4 Reasons to Brand Your HR Department

11
Sep 2022
343
Three women are sitting at a table having a meeting.
Photo Credit: 
Christina @ wocintechchat.com

Author:  Ada Tai, MBA, CPHR, SHRM-SCP

“How is your HR department?”

What answers come to mind when you ask people about their company’s HR department? People’s instinctive response may be that the department is excellent with a thumbs up or rolling their eyes with a “you know, they are HR people” type of stereotype. As you probe, more information surfaces, such as whether the department is knowledgeable or unequipped, strategic or bureaucratic, agile or old school, etc. These answers reflect people’s perception of a company’s important function - the Human Resources department. Today, as businesses navigate the changing economic and labour landscape, and seek ways to maximize the value that employees provide, the role of the HR department becomes more crucial than ever. This calls for an important question: What does your HR organization stand for?

The HR department, like any other support department, although it is a functional section of a given organization, should run just like an organization: with a plan, budget, resources and an operating model.

Branding a department is no different than branding a product or service. First, branding the HR department starts with defining its purpose . In a given organization, the HR department’s brand is to support the overall business brand. We are not unfamiliar with those HR departments that re-branded their name from “Personnel Department” to “Human Capital Area” or “People’s Team.” We’ve also seen HR position titles shifted from “Personnel Officer” to “HR Business Partner” or “Chief People Officer.” These changes reflect the HR department’s desire to evolve and align with the current business needs as a strategic partner. For businesses that compete for innovation and speed, the HR department’s strategic plan must center around supplying the companies with staff and people management programs to promote efficiency and creativity. For organizations that focus on communities’ well-being, the HR department’s purpose is to foster a humanity culture and hire outcome-driven individuals who truly understand communities' challenges and can deliver services with empathy.

Second, designing a compelling brand comes from understanding its customers . Having clear answers to the question of “What do our customers expect from us?” should give the department a precise understanding of the brand identity it wants to establish. HR’s customers include internal customers such as leaders, line managers and staff, and external customers such as job candidates, contractors, industry partners, and other stakeholders. For internal customers, the HR department supplies them with the needed talent-related support. Consulting with internal clients and regularly collaborating helps the HR department grasp their needs. For external customers, HR representatives can be their first point of contact with the organization. Their experience with the HR folks determines their perception of the company.

Third, designing a compelling brand comes from understanding the external market . No businesses exist in a closed environment. Trends, technologies, competitions, labour market and legal changes all shape how we run an HR organization. The continuous environmental scanning will help identify the market needs and changes. Making timely adjustments to the people management programs will put the HR organization above the industry peers, providing the entire business with a competitive advantage.

Finally, the HR department needs to operate with a suitable model and people to support its established brand. The proper operation blueprint derives from designing metrics that direct performance and encourage the right behaviour that the HR brand wants to construct. A strong HR department brand attracts like-minded HR professionals to join the team, thus, creating a productive departmental culture. These individuals carry similar values and are empowered to serve the overall business mission through people management programs.

Clearly outlining the HR department’s brand will strengthen the corporate culture and enable the organization’s advancement in the market. It will also improve the business's overall brand. Having all the departmental branding infrastructure in place is only a start. Educating and communicating the brand's value to current and potential customers will take diligence and ongoing effort.

 

 

I see. I hear. I experience . is a column created by and written by Ada Tai, a chartered member of CPHR Alberta. The column is written in a blog format where Ada and invited co-authors will present their own experiences and interpretations of the world of human resources and its impact on business management. This and the subsequent posts are copyrighted materials by the author(s) and only reflect their personal views, not CPHR Alberta’s.

Author bio: With an MBA Degree, a CPHR, and an SHRM-SCP designation, Ada Tai has been working as an HR professional in a variety of industries for 15 years. Through her consulting firm, Ada and the team provide various strategic and pragmatic management consulting services.  Ada’s public speaking skills have enabled her to be regularly invited to speak about HR, people management, career search, and networking topics throughout the province. She is also a well-respected Instructor at the University of Alberta and MacEwan University.

 

 

Contact information:

BadaB Consulting Inc. provides a wide range of human resources solutions, including Strategic HR and Succession Planning, Organizational Design & Development, Merger & Acquisition Support, Recruitment, Skills Development Training, Compensation Design, Performance Management, Workplace Investigation, Policy Development, etc. Another specialty of BadaB’s services is personal job search and career coaching. The team has effectively helped over 500 people to find work.

 

 

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.

 

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.



