Addressing Gender-Based Violence in Workplaces: Lessons from the Moose Hide Campaign

Gender-based violence remains a serious and ongoing crisis in Canada, affecting families, workplaces, and communities.

Research shows that:

  • More than 2 million women in Canada have experienced intimate partner violence in their lifetime.
  • One in three women, girls, and gender-diverse people will face gender-based violence.
  • Indigenous women are three times more likely to experience violence than non-Indigenous women.

(Source: Moose Hide Campaign)


While gender-based violence is often viewed as a personal or community issue, it also has profound effects on the workplace. Employees experiencing violence may struggle with absenteeism, reduced productivity, and mental health challenges, while organizations face increased turnover, legal risks, and safety concerns. For HR professionals, addressing this issue is not just about compliance—it’s about fostering a workplace culture of safety and accountability.


The Moose Hide Campaign: A Workplace Conversation Starter


One initiative that has gained national attention is the Moose Hide Campaign, a movement dedicated to raising awareness about gender-based violence and reconciliation.


The campaign began in 2011 when Paul Lacerte and his daughter Raven, from the Carrier First Nation, set out to create a symbolic yet impactful way to engage men and boys in violence prevention. The small moose hide pin, worn on clothing, represents a commitment to standing up against gender-based violence and fostering safer communities.

Since first beginning, the campaign has expanded beyond individuals and into workplaces, schools, and government agencies, sparking discussions about violence prevention, reconciliation, and the role of men in advocating for change. Each year, Moose Hide Campaign Day brings together thousands across Canada for educational events, fasting, and reflection.


Gender-Based Violence Prevention is Reconciliation


Addressing gender-based violence is also an essential part of reconciliation. The Truth and Reconciliation Commission (TRC) Calls to Action and the National Inquiry into Missing and Murdered Indigenous Women and Girls (MMIWG) Final Report emphasize the need for action on violence prevention and Indigenous-led solutions.


HR professionals working on reconciliation initiatives in their organizations should recognize that gender-based violence disproportionately impacts Indigenous women, girls, and gender-diverse people. By acknowledging this reality and integrating education, awareness, and policy change, workplaces can actively contribute to reconciliation efforts while ensuring safer environments for all employees.


What Can HR Professionals Learn from the Moose Hide Campaign?


While the Moose Hide Campaign itself is not a workplace policy, it serves as a model for how organizations can approach gender-based violence awareness in professional settings. HR leaders can take inspiration from its framework to develop their own violence prevention strategies.


Integrate Awareness into Workplace Culture


  • Provide training sessions that explore the realities of gender-based violence.
  • Create safe spaces for discussions about workplace harassment, safety, and inclusion.
  • Recognize the intersection of gender-based violence and mental health, ensuring employees have access to confidential support resources.
  • Strengthen Policies on Workplace Violence & Harassment
  • Regularly review anti-harassment and anti-violence policies to ensure they reflect inclusive and trauma-informed approaches.
  • Implement clear reporting mechanisms that protect confidentiality and prevent retaliation.
  • Consider adding domestic violence leave provisions, allowing employees experiencing violence to seek support without financial or job security concerns.
  • Encourage Leadership to Take a Stand


Workplace leaders play a key role in shifting culture—when executives and managers openly discuss gender-based violence prevention, it sets a powerful precedent.


Public commitments, internal awareness campaigns, or partnerships with external organizations can reinforce an organization’s values of safety and accountability.


A National Movement with Local Impact


While violence prevention strategies will look different in every workplace, the Moose Hide Campaign highlights the importance of engagement, education, and allyship. For HR professionals, it serves as a reminder that addressing gender-based violence is not just a social responsibility—it’s a workplace responsibility.


As organizations across Canada continue their diversity, equity, and inclusion (DEI) efforts, integrating violence prevention into workplace policies will ensure employees feel safe, supported, and heard.


How is your workplace fostering conversations around gender-based violence prevention?


For more information about gender-based violence awareness efforts, visit moosehidecampaign.ca.


Author: Chelsea Taylor

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.



