I totally agree that stress management is so important and should be addressed within the work place. There is no way employees will be at their peak productivity without stress management skills and strong mental health. What type of interventions would you think would be helpful in the stress management training program? As someone working in the field, I would suggest both educational sessions to teach coping skills (which you mentioned) but also experiential workshops so allow participants to practice and experience the skill. I would include meditation, art, yoga, and others in the workshops. heres another Great job with your posting this week! Interesting perspective as you are a mental health counselor. I choose stress management as my HRD issue most need of prevention. I feel like a lot of mental health and substance issues are the end result of improper stress management by the employees. I feel like if we can teach people how to manage their levels of stress they will never need the coping mechanisms you’ve highlighted. As I am twenty-seven I found the second discussion question particularly interesting. I do feel like I am at a point developmentally where I am striving becoming established in my current career and field. I am definitely hoping to successfully navigate this phase and thus, have higher job satisfaction, advance within the company and ultimately receive higher financial rewards. I completely agree with you that there needs to be ongoing training for employees in the midlife transition phase to ensure that they do not “grow apart” from the company and vice versa. Good response 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 .

1. I totally agree that stress management is so important and
should be addressed within the work place. There is no way
employees will be at their peak productivity without stress
management skills and strong mental health. What type of
interventions would you think would be helpful in the stress
management training program? As someone working in the
field, I would suggest both educational sessions to teach coping
skills (which you mentioned) but also experiential workshops so
allow participants to practice and experience the skill. I would
include meditation, art, yoga, and others in the workshops.
heres another
Great job with your posting this week! Interesting perspective
as you are a mental health counselor. I choose stress
management as my HRD issue most need of prevention. I feel
like a lot of mental health and substance issues are the end
result of improper stress management by the employees. I feel
like if we can teach people how to manage their levels of stress
they will never need the coping mechanisms you’ve highlighted.
As I am twenty-seven I found the second discussion question
particularly interesting. I do feel like I am at a point
developmentally where I am striving becoming established in
my current career and field. I am definitely hoping to
successfully navigate this phase and thus, have higher job
satisfaction, advance within the company and ultimately receive
higher financial rewards. I completely agree with you that there
needs to be ongoing training for employees in the midlife
transition phase to ensure that they do not “grow apart” from
the company and vice versa. Good response
Number of pages: 4 (1100 words)
Instructions: Below will be 3 posts for 3 different students,

2. 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

3. 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

4. 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

5. 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?acc
ountid=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,

6. 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

7. 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

8. 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