Addressing Systemic Diversity Challenges Within Your Organization: From the perspective of an I/O Psychologist

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Apr 2022
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Two people are shaking hands with their hands painted in different colors.

Author:  Justin M. Deonarine

In a 2020 interview, I was asked why organizations falter when trying to incorporate diversity efforts. “Diversity is not a marketing tool. You need to be ready to walk the walk. You have to acknowledge that it’s going to be a transition, not an instant return. Otherwise, the initiative will fail and diversity will be treated as a ‘fad’. And this would be a tragedy, because diversity efforts can bring so much good to both your company and the world.”

Research consistently shows that a focus on diversity provides organizations with meaningful benefits based on multiple metrics. Some of the common findings include:

  • Higher earnings.
  • Better average growth.
  • Greater innovation through diverse viewpoints.
  • Better decision-making.
  • Higher returns on equity.
  • Attracting a greater variety of talent.

Additionally, a 2020 study from Psychometrics Canada also indicates that the majority of leaders recognize these benefits and encourage diversity in their organizations 1 .

Despite their best intentions and efforts, organizations can still struggle to implement effective and meaningful diversity policies. Why? Organizations typically pursue diversity in areas such as age, gender and ethnicity. These traits are tangible, in the way that they are visible. However, do they always provide the greatest returns for a diversity program? Sometimes, the benefits are driven by intangible factors 2 , such as variety of experience and different perspectives.

This is where the “Like Me Bias” becomes a challenge. We gravitate or seek out people who are most like us. Those who think and feel the same way that they do, and share a common sense of purpose or direction. Groups with homogenous members make decisions quicker, agree more and feel more confident in their decisions. It’s easy to understand why we gravitate towards those like us: We find familiarity comforting.

However, this is also the challenge of focusing on tangible traits. The Like Me Bias isn’t limited to age, gender and ethnicity. Those with different backgrounds can share the intangibles. This bias appears the most when decisions are made based on subjective criteria, which are heavily influenced by our experience and perspectives. The key to improving diversity efforts is to harness both objective information and different perspectives when making decisions.

The Like Me Bias has many impacts during the recruitment cycle. It influences which candidates we gravitate towards and, ultimately, hire. This makes the selection process a great place to start implementing objective diversity efforts.

  • Adopting “Blind Hiring Panels”: When reviewing applications, improve objectivity by removing identifying information about a candidate that could be used in a subjective manner, even if we don’t intend to do so. This includes their name, gender, age, where their education is from, and any hobbies or interests that they may provide. Additionally, have more than one person review the applications of the top candidates, in order to bring different perspectives to the table. As an example, consider the changes that the Toronto Symphony Orchestra made in the 1980s 3 . Since that time, their team has become much more diverse than it was in the past.
  • Using psychometric assessments: Beyond the initial application, many organizations use reliable and valid psychometric assessments to gain unbiased insights into candidates. This data allows hiring teams to make more objective and informed decisions when choosing between potential candidates. Additionally, these assessments often help when constructing effective on-boarding programs for new hires.
  • Include external consultants for critical roles: Consider reaching out to consultants who are knowledgeable about finding the right candidate for the role. These individuals can help hiring teams determine or refine the qualities that they should be seeking in candidates. This outside perspective is even more valuable when the consultant is able to effectively challenge the biases that the hiring team may hold.

I am often asked if my advice above has changed due to the new structure of the working world, with remote and hybrid roles becoming more common. In short: No, it hasn’t. The benefits of harnessing diversity haven’t changed. However, more organizations are realizing the need for it, which is a change for the better.


About the Author

Justin M. Deonarine is an Industrial/Organizational Psychologist with Psychometrics Canada . He specializes in the application of data-driven decision-making to areas such as selection, leadership and corporate culture. He has worked with organizations around the world, from local non-profits to multinational corporations. Justin enjoys sharing his experience and knowledge with others, having published articles about leadership, corporate culture, diversity, innovation and entrepreneurship for a variety of business and HR resources.


References:

1. https://www.cphrab.ca/diversity-canadian-workplaces-where-we-are-and-what-we-need-do

2. https://www.inc.com/entrepreneurs-organization/the-little-known-diversity-factor-that-can-positively-impact-your-company.html

3. https://www.cbc.ca/news/business/blind-recruitment-marketplace-1.3462061

 


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.



