Is the Employee Working?

The primary concern of an organization is that each employee will fulfil their contract to the best of their ability. As to how this will manifest, the management naturally expects that: all the means of achievement will be applied in a determined and deliberate way.

We now know that the means are achievement values. So these are used to see that employees are working seriously. The primary check on such basic expectations falls to «line management». From the CEO down through the executive spine, the questions below should be asked. Because the higher Monads should shape the lower ones, the questions here start at the top: CG1⁷.

CG1⁷: Is the employee's mindset evolving?

Mindsets are perceived through observing social interaction in work, expressed beliefs about the industry and company developments, and attitudes in response to new work demands.

E.g. at the extreme:  why can't you see that a competitor is eating our lunch? can they really think that the latest technology will have no impact on us? why did you have nothing to say at our strategic planning away-day?

CG1⁶: Are the employee's aspirations alive?

It is usually evident whether employees are working wholeheartedly towards some worthwhile goal of their own that harmonizes with the organizations needs.

E.g. at the extreme: why isn't that person taking advantage of our rotation scheme for rapid promotion? how can they have no vision for their department or for themselves?

CG1⁵: Is the employee using information?

Just ask for knowledge relevant to the remit of the particular employee.

E.g. at the extreme: how can they be in charge and not know their staff's absentee record? Don't tell me you don't know what it costs every time you replace that part?

CG1⁴: Is the employee setting directions?

Management should check for clarity of purpose and whether those purposes being pursued are aligned with given priorities, policies and strategies.

E.g. at the extreme: do you know where you are going? where are the priorities in your outfit? how is that those three are each pulling in a different directions?

CG1³: Is the employee gripping issues?

Issues can be complex and difficult to resolve, but management should note whether they are brought explicitly to the attention of relevant others—so developing the possibility of resolution.

E.g. at the extreme:  do I have to go down there myself to find out what is going on? why do those two constantly gripe and bicker? why don't you know what this sharp rise in complaints is about?

CG1²: Is the employee being accountable?

How others relate to an employee indicates how that employee is handling their status, authority and duties. A manager's report of incidents and priorities should reveal whether accountability guides their everyday work.

E.g. at the extreme: why is it always someone else's fault? doesn't that person care about what happens in their own patch? don't tell me he notices something is wrong with one of his team, but he does nothing about it?

CG1¹: Is the employee taking action?

Direct observation, simple inquiries and simple indicators are usually sufficient to clarify whether anything is happening.

E.g. at the extreme: are there any signs of life from their office?  do they ever get off their backsides? have they ever actually visited the factory?

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► Now consider a person's view of what is involved in the various challenges.

Originally posted: 20-Oct-2011