needs. This pool is continuously adjusted and expanded by the changing identified recruitment needs. Our internal mobility and student hiring programs (detailed below) also help us to meet our updated talent requirements. Students hired by SolarEdge receive company-specific role training making them relevant candidates for full-time positions at SolarEdge upon graduation.
In addition, we have recently started an internship plan for engineering students at Shenkar College, in Israel. Through this internship, the students will be provided ad-hoc training for the role of operation planners, with emphasis on the specific business activities of SolarEdge. One of the plan’s goals is to create a qualified talent pool for this role.
We completed our first succession plan review and continue to define and implement actions to create a robust leadership pipeline for SolarEdge.
Identify individuals with the potential to fill key business leadership positions
Map organizational gaps, forecast hiring needs, actively develops new pools of talent
Provide critical development experiences to those that can move into key roles
Establish succession planning as a regular business practice at SolarEdge
Succession planning: In 2021-2, we rolled out a formal talent pipeline development strategy for senior roles across all divisions with an aim to:
Identify individuals with the potential to fill key business leadership positions
Map organizational gaps, forecast hiring needs, actively develops new pools of talent
Provide critical development experiences to those that can move into key roles
Establish succession planning as a regular business practice at SolarEdge
Join the SolarEdge Conversation
Contact a product expert or sales representative
Contact us
How can we help you?
employees,
4,926
an increase of 23% compared with the end of 2021.
By the end of 2022, the company’s global workforce included
So far, tailored career plans have been developed for our entire service department and the majority of our R&D department employees. Overall, the roles with an established career path account together for 25% of the total SolarEdge global workforce.
R&D Roles: Career paths have already been defined for several of our R&D sub-departments, including Hardware, Software, Embedded, Mechanics and more. Altogether, there are approximately 700 SolarEdge R&D employees with a career path already defined. Their development opportunities are defined by the skills and experience needed to advance in a technical or a management capacity. The R&D Career Path Framework identifies the training and experience necessary to advance and the annual review process supports individual programs and identification of training requirements. For example, the training needs that arose from the R&D Career
Service Roles: Service is at the heart of our offering to customers, and more than 12% of our employees globally occupy service roles. These roles include: Technical Service Representatives, Technical Service Engineers, Field Service Engineers, Customer Care Specialists, Service Project Managers and more, each at differing levels of experience and skill. Overall, there are more than 13 individual service roles across our organization. Through the creation of our new Service Career Path Framework, we provide tools to map career progression options and training needs at each level for all service professionals at SolarEdge.
Career Path Mapping: Through the past two years, we have developed specific career path frameworks to support the professional development and growth of two distinct employee populations with particular needs: employees of our global service department, and most employees in our global R&D department. We identified the need to create clarity about professional career paths and enable managers and employees to effectively plan personal development, while also supporting the retention and engagement of our employees in professional roles at a local and global level. During biannual reviews with managers, next career moves and training and development needs are identified for service and R&D professionals.
Performance Reviews: We maintain a program of annual performance reviews so that employees can receive feedback and plan their next career moves and professional development with their managers. In 2022, 96% of SolarEdge employees globally received formal performance reviews. This included all eligible employees[1].
Onboarding: In 2022, we also increased our onboarding efforts, designed to better familiarize the large number of new employees with SolarEdge’s business, values, and culture. New employees are assigned to an onboarding program by their direct managers, tailored specifically for their roles, including necessary professional training and introductory meetings with main internal colleagues. In most cases, new employees are also assigned a ‘buddy’ who is a more veteran employee already familiar with the Company, to help with the first steps of the SolarEdge career.
All new employees participate in regional orientation days. The orientation process includes panels with Company executives (frontal or via web). The participating executives detail the Company’s history, operations, and business objectives. Employee questions and suggestions are encouraged and addressed by the participating executives.
