How Do You Know If An Employee is Lazy or Value-driven?

Home / Workplace / How Do You Know If An Employee is Lazy or Value-driven?

Every culture carries undertones of expectations or commonalities. For example, where there are four seasons it’s common that productivity slows during summer months and the days between Thanksgiving and New Years Eve. Businesses reduce expectations with anticipation their employee’s work performance will change.

Is this a wise approach to managing production? 

When we narrow productivity to the individual’s responsibility of managing their daily performance we factor in basic quality of life choices.

Lifestyle includes physical, occupational, intellectual, spiritual, social, and emotional aspects. Maintaining productivity within these six lifestyles simplifies with cultural support. An emotional example is when a culture shares a common language that invites fear responses. Under all circumstances this reduces the manifestation of workplace harassment.

Presenteeism may appear as laziness.

The result of an employee showing up to work despite a condition like illness, injury, or anxiety is loss in productivity, workplace epidemics, poor health management, and exhaustion. The result of a culture that encourages the value of honesty will break down presenteeism’s effect on productivity.

The total cost of presenteeism in the US in 2003 was $150 billion per year. An employee that may express feeling an onset of illness will ultimately improve productivity and reduce employers costs. .

Value-driven behaviors include self-advocacy and modification of tasks.

How? Body knowledge and support to use health resources unique to the individuals reduces the severity of illness. Resources may include sleep, exercise, adjusted work hours and work environment, and diet changes. Peers become aware of the need to accommodate work tasks that support the individual through a brief period.

Absence may appear as laziness.

Absenteeism is measured by the numbers of days missed within a calendar year and cost the US $4.3 billion annually in 2008. This would require an expectation of showing up at the workplace.

Is being onsite a workplace expectation? If answered yes, there’s automatic monitoring on when an individual is present or not for work.

Value-driven behaviors include moral standards.

We all have different personalities and cope with conflict in different ways. The workplace creates a culture based on a leaders expectations. Andrew Wilkinson writes how he nailed success through a style of managing businesses like a machine. “I focused on what I loved, while they focused on what they loved. It was a win/win, and we grew as a result.” His idea of ‘love’ included individual’s freedom to choose things like work settings and hours based on their personality and skill set.

Stillness may appear as laziness.

Time perception is linked to how the brain constructs its own reality. Subtle timing mishaps may be a reflection of emotional or attention issues like stress, depression, or anxiety. These mental health conditions cost employers in 2006 between $248 to $518 annually per employee. ‘Daydreaming’ is a familiar phenomenon. But so is meditation. Someone in still motion caught heavily gazing or with eyes shut may be wrongly judged.

Value-driven behaviors are life-giving.

Every individual uses their lens on life based within their unique life experiences. What’s the best way to know if an employee is daydreaming or meditating? Ask! Daydreaming is disengaging but a set time to stop activity for full focus on a meditative or rest period is thoughtfully productive. The brain and body benefits from intermittent posture and mental changes.


Presenteeism, absenteeism, and daydreaming are three lazy symptoms within a culture with weak or no values. Self-advocacy, task modification, moral standards and life-giving behaviors drive a culture with values. Wilkinson listed six company values his culture works by.

What’s the core values in  your workplace?