How Individualized Blueprints Helped One Company Attract Millennials, Strengthen Workforce
Creating an innovative culture in the workplace requires tireless commitment, and few know the realities of that better than Power Home Remodeling co-CEOs Asher Raphael and Corey Schiller. Together, the pair (ages 36 and 34, respectively) has transformed the culture of the 24-year-old Chester-based remodeling company into a Millennial-friendly, forward-thinking enterprise — all while logging massive growth and increased profits. These successes, according to Raphael, are predicated upon a roadmap-like business philosophy.
That philosophy is brought to life through office-wide blueprints that inform the company’s trajectory and its employees’ successes. At Power, every employee receives a blueprint, which illustrates personalized, clear-cut paths to achieve personal development and upward mobility. Thanks to Power’s unique approach to job training, leadership and mentoring, that path is atypical when compared to traditional corporate ascension.
As part of each employee’s blueprint, he or she is encouraged — and, at times, required — to try different positions at the company through cross-department training. “If somebody likes having tangible work, then the operational side is a good place for them to end up,” explains Raphael, “But we still suggest that [he or she] spend a year in marketing, [or] a year in sales.” The reason for this route, he says, is to maximize the opportunities in front of his employees. Though the process fosters camaraderie and encourages problem solving amongst team members, Raphael admits it isn’t easy. However, that will to learn pays off — 98% of senior management started at Power as entry-level staff members.
Over time, those blueprints, which can evolve and be altered, help employees conquer challenges and excel within the company. Along the way, however, employees are urged to utilize a variety of resources and tools: on-site and off-site workshops, personal mentors tasked with helping employees achieve their professional goals, leadership conferences and one-on-one meetings with senior leadership, who also make a point to have an open door policy.
And while Power Home Remodeling is often touted for its perks — monthly retreats, a company-wide trip to Mexico and generous compensation — Raphael insists that isn’t what makes Power special. Rather, it’s about the workplace culture they’ve fostered: “We will never stop challenging our employees,” says Raphael.This is a paid partnership between UnitedHealthcare and Philadelphia Magazine's City/Studio