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Forces Command Work Values

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Daily Duties at Forces Command:

Providing training and development to over 20,000 personnel in human resources operations and program management functions.


What they like about Forces Command:

You highly value a work environment built on a formal structure, rules, and regulations. You do not enjoy the unpredictability of shifting priorities and deadlines that upset your routine. You require and enjoy direction, input and accountability as part of your work environment. You have a strong need to participate in making key decisions and feel left out if your superiors or co-workers do not seek your input when making decisions. You thrive on providing good customer service to both internal or external customers, and doing so makes you feel good.



Information about Forces Command


Company Rank: Not Available

Average length of employment : 2 years

Average salary of employees: $100,000

These are some of the questions we asked our climbers about their experiences with Forces Command:

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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 Forces Command had these interests:

Books
Peopleware: Productive Projects and Teams Discusses how problems experienced in organizations revolve around humans, not the technical aspect.
Emotional Intelligence Emotional intelligence (EI) refers to the ability to perceive, control and evaluate emotions. Some researchers suggest that emotional intelligence can be learned and strengthened, while others claim it is an inborn characteristic.
The Practice of Management Discusses the significance of applying proper management techniques to create and empower employees to be productive.


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