Discussion Responses 2

Number of pages: 4 (1100 words)

Instructions: Below will be 3 posts for 3 different students, please comment on their post, each comment is separate. Also comment on question 2 part. So you will end up with 4 comments for post 1, 2, 3 and question 2.

post 1
While there are many topics that should be addressed by employee counseling and intervention, I believe a major priority for HRD of an organization are stress management interventions. The text defines stress with three main components, “some environmental force affecting the individual, which is called a stressor, the individual’s psychological or physical response to the stressor, and in some cases, and interaction between the stressor and the individual’s response” (Werner, 2017, p. 370). Stressors may include stimuli from both inside the organization and form the employee’s home life. None-the-less I feel like stress is linked to many of the other aspect that HRD management and intervention would cover. I also feel like stress, internal and external to the employee’s place of work, may cause the employee to perform under their ability at work. Thus, I feel that it is of paramount importance for HRD to intervene and attempt to help employees manage their stress levels. The two many types of stress interventions are educational interventions and skill-acquisition interventions. Both of these techniques give the employees the tools necessary to appropriately manage their stress levels. I believe that HRD should use a combination of the two to ensure that they are effectively intervening and managing employee stress levels and thus, aiding in employee and organizational efficiency and well-being.
Throughout the stages of human development and overall career development, people at different ages are dealing with very different issues. These issues will impact their personal lives and also their lives while on-the-job. For instance, a twenty seven year old will be dealing with much different issues as compared to a forty-five year old. For a seventeen year old, who is in early adulthood, they are faced with finding a place in society, obtaining meaningful work, realizing a lifestyle, establishing meaningful relationships, and raising a family. Thus, this time period is associated with great energy but also great stress. These two factors will enable a twenty-seven year old to be a productive member of a work-force but may come along with stressors associated with this life and career development phase that could affect their work. For a forty-five year old they are in the stage of mid-life transition. During this time period there is a major questioning of one’s goals and ambitions. This could lead to content and thus, a period of stability. However, it could also lead to stagnation and bitterness if the individual is not happy with their current career or place in life. In either stage it really depends how the individual is coping with the different aspects of the phase which they are faced.
post 2
From chapter 11, a broad range of employee counseling and intervention programs, however, I find it difficult to select just one to choose from. The reason for this, is my company’s Employee Assistance Program (EAP) addresses many of these topics which are spoken of separately here, including employee counseling, stress management, and mental health. We also offer smoking cessation and employee wellness programs. Working for a company that clearly values all of the programs listed in the chapter, I see the benefit of doing so. Focusing on one, such as the EAP, as defined by Werner (2017) are “job-based programs operating within a work organization for the purposes of identifying troubled employees, motivating them to resolve their troubles, and providing access to counseling or treatment for those employees who need these services” (pp. 394-395), however favoring one program over another, even if the majority of employee may find value in the service, others will be left out. It is important to offer both services and support, along with an array of products to ensure the least amount of employees are left out, and the greatest benefit for the cost of the programs is obtained (Skiens, M. 2002).
It is important to recognize the difference in needs between the generations. These generational differences expound as the Baby Boomer generation ages, and a phenomenon known as the graying of the workforce, is occurring. These employees offer great value to the workforce, the least of which not being their loyalty, their knowledge, and their experience, in short, they are essential (Hilton, 2014). However, it is important for employers to prepare new generations to take up the mantle when the mature generations eventually retire or reduce their workloads. To do this employers need to make sure they are paying equal attention to both groups of employees, and attending equally to their needs. For example, a 45-year-old employee, is typically considered to be on the verge of mid-life transition and entering middle adulthood (Werner, 2017). Employees in this stage are actively evaluating the decisions they have made in their life, and what they have left to accomplish. If an employer hopes to keep them they need to ensure they feel valued. A 27-year-old on the other hand is still in early adulthood, a phase where the employee that the individual is seeking to make a name for themselves and establishing themselves in their career (Werner, 2017). Employees in these two different stages value different benefits, which is why the array approach to benefits packages mentioned above is so valuable. It is also important that managers also understand the need to adapt their management style to the different generations, as there are bound to be different approaches to conflict and communication style (Houlihan, 2007). By balancing these needs, the employer can ensure that their company thrives into the next graying of the workforce.