A Strategic Guide to Organization Restructuring, Part 1

By Jessica Jaithoo • September 29, 2025
Author: Ada Tai, MBA, CPHR, SHRM-SCP I’ve been watching the pace of corporate restructuring accelerate this year, and it’s striking how no sector seems immune. ConocoPhillips is reducing its global workforce by a quarter. Intel is preparing to slash 24,000 jobs in one of the largest shake-ups in its history. Salesforce is eliminating 4,000 positions as it doubles down on its AI strategy. Paramount Skydance, fresh off its blockbuster merger, is shedding up to 3,000 roles; while Hudson’s Bay, a retailer that’s been part of Canada’s identity for more than 350 years, is closing its doors and letting go of more than 8,300 employees. Add to that layoffs at Starbucks, Amazon, PwC, Burberry and even Recruit Holdings, the parent company of Indeed and Glassdoor 1 , and the picture becomes clear: we’re in the middle of a global restructuring storm, where technology, cost pressures, and shifting markets are re-writing the rules of work. In my recent conversations with business leaders, one theme keeps surfacing: many are contemplating a restructuring of their own. However, they’re not just looking to cut costs; they’re seeking a clear strategy. That’s what this guide is about: how to prepare for restructuring with purpose, clarity, and humanity. Step One: Define the "Why" Restructuring is one of the most complex decisions a company can make. Done poorly, it can destabilize operations and damage culture. Done well, it can reset the business for future success. The starting point is always the “why.” What problems are you solving? Common drivers include: Financial distress - Reducing costs and/or improving profit margin to stabilize the business Market changes - Pivoting toward new products, services, or geographical territories Technology shifts - Re-organizing to adopt AI, automation, or other innovations Efficiency and competitiveness: Streamline structures or flatten hierarchies The objectives must be specific, measurable, and aligned with the company's long-term vision. This "why" is the foundation for the entire plan and is essential for communicating with stakeholders. Step Two: Define the “What” Once the purpose is clear, organizations can proceed to define the scope. Which functions are absolutely critical to preserve? And which areas could be restructured, consolidated, or phased out? This stage is about mapping priorities. In my work with clients, I often find that once they clarify their non-negotiables, the rest of the plan comes into focus much more easily. Step Three: Plan the “How” Too often, companies jump straight to layoffs, but effective restructuring requires scenario planning. Before jumping to layoffs, I’d advise businesses test different options to see which will lead to the best results for their company. This might include a hiring or salary freeze, reduced hours, offering voluntary exits, retraining employees, or re-deploying talent to new roles. Each option carries different financial, operational, and cultural impacts. Running these scenarios before making cuts prevents costly missteps.  Equally important: restructuring can’t be run by a single department in isolation. Organizations need a cross-functional team of leaders, supported where needed by external advisors who bring objectivity and specialized expertise.

Mental Health in the Agriculture Industry

By Jessica Jaithoo • August 8, 2025
Author : Nicole Mahieux, Nick Canning & Kendal Tremblay Mental health is increasingly recognized as a cornerstone of employee well-being, business resilience and community strength. For HR professionals, supporting mental health is no longer optional—it’s imperative. While conversations around mental health have gained traction in many industries, one critical sector still faces unique and persistent challenges: agriculture. Farmers and agricultural workers play a vital role in food production and national food security. Yet they are among the most vulnerable when it comes to mental health struggles. In fact, they experience some of the highest rates of stress, anxiety, depression—and even suicide. This is not just a personal issue. It's a workforce issue. It's a public health issue. It's a business issue. There are a range of compounding pressures makes farming one of the most mentally taxing professions.  These include: 1.Financial Stress & Unpredictability Unstable markets, weather-dependent outcomes, and shifting government policies contribute to a constant sense of economic uncertainty. 2. Isolation Many farmers work alone and live in rural areas where access to social support is limited. Social isolation increases vulnerability to mental health concerns. 3. Stigma Although mental health stigma is slowly decreasing, it remains a barrier—especially among men, who represent 74% of the agricultural workforce. Traditional gender norms often discourage open conversations or help-seeking.

CPHR Alberta’s Commitment to Supporting Reservists

By Jessica Jaithoo • August 7, 2025
As a proud participant in the Glowing Hearts program , CPHR Alberta continues to champion the value that Canadian Armed Forces reservists bring to our workplaces. Since joining the program, we’ve seen firsthand how supporting reservists not only strengthens our communities but also enhances organizational resilience and leadership. The Value of Reservists in the Workplace Reservists are more than military personnel—they are strategic thinkers, adaptable leaders, and skilled collaborators. Their training equips them with discipline, problem-solving abilities, and a mission-focused mindset that translates seamlessly into civilian roles. Captain McKenzie Kibler of The Loyal Edmonton Regiment exemplifies this. In a recent deployment on Operation REASSURANCE, he developed leadership and operational skills that now enrich his civilian career. Watch his story here. Support, Recognition, and Incentives for Employers Supporting reservists doesn’t mean sacrificing business continuity—in fact, it opens the door to meaningful recognition and financial support. Through the Compensation for Employers of Reservists Program (CERP) , employers can receive grants to help offset operational costs when a reservist-employee is away for 30 days or more. At the same time, organizations that register their reservist leave policies with the Glowing Hearts program are publicly recognized on the Canadian Forces Liaison Council website and receive a certificate of support and digital badge. These benefits not only ease the logistical challenges of supporting reservists but also position your organization as a leader in community engagement and national service. Tools and Templates for HR Leaders To make it easier for organizations to support reservists, CPHR Alberta offers a Reservist Leave Policy Template. This resource outlines eligibility, leave procedures, compensation, and compliance with federal and provincial legislation—making it simple to implement a supportive policy. Access the template through the Member Portal.
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