And still another described that culture and its managers this way: "They care about you as an individual and support your work-life balance issues. Workplace Dynamics also found that many Moen employees were especially happy to work there. Employees who said they loved their jobs were asked to explain why, if possible.
I also believe in the product. Another like the creative atmosphere. It also allows me to aggressively learn new areas for my professional growth," the employee wrote. Still another wrote, "Moen strongly believes in doing things the 'right way. I feel valued, empowered and I am counted on to make a difference.
Nearly people work at Moen's North Olmsted headquarters, part of a global work force of more than 3, Note to readers: if you purchase something through one of our affiliate links we may earn a commission. How would you describe your culture? These values represent how we show up each day and thrive as a high-performing organization in a challenging and rewarding environment. We value the ingenuity, innovation, and ideas that define our associates' exceptional qualities. We pledge to respect individual uniqueness and personal differences, seek to attract diverse associates, challenge stereotypes, and promote sensitivity and inclusion.
Moen offers a fast-paced environment, and to our employees, we're also a company that delivers outstanding careers. How would you describe your mission and what you do? We believe it's our purpose to inspire people by designing beautiful experiences with water.
Moen is the trusted global leader in water delivery solutions for better living. The mission is to delight our consumers with the highest value of innovative products and services. What types of positions do you typically hire young professionals for? We hire for a range of positions based on candidate experience and skills. This includes internships and salaried professionals in all functions at our Global HQ, located here in Cleveland, Ohio.
What qualities do you look for in a candidate? We seek talent that contributes to a high-performing and collaborative culture. By , single-handle faucets of which Moen was not the only manufacturer comprised about five percent of the total faucet market.
Moen catapulted to the lead of the single-handle segment during the s on the strength of new faucet styles and technological innovations. Al Moen, who continued to lead the company's Engineering Department until , was responsible for many of the innovations that drove that growth.
These included the replaceable cartridge, a patented, washerless device that served as the basis of the manufacturer's lifetime limited warranty against leaks and drips. Company publications tout the mechanism, which features a self-contained assembly with no moving parts, as "the standard in performance by which other faucet systems are measured. By , when Standard Screw was renamed Stanadyne, Inc. During the s and early s, Moen grew from a niche player among faucet manufacturers to the number-two marketer, behind Masco Corp.
Despite competition from inexpensive Asian imports, the American faucet market enjoyed double-digit growth beginning in The new owners made Moen Stanadyne's primary focus by selling most of its other operating divisions, and Stanadyne assumed the name of its best-selling product in October , becoming Moen Incorporated. Forstmann, Little sold Moen Inc. The money was spent on research and development, new manufacturing equipment, and facilities. During the early s Moen shifted its sales focus from wholesale to include retail in response to economic and marketplace imperatives, which included economic recession and a corresponding decline in new housing construction, as well as growth in the home improvement market and the development of powerful new home improvement retail outlets like Home Depot, Builders Square, and Lowe's.
The faucet maker assimilated several of MasterBrand's plumbing-related subsidiaries, expanded its product line, and launched aggressive new sales and marketing strategies. The shift required a transformation of many of the manufacturer's processes. For example, Moen had to develop attractive packaging, speedier delivery, barcoding, and nationwide service. The company revamped its distribution, transportation, customer service, industrial engineering, information systems, and warehouse operations.
The overhaul benefitted Moen in many respects, not the least of which was improved productivity through automation.
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