2022 CEO Year End Message

21
Dec 2022
157
A woman wearing glasses and a black jacket is smiling in a circle.

Author: Ioana Giurca, CEO, CPHR Alberta

Click here to watch or listen to the CEO message on video.

What an incredible year 2022 has been for the association and I am honoured to be sharing this year’s CEO message with our stakeholder community. As the new CEO of CPHR Alberta, I have seen the association in a different light the past several months and I am inspired by our members and team daily.

Our member first philosophy continues to be our driving force as an operational team, and with that philosophy in the forefront of our minds we have been able to deliver some truly unique opportunities this year.

For a full year now, we have continually rolled out improved process for members through our new member portal. The increased activity we have seen within the portal in recent months has reafirmed the hard work that was required to launch the system. There are still some areas that require attention and work to ensure we attain the seamless, easy and all-inclusive experience we are seeking for our members. Please note that our team is working hard to complete these.

In February of 2022, we launched the CPHR Alberta Career Center. This new platform has allowed us to increase our reach, bringing in job opportunities from around the country as organizations seek hybrid and remote workers along with our provincial hires. We have increased our number of job postings and as a result increased our revenue allowing us to better support association programs and learning opportunities. The career planning services, and resume uploading have also been an added benefit for members.  We are eager to see the growth of the Career Center into 2023 and the opportunities it brings our membership.

Moving back to in-person meetings and events has been an exciting process and one our team has managed with grace as they consider logistics, pricing and safety of our members. This year we were able to bring our members together in-person for our mingles and smaller group professional development sessions including our Executive Breakfasts. Our capstone event of the year, our annual conference, was a large success as we brought members together both in-person and virtually for our first hybrid event. With over 500 combined attendees we delivered a two-day experience that included the presentation of our 2022 Excellence Awards, networking opportunities, concurrent sessions, keynotes speakers, a meeting  with the Board of Directors and more. We look forward to delivering another hybrid event next year in Edmonton.

To ensure we are protecting the best interest of the public, members are required to focus on continuous education amongst other areas such as ethical standards. To support this initiative and prepare our members for successful careers in human resources, CPHR Alberta delivered eight certificate programs in 2022 including Workplace Investigations, Executive Compensation, Organizational Change Management, Negotiations and Conflict Resolution and Project Management. In addition, we introduced new PD offerings for our members in the Northwest Territories and Nunavut.  

Our regulatory competencies and ethical standards have also seen a review the past year with changes to both our competency framework and EVA. The updated CPHR Canada Competency Framework was announced in late 2021 and was used as the basis for the National Knowledge Exam in 2022. In 2023, the Experience Validation Assessment will follow the updated framework and the number of competency examples required to pass the EVA will be changed from 12 to 8.

To ensure we are meeting these standards and the needs of our members we administered five short member survey’s throughout 2022.  I want to thank all of our members who participated, your feedback supports us with offering the right services. We had 867 individual members respond over the five part survey with the highest engagement on professional development and membership value sections. When asked what one word would be to describe CPHR Alberta, our two most popular answers were Professional and Informative! In 2023, we look forward to continuing to deliver in those same ways while ensure we gain ground in being educational, cost-inclusive and community centred.

An important strategic priority for the association and the CPHR Alberta Board in 2022 was our continued pursuit of self-regulation. Our journey thus far has led us to a point of review and as such, feedback from our membership. In the fall, our Board of Directors held an open event for members at the annual conference to learn more about the status of our application and the impact self-regulation  would have on the association and you as members. The development of our Self-Regulation Brochure and Petition were created to support awareness of the importance of self-regulation. We continue to ask for your assistance by signing our petition and completing the self-regulation question during your dues renewal through our Good Character Attestation form. Please take a moment to read our message from the Board, available now on our blog for more details.

As we continue to build awareness for the association and the designation amongst government and the private sector within our jurisdiction, our membership numbers continue to grow. As of December 5, 2022, CPHR Alberta has 6,073 members and 2,996 designates, an increase of 2% from 2021. The increases in members have also been impacted by the 2022 CPHR Canada Awareness Campaign and  CPHR Alberta’s Accredited Student Member Growth Campaign. It is through this campaign that we look to brighten the future of the profession by investing in the next generation of HR professionals, and building a pipeline of success for the association and supporting the growth of the CPHR designation.

With the continued growth of the association and our healthy financial situation, I am happy to share that membership dues have not increased since 2019 and they will remain the same in 2023.

Planning for 2023 has already begun, and as we continue to support our members with our regular programs and learning opportunities we will also turn our efforts towards our continued pursuit of self-regulation, growing our membership and bringing awareness for CPHR Alberta and the designation to the business community within our jurisdiction.  

