At Power Home Remodeling, 97 percent of employees say their workplace is great.



This review is based on 923 employee surveys, with a 90% confidence level and a margin of error of ± 2.05. It was published on Sep 20, 2017. 45177 Visitors

What Employees Say

Management has a clear view of where the organization is going and how to get there.
Management is competent at running the business.
I am given the resources and equipment to do my job.
People here are willing to give extra to get the job done.
People care about each other here.

What They Do

We asked Power Home Remodeling to explain what they do. Here is what they had to say.

Power is the nation’s leading full-service, exterior home remodeler relentlessly dedicated to improving everything it touches — from beautifying homes to creating a one-of-a-kind workplace where employees achieve their dreams and can make a positive difference in the world. 

About this Company

Website: Industry: Construction & Real Estate
US Headquarters: Chester, Pennsylvania, 19013 US Sites: 14
Major Locations: Rosemont, Illinois; Greenbelt, Maryland; Iselin, New Jersey; Wilton, Connecticut; Melville, New York; Watham, Massachusetts; Atlanta, Georgia; Detroit, Michigan; Houston, Texas; Dallas, Texas US Employees: 2,223
US Revenues: $403 million Worldwide Revenues: $403 million
Corporate Structure: Private Founded: 1992

Power's Director of Veterans Affairs at the company's Leadership Conference in Vail

Perks and Programs

We asked Power Home Remodeling to share a few programs they feel really capture what's unique about their workplace. Here is what they had to say.

  • Purpose: Not Perks: At its core, purpose is the idea that what we do matters to people other than ourselves. At Power Home Remodeling, we believe our purpose is to create positive change in everything we touch. That starts with our people. We strive to build an environment where people don’t just survive; they actively thrive. One where they can explore their interests and, ultimately, live out their purpose–whatever that means to each individual.
  • Power Veterans Initiative: In April of 2016, we launched the Power Veterans Initiative (PVI), which created a unique ecosystem within Power. PVI is more than just a recruiting and retention initiative-it's about raising awareness through things like the Triumph Games and marketing campaigns; it's about developing procedures that onboard, develop and promote veterans throughout the organization through resource groups; and it's about connecting our people to the communities in which they live around the country. At Power our Veterans groups are not just for veterans but also for spouses of veterans-recognizing that these spouses have also sacrificed for their country-uprooting and moving their lives often impacting their careers.
  • Diversity & Inclusion Initiative: Power launched in 2017 a Cultural Diversity & Inclusion program to further deliver on its promise of being a best place to work for everyone. It’s important to make all of our employees see that opportunity and realize it’s for all of them--regardless of culture, race, sexual orientation, veteran status, gender or religion. As a result of the progam, Power has launched a series of affinity groups to support gender, sexuality and cultural diversity initiatives. We've also announced an inclusion vision statement and have implemented company-wide sensitivity training.
  • Women's Leadership Initiative: We are in a male dominated industry, but the women at Power are successful and thriving. Power needed to do a better job of recruiting, engaging, and developing women. So, as a result of a meeting with a frontline employee, we established our Women’s Initiative and Women’s Leadership Summit. In its second year, the Women’s Initiative has spurred policy and procedure changes, doubled our recruitment of women in normally male dominated roles such as Sales, Marketing and Operations, and led to additional roles for women within leadership at Power.
  • Leadership Conferences: Quarterly, the senior most leaders at Power host leadership conferences at various destinations throughout the country with the objective of bringing a few hundred of the company’s future leaders together to share insight into future company expansion, new product launches, updated recruitment objectives and general operations initiatives. During these conferences, Power often brings in third parties to help further influence positive attitude and behavior. Some recent examples include John Calipari, basketball coach for the University of Kentucky, as well as Wayne Gretzky, former NHL player.
  • Recognizing Success: Communicating Values: With our more than 2,200 employees being spread across 13 territories around the country, internal communications is a critical program for engagement of our employees. Not only do we have an internal social network, Connect, but we also have an internal television station and internal magazine. Our television station, PTV, and magazine, PowerLife, aren't your run of the mill newsletter or close circuit programming--they are created, designed and developed in-house to reflect the unique culture at Power and engage our millennial employee base. Content includes spoof videos, inspirational articles, stunning photography, and most importantly, our employees. Our employees are the stars of the show, where their successes are lauded, their hard work praised and their talents (both in work and outside) are celebrated.
  • Choosing the Future: Power has an aggressive vision for growth--opening 10 new territories in the next 5 years. But this vision isn't just developed in the c-suite and delivered to our front line employees. Our employees are choosing the path forward for Power. When deciding what new territories to open, we put the decision in the hands of our employees through surveying them. They decide where the company goes next--picking Nashville and Charlotte as the targets for 2018.
  • Annual Mexico Trip: Power's annual trip to Mexico is the best example of how the company encourages fun and camaraderie among employees. In addition to three days of rest and relaxation, the trip includes a variety of opportunities for all Power employees to meet and mingle with senior management as well as colleagues based in different locations. Power hosts several events throughout the trip, such as the Power Olympics — a series of beachside competitions that pit offices against one another, the end-of-trip program produced by senior management that recognizes company and employee achievements, as well as surprise celebrity performances.
  • Mentorship Program: Power has a methodical mentorship program that starts the first day an employee is hired, which includes assigning each new hire a personal mentor who will provide guidance, support and encouragement to achieve more, every step of the way.