Internal mobility: Our Internal Mobility program is designed to encourage internal recruitment and provide exciting career and personal development opportunities to our expanding workforce. Current SolarEdge employees can apply to any open position, assuming they have been with the Company for at least two years and are performing satisfactorily in their current role. In 2022, over 300 positions were filled by internal candidates. Over 180 of these career transitions represented promotions to roles of greater responsibility.
Hiring students: We encourage students to work part-time at SolarEdge while they continue their studies to prepare them for potentially joining the company upon completion of their degrees. At any given time, there are around 70 students in these specially tailored roles. In 2022, a total of 30 student employees that graduated throughout the year were subsequently promoted to full-time SolarEdge employees.
EMEA 71%
APAC 22%
Americas 7%
Employees
by region, 2022
Employees
by year
4,926
2022
4,000
2021
3,251
2020
2,577
2019
1,794
2018
We continue to seek the best ways to encourage, engage and empower our employees to support our business objectives. We provide opportunities for personal development and support for professional advancement. Similarly, we invest in the well-being and safety of our employees so that they can be at their personal best, every day.
We rely on the success of our recruitment efforts to attract and retain technically skilled people who can support our ongoing innovation and expansion. We aim to be inclusive in our hiring practices, focusing on the best talent for each role and welcoming all genders, nationalities, ethnicities, abilities and other dimensions of diversity.
Candidate Referrals from employees already working in SolarEdge are commonly used by our recruitment department, with many existing employees recommending the company as a favorable place of work to their friends and peers.
In 2022, we further expanded our organization to meet the increasing demand for the sustainable benefits our energy solutions deliver. To support the needs of our fast-growing business and our global workforce, which has almost tripled in the past five years, we have invested in our human resources infrastructure, including recruitment, onboarding, development and engagement processes while continuing to reinforce our entrepreneurial spirit and values-based culture
Our success depends on our ability to attract, retain and engage outstanding employees at all levels of our business.
Sustainability Report 2022 /
Recruitment, Retention & Talent Pipeline
[1]
The remaining 4% of the employees were recruited shortly before the end of 2022, and therefore did not receive a performance review by year-end.
Join the SolarEdge Conversation
Contact a product expert or sales representative
Contact us
How can we help you?
So far, tailored career plans have been developed for our entire service department and the majority of our R&D department employees. Overall, the roles with an established career path account together for 25% of the total SolarEdge global workforce.
R&D Roles: Career paths have already been defined for several of our R&D sub-departments, including Hardware, Software, Embedded, Mechanics and more. Altogether, there are approximately 700 SolarEdge R&D employees with a career path already defined. Their development opportunities are defined by the skills and experience needed to advance in a technical or a management capacity. The R&D Career Path Framework identifies the training and experience necessary to advance and the annual review process supports individual programs and identification of training requirements. For example, the training needs that arose from the R&D Career
Career Path Mapping: Through the past two years, we have developed specific career path frameworks to support the professional development and growth of two distinct employee populations with particular needs: employees of our global service department, and most employees in our global R&D department. We identified the need to create clarity about professional career paths and enable managers and employees to effectively plan personal development, while also supporting the retention and engagement of our employees in professional roles at a local and global level. During biannual reviews with managers, next career moves and training and development needs are identified for service and R&D professionals.
Service Roles: Service is at the heart of our offering to customers, and more than 12% of our employees globally occupy service roles. These roles include: Technical Service Representatives, Technical Service Engineers, Field Service Engineers, Customer Care Specialists, Service Project Managers and more, each at differing levels of experience and skill. Overall, there are more than 13 individual service roles across our organization. Through the creation of our new Service Career Path Framework, we provide tools to map career progression options and training needs at each level for all service professionals at SolarEdge.
Performance Reviews: We maintain a program of annual performance reviews so that employees can receive feedback and plan their next career moves and professional development with their managers. In 2022, 96% of SolarEdge employees globally received formal performance reviews. This included all eligible employees[1].