Thank you to the CPHR Alberta Board for their support and guidance this year. Our board chair, Lisa Watson has shared a message for our members now available on our news blog. And thank you so much to all our volunteers!

On behalf of CPHR Alberta, I wish all of you a very joyful holiday season and a happy new year.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



Navigating Mental Health in the Workplace Amid Political Uncertainty

By Jessica Jaithoo • October 24, 2025
Author: Calgary Chapter Committee The political climate has become an undeniable force in our lives, influencing not only public discourse but also personal well-being. Whether it is uncertainty surrounding federal policies, international conflicts, or provincial conversations about autonomy, employees are increasingly bringing political anxiety into the workplace. For HR professionals, this growing tension presents unique challenges. The task is not to take sides, but to foster environments where mental health is supported and respectful dialogue can take place. According to the Mental Health Commission of Canada, political anxiety is not a passing trend. It is a persistent stressor with real consequences for how individuals feel and function at work. The Commission highlights how political stress mimics other forms of chronic anxiety, causing sleep disturbances, irritability, and a sense of hopelessness ( MHCC, 2024 ). Constant exposure to polarizing news and divisive topics can leave employees feeling overwhelmed. This emotional fatigue, if left unaddressed, affects focus, performance, and team dynamics. A recent CBC feature underscores the cumulative effect of ongoing political and economic instability. It describes how stress can build over time, eroding emotional resilience and making it harder for people to manage conflict, remain productive, or feel safe expressing themselves ( CBC, 2023 ). These dynamics are not just playing out in public forums; they are showing up in team meetings, informal conversations, and leadership decisions.  HR professionals often find themselves at the intersection of these pressures. They are expected to support others while managing their own reactions to difficult news and evolving policies. They are tasked with implementing wellness strategies, fostering respectful communication, and ensuring compliance with changing legislation. It is a complex and emotionally demanding role. However, there are practical ways HR professionals can help reduce the burden of political anxiety in the workplace. The goal is not to suppress conversation, but to provide thoughtful, respectful guidance and tools that help people navigate uncertainty together. 1. Normalize the Conversation Begin by acknowledging that political stress exists and can impact work. A short message in a wellness newsletter or internal briefing can go a long way. When people feel that their experience is valid, they are more likely to seek help and less likely to internalize stress. Headspace, a leader in workplace wellness, emphasizes that validating emotions is a foundational step in reducing their intensity ( Headspace, 2024 ). 2. Communicate Proactively and Clearly When organizations face potential impacts from political or economic changes, silence can worsen fear. Clear, honest communication builds trust. The Mental Health Commission of Canada cites a national survey in which over half of respondents said that uncertainty was more stressful than bad news itself ( MHCC, 2024 ). Leaders should not speculate, but they should share what is known and outline the steps being taken to support employees. 3. Expand Mental Health Support Ensure that all employees know how to access support, whether through an employee assistance program, mental health benefits, or external community resources. Consider adding or promoting mindfulness programs, mental health first-aid training, or virtual therapy services. Managers in particular need support, as they are often the first people employees turn to during moments of stress. 4. Provide Strategies to Employees for Managing Political Anxiety in the Workplace Limit news exposure to reduce anxiety and protect mental health through digital detoxes. Highlight shared values such as respect, integrity and collaboration to help anchor people – reinforce a strong organizational culture rooted in community. Encourage volunteering and community engagement to restore control and purpose, which are critical to mental well-being. Support ongoing self-care and stress management practices. 5. Reinforce Respectful Conduct and Psychological Safety Review your organization’s code of conduct, respectful workplace policies, and social media guidelines. Ensure that employees understand expectations around respectful communication. Reinforce that differing opinions are welcome, but harassment or retaliation are never acceptable. A psychologically safe workplace benefits everyone by fostering trust, encouraging open communication, and enhancing overall productivity and well-being. 6. Equip Managers with Tools Offer training for people leaders on how to recognize signs of stress and respond with empathy. Provide scripts or toolkits for addressing politically charged questions in a way that keeps conversations respectful and focused on shared purpose. HR professionals do not need to have all the answers to the political questions of the day. Their role is to create structures that protect employee well-being and promote a respectful, inclusive workplace. By encouraging open dialogue, providing clear communication, and expanding access to wellness resources, HR leaders can reduce the impact of political uncertainty and help their teams thrive. As the landscape continues to evolve, it is critical to stay grounded in compassion and clarity. Utilizing the above tools and strategies, HR professionals can be a steady and reassuring presence for their organizations in uncertain times.