$59,500 Average salary and additional cash compensation for Contact Center $62,000 Average salary and additional cash compensation for Marketing
5% Average 401(k)/403b company contribution per employee85% Company-paid health coverage for employees
10% Company-paid health coverage for dependents 85% Company-paid health coverage for part-timers
20 hours Weekly hours required for part-timers to receive health insurance
Power employees and their guests waiting for Pitbull to take the stage


19 days Paid time off after one year of full-time employment 5 days Paid sick days after one year of full-time employment
19 Days Paid time off as of first day of full-time employment 7 days Paid time off as of first day of part-time employment


60 days Job-protected maternity leave (including FMLA/STD) 60 days Fully-paid maternity leave (does not include personal vacation or paid time off)*
60 days Average length of maternity leave new mothers take60 days Job-protected paternity leave (including FMLA)
60 days Fully-paid paternity leave (does not include personal vacation or paid time off)*20 days Average length of paternity leave new fathers take
60 days Job-protected parental leave for adoptive parents (including FMLA)*60 days Fully-paid parental leave for adoptive parents (does not include personal vacation or paid time off)
*Employees are not required to use all their personal paid time off before taking parental leave. All employees are eligible for parental leave benefits.


  • Lactation room(s)
  • Paid sick leave to care for a child or relative


  • Mental health care
  • Alternative treatments (such as acupuncture, homeopathy, or chiropractic)
  • Fertility treatments

Community and Environmental Impact

16 hours Paid time off to volunteer $450,000 Philanthropic donations in last year
Self-Conducted Environmental impact audit Yes Renewable energy program
Yes Carbon offset program Yes Recycling program


  • VP of Human Resources is responsible for the success of formal recruiting and retention diversity goals
  • Written policy prohibits discrimination based on (at a minimum) age, disability, race/ethnicity, religious beliefs, gender and sexual orientation
  • Formal programs (such as resource groups, mentorship, networking, or other affinity groups) support professional development for: Under-represented racial/ethnic minority groups; Women; Lesbian, gay, bisexual or transgender employees; Disabled employees; Speakers of English as a second language; Employees reentering the workforce
  • 3 events a year connect employees with peers from different racial/ethnic, religious or country-of-origin identities
  • Non-birth parents in same-sex relationships can take parental leave

Leadership Diversity


Workforce Diversity

Power's Co-Founder does the #IStandWithAlex challenge with help from Hero Cole Fitzgerald


Saatvik Ahluwalia leading colleagues in a Bollywood Dance at the Cultural Diversity & Inclusion Summit

How to Get Hired

We asked Power Home Remodeling for some inside information on how to get hired at the organization. Here is what they had to say.

What key characteristics tell you a prospective employee will be a great fit for your company?

As a people-first organization, putting customers and fellow employees ahead of yourself is one of our keys to success. Our Co-CEOs have long embraced the notion that a prospective employee’s leadership potential is more evident through his or her E.Q. (emotional intelligence) than I.Q. They ask questions to see if a candidate matches our core values:
1. Integrity: A natural inclination to be honest; having good intentions; actions guided by morality

2. Grit: Courage in the face of adversity; determination, drive, fearlessness; passion for one’s responsibilities

3. Optimism: Finding value in both ‘good’ and ‘bad’ experiences; hopefulness and confidence in the future

4. Innovation: Desire to continually find a better way; the art of bringing creative ideas or improvements to life throughout the organization and to our customer experience

5. Caring: Selfless concern for others; displaying kindness; willingness to act on others’ behalf

What can prospective employees do to get your attention?

Power approaches the interview process differently than many companies. A potential candidate who seems to view the interview process as less of an opportunity to rattle off a list of accomplishments, strengths and weaknesses, and instead, a chance to show true leadership potential and work ethic, would definitely draw Power's attention. Potential candidates should take the time to think through examples of instances when they've had disagreements or conflicts that they were able to successfully resolve and find a way to communicate past experiences that show that when under pressure, they know how to find a solution to a problem.  

Are there any positions or types of candidates you are particularly focused on hiring in this coming year?

In 2017, we will be proactively looking for candidates in a few industries, including IT, communications, events, and operations as well as sales and marketing. 

What should interested candidates do to find out more and get started?

Visit for more information about Power's culture and career opportunities. 

hiring Outlook

2,000 Forecasted positions to fill in coming year 47% Job Growth
334 Average applicants per opening 52,139 Total job applicants
53% New hires by employee referrals 18% Openings filled by current employees
200 Recent graduates hired 29% Voluntary turnover for full-time employees
25% Voluntary turnover for part-time employees
* All figures refer to 12-month period prior to reporting, unless otherwise noted.

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