Onboarding: In 2022, we also increased our onboarding efforts, designed to better familiarize the large number of new employees with SolarEdge’s business, values, and culture. New employees are assigned to an onboarding program by their direct managers, tailored specifically for their roles, including necessary professional training and introductory meetings with main internal colleagues. In most cases, new employees are also assigned a ‘buddy’ who is a more veteran employee already familiar with the Company, to help with the first steps of the SolarEdge career.
All new employees participate in regional orientation days. The orientation process includes panels with Company executives (frontal or via web). The participating executives detail the Company’s history, operations, and business objectives. Employee questions and suggestions are encouraged and addressed by the participating executives.
Talent pipeline development strategy: As a company that has experienced significant expansion of its business activities and its related workforce, we take positive measures to prepare for additional recruiting needs in the upcoming years. These expected workforce needs are determined based both on the multi-year business plans of the company, and on the annual manpower needs review process conducted with all company departments as part of our annual budget planning. Our recruitment department uses both internal resources and external services to continuously develop a pool of potential candidates (both from within the company and externally) with relevant skills and experience that complement our current and future needs. This pool is continuously adjusted and expanded by the changing identified recruitment needs. Our internal mobility and student hiring programs (detailed below) also help us to meet our updated talent requirements. Students hired by SolarEdge receive company-specific role training making them relevant candidates for full-time positions at SolarEdge upon graduation.
In addition, we have recently started an internship plan for engineering students at Shenkar College, in Israel. Through this internship, the students will be provided ad-hoc training for the role of operation planners, with emphasis on the specific business activities of SolarEdge. One of the plan’s goals is to create a qualified talent pool for this role.
We completed our first succession plan review and continue to define and implement actions to create a robust leadership pipeline for SolarEdge.
Identify individuals with the potential to fill key business leadership positions
Map organizational gaps, forecast hiring needs, actively develops new pools of talent
Provide critical development experiences to those that can move into key roles
Establish succession planning as a regular business practice at SolarEdge
Succession planning: In 2021-2, we rolled out a formal talent pipeline development strategy for senior roles across all divisions with an aim to:
employees,
4,926
an increase of 23% compared with the end of 2021.
By the end of 2022, the company’s global workforce included
Internal mobility: Our Internal Mobility program is designed to encourage internal recruitment and provide exciting career and personal development opportunities to our expanding workforce. Current SolarEdge employees can apply to any open position, assuming they have been with the Company for at least two years and are performing satisfactorily in their current role. In 2022, over 300 positions were filled by internal candidates. Over 180 of these career transitions represented promotions to roles of greater responsibility.
Hiring students: We encourage students to work part-time at SolarEdge while they continue their studies to prepare them for potentially joining the company upon completion of their degrees. At any given time, there are around 70 students in these specially tailored roles. In 2022, a total of 30 student employees that graduated throughout the year were subsequently promoted to full-time SolarEdge employees.
We continue to seek the best ways to encourage, engage and empower our employees to support our business objectives. We provide opportunities for personal development and support for professional advancement. Similarly, we invest in the well-being and safety of our employees so that they can be at their personal best, every day.
We rely on the success of our recruitment efforts to attract and retain technically skilled people who can support our ongoing innovation and expansion. We aim to be inclusive in our hiring practices, focusing on the best talent for each role and welcoming all genders, nationalities, ethnicities, abilities and other dimensions of diversity.
Candidate Referrals from employees already working in SolarEdge are commonly used by our recruitment department, with many existing employees recommending the company as a favorable place of work to their friends and peers.
In 2022, we further expanded our organization to meet the increasing demand for the sustainable benefits our energy solutions deliver. To support the needs of our fast-growing business and our global workforce, which has almost tripled in the past five years, we have invested in our human resources infrastructure, including recruitment, onboarding, development and engagement processes while continuing to reinforce our entrepreneurial spirit and values-based culture
Our success depends on our ability to attract, retain and engage outstanding employees at all levels of our business.
Recruitment, Retention & Talent Pipeline
Sustainability Report 2022 /