At Power Home Remodeling, 96 percent of employees say their workplace is great.

EMPLOYEE RATINGS

     

This review is based on 1385 employee surveys, with a 90% confidence level and a margin of error of ± 1.31. It was published on Sep 13, 2018. 47674 Visitors

What Employees Say

This is a physically safe place to work.
98%
 
I am given the resources and equipment to do my job.
98%
 
Management is competent at running the business.
98%
 
Our facilities contribute to a good working environment.
98%
 
People care about each other here.
97%
 

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: www.powerhrg.com Industry: Construction
US Headquarters: Chester, Pennsylvania, 19013 US Sites: 16
Major Locations: Chicago, Illinois, 60618; Greenbelt, Maryland, 20770; Edison, New Jersey, 08817; Wilton, Connecticut, 06897; Melville, New York, 11747; Waltham, Massachusetts, 02451; Norcross, Georgia, 30093; Centennial, Colorado, 80122; Houston, Texas, 77007; Irving, Texas, 75063 US Employees: 2,461
US Revenues: $52 million Worldwide Revenues: $520 million
Corporate Structure: Private Founded: 1992

Employees from the Maryland office celebrating after winning the 2017 Power Cup Soccer Tournament

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.

  • Three Billboards Outside Cleveland, OH: On February 26, three billboards mysteriously popped up outside of Cleveland attempting to recruit LeBron James to Philadelphia. The goal? Our co-CEO Asher Raphael wanted to do something bold to inspire pride in employees across the country who could brag to their loved ones, “my company did that!” After igniting a national narrative, we followed up with placing three billboards featuring the names of all 2000+ Power employees. Employees were given a link that allowed them to zoom in and capture their names on the billboards, which thanked them for making Power, Power. And as a third and final bookend to the employee appreciation stunt, we flew three billboards over NYC on the night of the NBA Draft. King James didn’t come to Philly, but Power employees got the message that they worked for a bold company who wasn’t afraid to make waves.
  • Power Veterans Initiative (PVI): PVI is Power’s flagship veterans employment initiative fueling business growth, creating an adept leadership pipeline, and delivering major ROI. PVI was pitched to the co-CEO by Michael Hansen; an Iraq War vet who thought Power wasn’t doing enough to hire veterans. His vision was not for the typical corporate social responsibility program, but as a talent acquisition and business growth strategy based on metrics showing veterans at Power outperforming civilian colleagues in sales volume, quality assurance, customer happiness, and leadership advancement. PVI has boosted veteran and spousal employment from 35 in 2016 to 225 today, built a national infrastructure helping vets transition and thrive, and is backed by $2.5 million in dedicated annual funding. Power has gone from a company with a blind spot to a national thought leader on behalf of veterans — even featured in the Washington Post.
  • Cultural Diversity & Inclusion (CD&I): The home remodeling industry has always been behind when it comes to diversity. To change both the perception and the truth of that assessment, Power created CD&I with two goals: ensure that all people regardless of gender, race, sexual orientation, and religion feel like an equally important member of our family; and ensure we aren’t ceding talented people, turned off by the perception of a non-inclusive workplace. CD&I launched in 2017 with a leadership summit and intense discussions around what needed to change. In less than a year, we’ve instituted policies like the upstander pledge, launched an undercover resume bias experiment to confirm we weren’t screening out candidates named “Jamal” over those named “Greg” (luckily, both names received equal phone calls), and held comprehensive micro-aggression training which helped unveil and address the unconscious biases held by all of us.
  • 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.
  • Mexico: Power's annual all-inclusive company trip to Mexico has become iconic. Known by all simply as “Mexico,” this annual tradition is our chance to say thank you to our employees and let them know they are worth the splurge. And it’s not just about the grand gesture. It’s about the fun, team building, and camaraderie that only three days of rest and relaxation with colleagues far away from the office can accomplish. The trip includes a variety of opportunities for all Power employees to meet and mingle with senior management and colleagues across the country. Signature events throughout the trip include the Power Olympics — a series of beachside games where offices compete against one another, a grand finale program curated by senior management that recognizes company and employee achievements, as well as surprise celebrity performances.
  • Power Next Generation: Power is headquartered in a community that has struggled to break a cycle of chronic poverty for decades. As a result, children in Chester lack access to basic opportunities like summer jobs and internships. To address this, we just completed our second “Power Next Generation,” a summer internship program. Led by Chester native and Power employee Lillian Humphrey, the ten-week program is a paid opportunity, five days a week from 10:00 am-3:00 pm, consisting of daily workshops, a book club, college tours, city council visits, and much more. Each week, the interns shadow a different department at our headquarters. Throughout the summer, we aim to teach skills not learned in the classroom, boost their self-esteem, show them a glimpse of what their professional career could look like, and compensate them for their work. Some interns have even been hired for part-time work throughout the year.
  • Volunteer Time Off (VTO): At Power, our purpose extends to our communities and those around us that need our help. In that spirit, all employees are now offered VTO as an opportunity to give their time and service to help people from communities in need. All employees are encouraged to spend 8 hours of paid VTO to perform an act of community service with a 501(c)(3) non-profit of their choosing. Some current projects include volunteering at local animal shelters, building homes for Habitat for Humanity, and participating in the Travis Manion 9/11 Heroes Run.
  • Power Code Academy: Tech is Power’s secret weapon, and it is exponentially growing as the future of the world economy. It’s also not a skill set that someone can easily pick up mid-career without intensive training. But, we don’t want that to hold our employees back from learning and growing, and we don’t want to lose the company’s next coding star just because they might be in HR or sales today. That’s why we launched Power Code Academy, a 6-month immersive classroom “boot camp” that enables non-tech employees to develop new skills, eventually allowing them to join the team as developers of our proprietary Nitro software that powers the entire company. Classes are taught by a Power employee and class projects are focused on Nitro — however the coding skills learned are applicable anywhere — preparing our employees for a lifelong career in tech.
  • Leadership Conferences: We love to empower and support the next generation of leaders at Power as much as we like putting on a show. Twice a year we produce massive leadership conferences that focus on development, growth, team building, and of course, entertainment. This year’s host cities are Charlotte, North Carolina, and Nashville, Tennessee, two special cities to Power being our 15th and 16th locations. By bringing a few hundred of the company’s top performers together to share insight into future company expansion, new product launches, updated recruitment objectives, and general operations initiatives, we’ve literally seen the business move forward — hitting new revenue goals, efficiency targets, and more.
  • Choosing the Future: Power has an aggressive vision for growth, with plans to launch 10 new territories over the next five years. But this vision isn't just developed in the c-suite and dictated to our employees; our employees have a major role in selecting our expansion cities. Our employees have chosen each of the last five locations where we’ve opened/will open new offices — Denver, Austin, Tampa, Charlotte, and Nashville. This program allows them to help choose both their own adventure and our collective journey as a Power family.