Making Waves & Inspiring Connections in Our Mentorship Community of Practice

By Jessica Jaithoo • October 23, 2025
Every mentorship match has the potential to create a ripple – one that extends far beyond the program itself. In our January–June 2025 intake, the CPHR Alberta Mentorship Program received over 225 applications across four unique streams, resulting in 100 mentor-protégé pairings, 17 peer matches, and 7 student group cohorts. This momentum reflects the strength of our HR community and its commitment to shared growth and learning. This year, we invited participants to reflect on three powerful questions: How has this mentorship experience shaped your perspective, and how do you plan to share the wisdom you’ve gained with others in our community? How will participation in the mentorship program create a wave in your career and support the impact you leave on your workplace and broader community? What has been your 'golden nugget' from this experience that will leave a lasting ripple in your career? Their responses were as thoughtful as they were inspiring. Testimonial #1 One of the main benefits of mentoring relationships, aside from the enjoyment of getting to know a colleague, is the ability to consider current situations I am dealing with in light of the other person's experiences. Often, these relationships help me with fresh insights I can use to benefit my team and organization. Over the past few years, I have enjoyed the mentorship program, and have taken the opportunity to encourage others to consider the benefits of the program when chatting at CPHR functions, etc. - Bob Wiebe Testimonial #2 Through participation in the CPHR Alberta Mentorship Program, my sense of belonging in the profession has grown and I have gained a personal sense of connection to the community of practice that spurs me to continue to professionally grow to enable others to find their voice and professional belonging in our community to leave a lasting impact. - Amanda Van Haaften Testimonial #3 My golden nugget from this experience has been the realization of how powerful intentional communication and active listening can be in building trust and relationships, solving problems, and influencing outcomes. This insight has shifted how I approach conversations—whether with colleagues, clients, or leaders. It’s a simple concept, but its impact is lasting. - Archana Malhotra Throughout the intake, our Mentorship Committee stayed meaningfully connected with participants through support groups, live webinars, monthly mentoring e-newsletters, and on-demand micro-sessions – with more to come. Each touchpoint offered space to pause, reflect, and grow – together. Mentorship is never one-directional – it’s a cycle of giving, learning, and leading. We’re thrilled to welcome our new applicants for the upcoming intake and continue building a community rooted in connection and growth. Whether you're a mentor or protégé, you’ll gain valuable insights, meaningful relationships, and the chance to leave a lasting impact.

Strong Internal Controls Make Good Business Sense

By Jessica Jaithoo • October 16, 2025
Internal controls are not just a box on a checklist; they are a trust-building tool. When HR leads with transparency, integrity, and strong processes, it sends the message that the organization values trust and accountability. Internal controls can also protect against errors, fraud, and damage to its reputation. Internal controls support fair hiring, secure data management, and consistent documentation, helping HR stay aligned with laws, privacy standards, and compliance expectations. What are internal controls? Internal controls are an organization’s procedures, policies, and processes. They ensure: Compliance with laws, regulations, and policy Accuracy in reporting Overall efficiency and transparency in operations Internal controls include setting out approval authority, role-based system access, audit trails, and segregation of duties. Once your controls are in place, continuous monitoring them further reduce risk by identifying issues early and providing timely feedback on areas where additional training may be needed. Examples of HR internal controls and why an accountant might consider them important Hiring Background checks ensure individuals hired to handle sensitive data don’t have histories of financial misconduct Signed employment agreements support key inputs into the payroll process and can serve as audit documentation Approval workflow for hiring decisions help prevent unauthorized payroll expense s Payroll Segregation of duties between the person hiring and the person setting up payroll can prevent conflicts of interest and fraud Reconciliations of payroll reports with HR records help ensure records match the source data, which supports accurate financial reporting Compensation An assignment of authority for employee events (e.g., salary change, promotions) ensures changes are authorized and reduces the risk of unauthorized payments Supervisor approval on timecards ensures information sent to payroll is accurate Employee records Secure employee records ensure payroll, benefits, and compensation figures used in financial reporting are reliable and safe Tracking changes made to records provides a trail for internal and external auditors Policy and compliance Key company policies requiring an employee’s signature can mitigate financial risks and ensure employees are expected to be aware of an organization’s policies A whistleblower policy provides a mechanism to uncover fraud or misappropriation of an organization’s assets Access and data controls Role-based access to systems limits access to financial systems and reduces the risk of data manipulation Monitoring controls Exception reporting (e.g., duplicate payments) supports quick identification of errors and accuracy of financial reporting Internal HR audits help ensure HR-related financial activities have proper controls and the controls are working as designed By having an HR department that designs and implements internal controls, you are creating a stable system of checks and balances, minimizing risk in more ways than you might expect! About the author: Kristy Mielke CPA, CA fosters the professional growth of Alberta’s 32,000 Chartered Professional Accountants (CPAs) as the Director of Professional Development and Learning at CPA Alberta. She has previously worked in public practice and internal audit, and in addition to being a CPA, she is a Certified Internal Auditor and Certified Fraud Examiner.
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