investing in entry-level staff , who might be earning $ 15 an hour , and equipping them with the skills they need to embark on an entirely new career course . They might only have a high school diploma , but UWM trains them from the ground up to become developers , business analysts and DevOps professionals . “ I tell everybody if we were a hospital , we ' d be a teaching hospital ,” Bressler quips .
Some businesses , without the courage of conviction that UWM has , would be scared of investing in staff only for them to take those new skills to pastures new . Sometimes that happens , and when it does it ’ s inevitably unavoidable . But UWM finds that , when they invest in their staff , their staff invests in them . This is evident in the levels of staff retention . Bressler recalls the oft-quoted adage of a CFO in conversation with a CEO : “ What happens if we invest in our staff and they leave ,” the CFO asks . “ What happens if we don ’ t and they stay ,” the CEO replies .
Bucking the trend for remote and hybrid working One aspect of UWM ’ s culture that sets it apart is its attitude towards remote working . An increasing number of lenders and financial institutions are offering their staff the chance to work from anywhere . UWM is staunchly not among them . Instead , it insists on staff being