COMPENSATION BY THE NUMBERS

4% Match of employee’s 401(k)/403b contribution up to 5% of salary85% 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
Two Power employees participating in the 2018 Women's March in Philadelphia, Pa

WORK-LIFE BALANCE BY THE NUMBERS

19 days Paid time off after one year of full-time employment 10 days Paid time off after one year of part-time employment
10 days Paid sick days after one year of full-time employment 19 Days Paid time off as of first day of full-time employment
10 days Paid time off as of first day of part-time employment

WORK-LIFE BALANCE PROGRAMS

  • Flexible schedule (35% use it)
  • Compressed work weeks (5% use it)
  • Subsidized On- or Off-site Fitness (100% have access)
  • Onsite Amenities (In office, we try to make life easier for employees by offering dry cleaning, and car wash and detailing services to alleviate the stress of doing these errands pre or post-work. Most of our offices also have adult sports leagues such as kickball or softball and workout groups from cross fit workout boot camps to running groups all of which help our teams stay healthy. We also often offer free food, places to lounge, and many collaborative spaces for meetings and building connections.)

FAMILY CARE BY THE NUMBERS

60 days Job-protected maternity leave (including FMLA/STD) 60 days Fully-paid maternity leave (does not include personal vacation or paid time off)
61 days Average length of maternity leave new mothers take60 days Job-protected paternity leave (including FMLA)
10 days Fully-paid paternity leave (does not include personal vacation or paid time off)6 days Average length of paternity leave new fathers take
60 days Job-protected parental leave for adoptive parents (including FMLA)10 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. Not all employees are eligible for parental leave benefits.

FAMILY CARE PROGRAMS

  • Childcare reimbursement during business travel
  • Lactation room(s)
  • Paid sick leave to care for a child or relative

HEALTH INSURANCE COVERS

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

Community and Environmental Impact

8 hours Paid time off to volunteer $622,755 Philanthropic donations in last year
Yes Recycling program

Diversity

  • VP of Human Resources oversees diversity and inclusion practices
  • 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; 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
Employees taking part in a bootcamp style workout during Power's Leadership Conference in Charlotte, NC

DEMOGRAPHICS

 
Employees work to complete a team building challenge on a low ropes course as part of the company's leadership conference

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?

A few years ago, we decided to put a higher premium on a job candidate’s aptitude for positive thinking and level of motivation. Instead of focusing on the name of the higher education institution on a resume, we look at what the candidate did while in attendance. Did they take advantage of internship opportunities and get involved in community outreach? Did they work full-time or part-time while in school? Were they passionate about the experiences they had and the types of relationships they created throughout their studies? What does their past experience say about their character, their purpose? Our hiring managers use these type of questions to see if a candidate aligns with our core values: integrity, grit, optimism, innovation and caring.

What can prospective employees do to get your attention?

First and foremost, we want to truly get to know the candidate, so they should be themselves. Let your integrity, grit, optimism, innovation and caring come through with personal anecdotes and through your professional experience.  With more than 90,000 applicants a year, it is definitely important to stand out from the crowd. One of the best ways to do that is through a referral. More than 50% of our new hires come directly from employee referrals. So check LinkedIn, Facebook and your networks of friends and family to see if you know a Power person. If you do, reach out to them to learn more about what it’s like to work at Power, and if it sounds like the right fit for you, ask for a referral.  

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

We are looking for more and more specialized candidates, especially in the technology space. Our Business Technology department has more than doubled in size in the last few years and we expect it to grow by another 50% this year alone, which means a change in our recruiting practices. Most developers and IT specialists aren’t looking to work at a “home improvement” company, so we’ve had to be proactive in reaching out and educating the marketplace about how we are truly a tech company. Our technology teams work in an agile workflow and have the growth potential they would have at a startup, but also enjoy the benefits of an established, growing company.

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

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

hiring Outlook

2,000 Forecasted positions to fill in coming year 11% Job Growth
395 Average applicants per opening 111,528 Total job applicants
47% New hires by employee referrals 25% Openings filled by current employees
36% Voluntary turnover for part-time employees
* All figures refer to 12-month period prior to reporting, unless otherwise noted.

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