Believing-in and Living the Engaged Employees Strength- The Kronos way!

 Engaged employees are a motivated and work-inspired lot- that helps organisation deliver great financial results.  Happy employees, not only serve customers better, but also help attract talent to support growth.  Yes, we understand this part. 

What Aron has brought out in this book is the greater alignment Kronos has achieved in with what we know and profess and how to live through these beliefs, supported by policies, practices, and leadership actions.  Chapter after chapter Aron shares how Kronos has strived, with ample success, to live through the values: open communication, trust, humility, family-first etc. 

Questions worth reflecting, if you want to go the kronos way! 

1. If living values (and exhibiting right behaviours) are important for your employees, how much weightage is given to HOW part during employee annual assessment?  Are there instances to convince employees that short-changing behaviours are unacceptable even in light of great outcomes?
2. If you believe that company is fully supportive of employees of all backgrounds, faiths, genders, geographical locations and religious orientations, then are your policies and practices truly non-discriminatory?  Are there instances wherein Organisation has taken public stand in response to external events, regulations or demands, in line with its stated Values?  
3. If you believe every employee needs a great manager. have you defined expected behaviours by great manager with inputs from employees?   Do you individually assess and share scores on these behaviours with Managers, using Managerial Effectiveness Index?  Have you provided managers training material, and other support, including psychological safety to work on the gaps?
4. If culture is important, have you defined and branded our culture itself, like KRONOS calling it work-inspired and linking it to its three core competencies: character, competence, and collaboration.  Do leaders show up every day mindful of their responsibility as culture’s chief caretakers, promoter, and voice.- , one personal interaction, e-mail, or public gesture at a time.  
5. If you believe, deep trust among team members is essential, then to what extent do you assume “positive intent” and competence on the part of others as the starting point.  Do you engage others by asking questions and listening, and putting your own “agenda aside to operate in the best interests of the customer and company.” Do you see a willingness to challenge one’s boss and stand by one’s beliefs often as marks of a truly engaged employee, so hence very much appreciate the arguments?  And yes, you do not micromanage, Do you?
6. Who owns career, it is an individual and not the organisation? If so, Do you hold grudges when your best people leave? Do you want to cut ties, and do you resent their subsequent success? Are your organizational policies designed to retain people at all costs, putting organisation short term interest ahead of individual career? Do you welcome Boomerang employees?
7. If you believe in the disrupting power of innovation and continual need to reinvent wining strategy, Do you have plan to self-upset your success formula, by asking team from within to be the biggest independent and empowered competitor – to design product, solutions or delivery model that has power to disrupt your winning game?
8. If collaboration is valued, then Is there platform for publicly expressing thank-you among colleagues? Do you publicly acknowledge great managers? Is there monthly dashboard that tells Management how are the recognition programs doing?
9. If strategy needs effective execution to deliver, then Do you brand and communicate the strategy, making it a tangible part of every employee’s workday and spurring two-way dialogue about strategy and its execution?  Do you communicate with the conviction that employees have ability to handle the truth?  
10. If family first is the genuine belief, does it reflect into your vacation policies, office time flexibility, financial support programs and even office location?  Are there several stories floating in office corridors to convince the new joinee that you really mean it? 

If leveraging people as powerful strategic weapon is your aim, then answers to the above would reveal enough to define your coming Monday priorities!  Reading the book will help you with potentail practices that can be applied with suitable amends in your organisation as well.