Mission: CBPG is a partner for global industries focusing on energy related production processes.
We provide our energy-services customers with mission critical products and solutions for higher efficiency, optimization and a cleaner environment.
We influence ...
I have been working at Clyde Bergemann full-time (Less than a year)
It's been great to be at a company that's not massive, as you have the chance to see your work impact how we do business tomorrow. At large companies, you get so used to seeing various initiatives go absolutely nowhere it's been quite refreshing to see things actually change after a decision has been made.
There are a lot of extremely sharp, dedicated, impressively talented people here, both in the office and on the shop floor. Team Events have been delightfully challenging (first triathlon!), competitive, and stimulating.
The pay is extremely competitive - actually better - than much of what I'd seen elsewhere for new grads.
One particular aspect of the management style I've experienced that I immensely appreciate is the way tasks/projects have been assigned - After we've discussed what the Objective is, Why this is necessary, etc. (properly laid the groundwork), I've been left to figure out How to do it and What exactly the end result could look like. I've received plenty of guidance all along the way, but micromanagement has been nonexistent. This is EXACTLY the way everyone should manage - Clearly define the Objective, then let people be responsible for the results. This has allowed us to make several major, very beneficial pivots along the way.
Steep learning curve - If you haven't previously run into sootblowers, etc. you'll have a lot of catching up to do.
Overall, the industry has definitely seen better days.
Benchmarking has gotten in the way of a focus on reaching our Potential.
Advice to Management
As part of the Review Process, consider integrating and evaluating not just What team members have done, but How they did it as well. This can 1) Establish guardrails that guide team members when it comes to reaching Goals, combating a "reach the goal at any cost" mentality (e.g. Wells Fargo), 2) Helps leaders and managers gauge the potential side-effects of metric lifts setup as goals, that could distract from ultimate objectives, and 3) Keeps everyone on the same page regarding the causes behind either progress toward or away from goals.
Remember that Employee Loyalty is what creates Customer Loyalty, which in turn leads to Revenue Growth and Profitability. Not the other way around.
I applied in-person. The process took 6+ weeks. I interviewed at Clyde Bergemann (Baltimore, MD) in September 2015.
1. Phone interview: was asked questions on the resume and obtained a on-site opportunity;
2. On-site: about four 1:1 sessions, one with supervisor's supervisor, the other three with potential colleagues; was asked to write something to prove technical writing ability
Overall, interview was not hard; was selected because my background matches their business well.
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