Layoffs Are Inevitable, Abandoning People Isn’t

By Marina Perkovic • July 15, 2025
Over the past month, I spoke with three professionals who had recently been laid off. April , a former schoolmate, has over 20 years of experience and has held management roles at several organizations. Most recently, she led a team at a large oil and gas company, where she was instrumental in building out a new service area. Despite her accomplishments, a combination of economic challenges and a lack of connection with her new boss led to her dismissal. Having been involved in layoffs before, she understood the process, but when she called me, she admitted it was much harder to be on the receiving end. She felt overwhelmed by a mix of emotions: denial, anger, betrayal, and a deep sense of failure. Carol , once a mentee of mine, built a strong foundation in the finance sector, and her persistence earned her a team lead role at a competitive mid-sized firm. Therefore, her call caught me off guard; she was trying to make sense of being included in a round of layoffs that affected 12 others. Having just been promoted, she struggled to understand why she had been chosen. She reached out for support as she navigated both the practical and emotional aftermath. Joe had been a student in one of my classes. With a master’s degree and excellent communication skills, he established a respected career in the regional non-profit sector. We maintained contact and often crossed paths through work. Joe was frequently involved in launching new initiatives and was recognized by both his boss and the board for his contributions. However, when the sector faced financial strain, he and his manager were among the 15% let go. He contacted me a month after the layoff; he had taken time to process everything and was now reflecting on what direction to take next. These stories are not uncommon. In fact, with ongoing economic uncertainty, many professionals, regardless of their experience or performance, are facing unexpected career changes. While layoffs are always challenging, the way they are handled can significantly impact both the individuals affected and the organization. This highlights a critical challenge for organizations: how can companies manage necessary workforce changes with both strategic foresight and genuine care? In addition to engaging the Human Resources department early in the planning and execution process, many businesses are increasingly recognizing the value of utilizing third-party outplacement services. Outplacement services are employer-sponsored programs designed to support both the business and departing employees during layoffs or organizational restructuring. Typically included as part of a severance package, these services offer more than just logistical support; they help individuals navigate a difficult transition with confidence. Outplacement services can be customized based on the needs and budget of the employer. Offerings often include planning for workforce reductions in collaboration with the business, delivering termination messages, and providing one-on-one career transition coaching and emotional support to affected staff. More importantly, these services help affected employees regain focus by offering practical job search guidance, resume coaching, and career direction tailored to their experience and industry. For employers, outplacement services can deliver a clear return on investment. Companies that provide structured transition support often experience fewer legal disputes and benefit from a stronger employer brand, which can positively influence talent attraction and retention. Showing care during a difficult time speaks volumes to internal teams, affected employees, clients, and the broader market. Having worked closely with businesses and professionals throughout this process, I’ve witnessed the significant difference that experienced, neutral third-party support can make. In fact, a 2023 CBIZ report, referencing Bureau of Labor Statistics data, noted that individuals who received outplacement assistance secured new roles 40% faster than those who did not receive support (CBIZ, 2023). Just imagine if April had access to a coach experienced in private sector transitions, or if Carol had received immediate help with processing her layoff and planning her next steps; the positive impact would have been immediate. In today’s environment, outplacement isn’t merely a nice option; it is a strategic necessity. How will your organization ensure a respectful and supportive transition for its workforce? When selecting an outplacement partner, consider factors such as industry experience, the ability to customize services, the quality of career coaches, and the integration of digital tools for job seekers. Not all providers offer the same level of support or results, so thorough vetting is essential. 

Your Ultimate Pre-Conference Checklist for the CPHR Alberta 2025 Conference!

By Marina Perkovic • July 10, 2025
The countdown to the CPHR Alberta 2025 Conference has officially begun!

An Update from your Board of Directors - June 2025

By Marina Perkovic • July 9, 2025
As the governing voice of CPHR Alberta, the Board of Directors meet quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we share post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on June 24, 2025, and the Board’s key messages are as follows: Financial Update CPHR Alberta remains in a stable financial position with a forecasted break-even year-end as per the approved Budget. The Board reappointed Cascade Chartered Professional Accountants LLP as auditor for 2025–2027. Strategic Planning The Board held a focused one-day Strategic Refocus Workshop to explore how CPHR Alberta delivers value to its members. This work will guide the development of an updated three-year strategic plan, aligned with the evolving needs of the profession. Self-Regulation The Professional Governance Act received Royal Assent in May 2025 and Royal Proclamation expected for Spring 2026. CPHR Alberta anticipates review of its self-regulation application in Spring 2027. Ongoing work focuses on legislative alignment, internal readiness, and member communications. CPHR Alberta Conference Join us at the CPHR Alberta 2025 Conference, Human-Centric HR on September 23–24 in Edmonton. Be sure to stop by the CPHR Alberta booth to meet and connect with your Board of Directors. The next Board meeting will take place on September 22, 2025, after which we will share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!
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