2023 CEO Year-End Message
As we close out another year, I reflect on the incredible work our association has completed in 2023. With the support of CPHR Canada we have developed a national network of over 31,000 human resources practitioners and professionals across the country and 6,240 in Alberta. We continue to work closely with our provincial counterparts to promote the value of hiring a designated professional and streamlining professional standards processes across Canada.
The association continues to grow with another record-setting year, including over 3,000 chartered members. Thank you to all our members for the incredible work you do every day.
This past year, I challenged my team to push initiatives that bring value back to our members. Our association delivered several priorities aligning with our strategic plan, with the support of our Board of Directors, while ending the year in a financially stable position.
In 2023, with support from our government relations firm, CPHR Alberta operations and board participated in various events and meetings to increase our visibility within the Alberta government. This has included our Board of Directors stepping forward to meet with local MLAs, engaging at local chamber of commerce events and connecting with organizations who can support our application. We continue to make strides with our application for self-regulation, and I encourage any members who are interested in supporting the association as an ambassador to please connect with us.
Our stakeholder work has not stopped there. In 2023 our work with provincial post-secondary institutions continued with several successful Work Integrated Learning (WIL) events, connecting businesses to HR students through practicum and co-op placements. We also delivered HRC West 2023, our premier student case competition bringing together 16 teams of students from post-secondary business programs across Western Canada to compete at a two-day event, hosted at Bow Valley College. The competition is presented annually, alternating between CPHR BC and Yukon and CPHR Alberta. We look forward to presenting again in 2025.
To further support our Student membership, the association introduced a new diploma scholarship to provide financial aid to qualifying student members. The recipient of this scholarship shows pride in academic merit, community engagement, excellence in the Human Resources discipline and demonstrates an interest to pursue the CPHR designation. We are proud to support and empower the future generation of our profession.
With our members at the heart of what we do, professional development (PD) is a key focus for our team. In 2023, we expanded our PD offering to include additional opportunities for certificate programs and introduced new offerings such as our DEI Symposium. We set a record number of attendance at paid PD offering in 2023 including our highly sought after Workplace Investigations Program and HR Law Conference. We also offered a variety of complimentary offerings including our HR Roundtables and partner webinars, which also yielded incredible attendance and engagement. Thank you to everyone who participated in the 2023 PD survey, your valuable input helps us shape our future offerings.
A highlight for our team this past year was our Annual Hybrid Conference held at the JW Marriott in Edmonton in September. The positive feedback we received from members was overwhelming and it was amazing to see the support and passion exhibited by members at our Excellence Awards on night one. With sold-out in-person attendance at over 300 and an additional 154 individuals from across our jurisdiction joining us virtually, Evolve 23 was an inspirational event that we plan on learning from and growing in 2024 in Calgary.
Showcasing our members and the incredible work they do is imperative to advancing our profession. This past year, we launched a Member Growth Campaign alongside CPHR Canada, to reach young professionals and business leaders to demonstrate the importance of hiring a CPHR and to raise awareness for CPHR Alberta. You may have seen us on Google, in mall directories, on your LinkedIn or in your local chamber communications, this work will continue into 2024 as we aim to increase the demand for the CPHR designation in workplaces across our jurisdiction.
I would like to say thank you to our members for the incredible work you are doing to protect the public and maintain such a high standard of practice for the profession. Your work does not go unseen, and it helps set us up to be a successful self-regulation profession in the near future! Thank you to my incredible team at CPHR Alberta for all their great work and to the many volunteers who supported us again this year!
Lastly, I would also like to thank our Board Chair, Lisa Watson and all of our Board of Directors for their support and guidance this past year. The work our Board has done engaging with stakeholders, attending government events and being visible and active within the business community is greatly appreciated and is setting us in the right direction for 2024.
I wish everyone a very joyous holiday season and a happy new year.
Ioana Giurca,
CEO, CPHR Alberta
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.
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.
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.
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.
