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The Clorox Company Kingsford Charcoal Work Values

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Daily Duties at The Clorox Company Kingsford Charcoal:

Senior Manager responsible for all aspects of daily operations for $250 million charcoal briquette manufacturing plant. Scope of responsibility included manufacturing, purchasing, distribution, human resources, engineering, environmental compliance, financial management, and strategic business and capital planning. Management oversight of union negotiations for 120 employees and staff recruitment and development for 25 salaried positions


What they like about The Clorox Company Kingsford Charcoal:

Organizations with strong, centralized leadership are particularly attractive to you. You require a work environment with leadership that aggressively seeks to expand and grow the business and does so in a visible and decisive manner. In general you prefer to work in an environment in which there is a strong link between leadership, its actions, and a strong set of company-wide values.



Information about The Clorox Company Kingsford Charcoal


Company Rank: Not Available

Average length of employment : 5 years

Average salary of employees: $165,000

These are some of the questions we asked our climbers about their experiences with The Clorox Company Kingsford Charcoal:

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Were your performance expectations clearly communicated?

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Were you recognized for meeting or exceeding expectations?

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Did you feel like your personal contribution was important?

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Was your career path clearly outlined and discussed?

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I would recommend this as a place of employment.
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I believe in the purpose of this organization.
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I would work for this organization again.
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I feel employees are fairly compensated.
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Climbers who worked at The Clorox Company Kingsford Charcoal had these interests:

Books
Kerry Patterson-Influencer/Power to Change Anything it presents a complete structural blueprint of the science of change, and takes you step by step through the critical factors behind change and how to apply them to any problem.
John Kotter/Leading Change identifies the most common mistakes leaders and managers make in attempting to create change and offers an eight-step process to overcome the obstacles and carry out the firm's agenda: establishing a greater sense of urgency, creating the guiding coalitio


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