Even with over 2,400 employees, everyone is still family
With more than 2,400 employees, 500,000 customers and more than $500 million in revenue, Power Home Remodeling is one of the nation’s largest exterior home remodelers. Still, the more than 150 employees in Houston feel like part of a family.
Jeremy Siddall, a regional vice president for the company, said more than 50 percent of employees in the Houston region were hired through referrals.
The company’s commitment to its employees’ career development and unique perks make it an attractive work environment to recommend to peers.
It also helped the company secure the No. 3 spot among midsize companies on this year’s Top Workplaces list compiled for the Chronicle by Energage.
Founded in 1992, Power Homes Remodeling boasts aggressive recruitment efforts among veterans and appeals greatly to a younger demographic, having been ranked the sixth-best workplace for millennials by Fortune and Great Place to Work earlier this year.
There are regular training opportunities across all employee levels, and more than 160 employee events take place every year, including open bars, golf outings, extravagant holiday parties and leadership weekends dedicated to fostering a sense of family and improving leadership skills.
Then, of course, there’s the all-expenses paid four-day trip to Cancun, Mexico, for each employee and a guest. The trip has an adult-oriented spring break vibe and has previously featured private concerts by Ja Rule, Ashanti and Nelly. It also offers the opportunity for employees from across regional offices to reconnect in a celebratory environment.
“Eventually, the trip is just going to be called the family reunion,” Siddall said.
Siddall, who has been in Houston for three and a half years, found it didn’t take long for his new teammates to start inviting him to family gatherings, weddings and other events after he arrived.
Power Home Remodeling is dedicated to the idea of people first, whether it’s customers or employees, Sidall added.
“Failure isn’t demonized here,” a surveyed employee said, “and from executive leadership all the way to down to team management, there is a consistent message of pushing ourselves outside our comfort zones and becoming more than just ‘good at what we do.’ ”