Resources
Hilton, J. As american workforce grays, employers face new challenges. Central Penn Business Journal. Retrieved from: http://web.b.ebscohost.com.ezproxylocal.library.nova.edu/ehost/pdfviewer/pdfviewer?sid=a0953626-f50c-4267-975e-1bb932d9553a%40sessionmgr103&vid=0&hid=123
Houlihan, A. (2007). The new melting pot: How to effectively lead different generations in the workplace. Supervision. Retrieved from: http://web.b.ebscohost.com.ezproxylocal.library.nova.edu/ehost/pdfviewer/pdfviewer?sid=8460372a-76d5-4206-847d-0c555c3502e7%40sessionmgr101&vid=0&hid=123
Skiens, M. (2002). Services and support, as well as product array, are important in choosing voluntary benefits program. Employee Benefit Plan Review, 56(9). pp. 28-29. Retrieved from:  http://search.proquest.com.ezproxylocal.library.nova.edu/docview/216894732/fulltextPDF/460A791627574F6CPQ/1?accountid=6579
Werner, J.M. (2017). Human resource development: Talent development. Boston: Cengage Learning.
post 3
The text defines stress addressing three main components, these being  the individual’s psychological or physical response to the stressor, some environmental force affecting the individual, which is called a stressor/aggressor and in some other cases, and interaction between the stressor and the individual’s response (Werner, 2017). In identifying the definition of stress when it comes to issues being addressed by employee counseling and intervention one main priority for HRD of an organization that stands out are stress management interventions. Stress as a chronic issue is universal and as such stressors may include stimuli from both inside the organization and also outside the organization for example home or other extra curriculum activities. It is my opinion as well that because stress can affect different facets of a person's life simultaneously this may inevitably affect that person role and performance at work overall.  Given that stress then presents itself as a lifetime chronic issue it is important for the HRD within every organization to make provisions to assist employees with managing stress and balancing life's happenings.
 The text identifies two main types of stress interventions and these are known as skill-acquisition interventions and educational interventions. These two techniques in there own right provides an employee the tools that are intricate in properly managing their levels of stress that is presenting a challenge for them. When assessing the situation I think the human resource department in setting up stress management intervention workshops should use a blended approach by applying both techniques to efficiently and effectively  manage employee stress levels, properly aid with an intervention program and help in the overall addressing of this issue that so effortlessly affects the majority of most organizations workforce. In the end it is the well-being of an organization's human resource that is at stake and that should be adequately taken care of.
Question 2
Ginzberg's work on life and career development stages defines them as stage 1: growth, stage 2: exploration, stage 3: establishment age 25–44 characteristics: entry-level skill building and stabilization, stage 4: maintenance and stage 5: decline. Notably  the career issues of a 27- year old and that of a 45 year old differ primarily because in theory they are essentially at two different stages based on their ages. Understandably there are exceptions as individuals do experience variances depending on their particular life experiences but for the most part the most obvious difference between the two is that they are at two different stages. Given that fact some of the organizational implications of the issues identified includes but are not limited to the fact that people at different ages are dealing with very different issues which will impact both their personal and professional lives. For example a 27 year old may just be in the process of completing a graduate degree while balancing work and maybe a young family, all while still trying to find their place in society or even establish oneself within corporate. This essentially all in an aim to get established as stage three indicates.
While a for a 45 year old they may be at a stage where it is more of a mid- life exuberance or  transformation. Where they may be busy leading a full life having already raised their children, maybe married and now divorced, growing into themselves and learning who they are or just living life to the fullest as well as it can be a transitional phase for them where they may be changing careers or even making a decision to try something new which may not pose too much threat to their present lifestyle. Whichever side the pendulum swings it is reflective of the maintenance stage which is what stage 4 speaks to.
All this means essentially is that within the same organization individuals at two different stages in life may handle and deal with work life concerns very differently and may create a conflict if individuals are not mindful of the needs of others. This may present itself in a manager/subordinate relationship or even a peer to peer relationship where there is not a meeting of the minds because both individuals are only concerned with issues that affects them. From that aspect I can see some organizational implications of the issues. Overall most organizations do a pretty good job of keeping each employee on par and engaged in being mindful of others and most HRD have made provisions to establish policies that protect each individual regardless of age or any other protected group.
References
 Werner, J.M. (2017). Human resource development: Talent development, (7th ed.). Boston: Cengage Learning