Chronic complains and New HR managers

All of us have to deal with less than desirable bosses / colleagues at some point or the other. Some of them be downright unpopular, and will seem only natural to crib about them. But non stop complaining at the workplace can become a habit turning us into constant whiners. There won’t be a single day when someone won’t bitch or moan about something or the other. It might be amusing at the outset but simply complaining doesn’t serve any purpose. In fact, it can lower the morale at the workplace. Let’s take a look at why chronic complaining can be disastrous.

It makes matters look worse than what they are as we complain we only focus on the negative side of a matter. While 80 percent of things around us might be fine, we only draw attention on our problems, shortcomings or annoyances. This makes matters look doubly worse.

It becomes a habit:

More than not, complaints tend to grow by the day, once people start indulging them. After a period of time, very situation turns into a problems; all colleagues becomes hostile and nothing seems to work out well. It’s difficult to switch over to a positive mindset.

Confirmation bias or the tendency to interpret new information in such that it reconfirms prior beliefs terms from such negativity. What a person already believes influences his / her perception of every thing round him /her.

People like to harp about their positive accomplishments, similarly they like to state as who’s the worst sufferer of them all. This type of conversation highlights the person who can complain the loudest which is pretty unhealthy.

Constant complaining destroys the hope and motivation to build better work place. It makes people indifferent and lethargic thereby affecting productivity. Even those who work at making things better slump into inactivity as they feel that their efforts are a waste

People become less creative in such a hopeless situation. They feel that their ideas will be rejected or won’t become successful. Moreover chronic complainers are quick to nip new ideas or inputs.

It favors negative people:

The one who sees maximum negativity in situation gets the highest status amongst complainers. They treat positive people as naïve and unrealistic. Optimistic and appreciative people find it easier to break barriers and connect with people, no matter who they are.

People create strong internal relationships based on common complaints and unite against others. But negative experiences form the foundation of their relationships, which doesn’t bring joy to others round them. People continue to stay together as long as they complain, digging them deeper into a complaint mind set.

Role of New HR Manager:

The role of the new HR manager during tough times will be a critical one.

About a decade ago, HR began to seriously focus on outcomes and not activities. It was not enough to hire someone, but to make sure that you are hiring the right person. As HR aligned to strategy, the focus was less on what HR activities were done, but on the outcomes of what was being done. A second shift was finding technology based ways to do the transaction work, often affiliated with legacy HR. The work ended up in service centers being outsourced or online for employee self sufficiency. This freed up HR professionals to focus on the more strategic and transformational parts of their job. Finally, line managers began to realize that competitors can more easily copy price, product and technology, but the way to manage people and organization was a unique advantage that competitors could not easily copy. HR has become more strategic; not because HR wants to be strategic, but because line managers need insights that good HR professionals can offer. Today, the head of HR will be a full contributor to business discussions so that he / she can help create value for employees, build disciplines to deliver strategy cerate customer share from key customer, increase investor confidence in future earnings and create confidence in the broader community.

Change management: Change requires change. Until there is a need felt for change, it is only an event, not a pattern. This is one reason we like to start. HR transformation with the question why? (why do we need HR transformation?} What is happening in the business that would justify a commitment to upgrade HR?) When people know the why, they are more likely to accept the what. Building an abundant organization: In the midst of an economic recession many employees have struggled with an emotional or psychological recession too. While the employees may be committed (and engagement scores may be up right now since employees are grateful for a job) but when they do not feel that they are really contributing to heir personal meaning through work, they may leave in the future and Marshalling talent: The war for talent was a good issue but toady, we need a Marshall plan where the general manager takes the lead on talent to create the organization of the future.

HR’s role is to continuously focus on spotting talent and thus, contribute towards building an abundant organization. This can be done by continuously tracking external talent—talent that drives value to the business.