The Quiet Work of Becoming a Leader

By Jessica Jaithoo • April 13, 2026
Author: Kanwaljit Chaudhry , 2026 Editorial Committee Member Leadership rarely begins the way we expect it to. It doesn’t arrive with a title, a promotion, or a formal announcement. More often, it begins quietly, in moments that don’t look like leadership at all. A conversation where someone turns to you for direction. A meeting where the discussion stalls and you step in to move it forward. A situation where something feels off, and you choose to address it instead of walking away. These moments are easy to overlook. They don’t come with recognition or validation. Yet they are often where the real work of becoming a leader begins. It Starts Before You Feel Ready Many people assume they need to feel confident before they lead. In reality, leadership often shows up before confidence does. You may not have the answers. You may not feel fully prepared. You may even question whether it is your place to step forward. And yet, something in the situation asks you to. This is where leadership begins, not in certainty, but in response. The quiet decision to engage, to take responsibility, to move something forward. You Learn by Doing (and Re-doing) In the early stages, it’s common to try on different ways of leading. You might imitate someone you admire. You might try to sound more decisive than you feel. You might hold back when speaking up feels uncomfortable. Some approaches will work. Others won’t. That’s not failure; that’s formation. Over time, you begin to notice patterns: When do people respond to you? When do conversations open up or shut down? What feels natural, and what feels forced? This is how your way of leading starts to take shape not through theory, but through experience. The Moments That Stay With You There are certain experiences that leave a mark. A difficult conversation you didn’t handle the way you hoped. A decision you made under pressure. A moment where someone trusted you and you rose to meet it. These are the moments you replay later. Not because they were perfect, but because they mattered. They shape your instincts. They clarify your values. They quietly influence how you show up the next time. This is the deeper work of leadership. The kind that happens after the moment has passed. Learning to See What Others Don’t Yet See As you grow, leadership begins to shift. It’s no longer just about responding well in the moment. It becomes about noticing what might be coming next. You begin to ask: What risks are we not talking about? Where might this situation go if we don’t address it? What does the team need before the pressure builds? This is a subtle but important transition from reacting to anticipating. And it often develops quietly, through experience rather than instruction. Letting Go of What No Longer Works One of the less visible parts of leadership is learning to let go. Letting go of the need to have all the answers. Letting go of habits that once worked but no longer serve you. Letting go of the version of leadership you thought you needed to become. This isn’t easy work. It requires honesty, humility, and a willingness to change. But it’s often where the most meaningful growth happens. The Role of Reflection Leadership doesn’t grow from experience alone; it grows from reflection. Taking time to pause and ask: What happened there? What did I learn? What would I do differently next time? These moments of reflection don’t need to be formal. Sometimes they happen in conversation. Sometimes they happen quietly, at the end of the day. But they matter. Because they turn experience into insight and insight into growth. Becoming, Not Arriving There is a point many professionals are waiting for the moment when they will feel like a leader. For most, that moment never arrives in the way they expect. Because leadership is not a destination. It is an ongoing process of becoming. It is shaped in small, often unseen moments: when you choose to step forward when you learn from what didn’t go as planned when you adjust your approach when you stay open to learning The quiet work of becoming a leader is not always visible to others. But over time, it becomes visible in how you think, how you act, and how others experience your presence. And that is what leadership truly looks like. “Leadership is not built in the moments where everything goes right. It is built in the moments where you pause, reflect, and choose to grow.”

A Fresh Start: How Spring Can Inspire New Goals

By Jessica Jaithoo • March 16, 2026
Author: Rheya Patel, 2026 Social Media Committee Member As days become longer and the weather warms up, the first day of spring brings a sense of renewal and new beginnings. A time that feels more energizing and people are more motivated to reset their routines, look for new opportunities and clear away old habits. While spring is commonly associated with “spring cleaning” in the home, perhaps the same principal can be applies to the workplace. For organizations and HR groups, spring can be the perfect opportunity to encourage employees to reflect and construct new meaningful goals and “clean” out the “clutter” of goals that no longer help them grow or have already been achieved. Why is Spring the Perfect Time for Goal Setting? With the rush of returning to work after the holidays and resuming normal life, spring gives a perfect moment to pause and reflect. Employees can check on their progress, realign priorities and continue the year with renewed motivation. For HR teams, encouraging this reflection can re-engage employees and increase motivation. In turn, employees are more likely to be focused and productive while creating a space for meaningful conversations about growth, development, and career progression. How Can We Encourage Goal Reflection? Believe it or not, HR plays a crucial role in goal setting whether it is realized or not. Creating an open work environment where employees feel supported and encouraged with professional development is key in reflection and goal setting. Below are several ways organizations can use the season of renewal to inspire growth and goal setting. Encourage Reflection What accomplishments have employees made that they are proud of? What challenges have they faced? Asking these kind of questions and having one-on-one check-ins with employees can help support employees to openly discuss their goals and aspirations, and potentially create new goals. Promote Professional Development and Growth The arrival of spring can also create the chance to introduce new learning opportunities. Having a fresh mindset combined with training, workshops, mentorship initiatives, or skill-building programs, employees can feel more motivated and supported in pursuing growth.  This helps employees expand their skillsets and strengthen the organization as a whole. Foster Collaboration and New Ideas Tying back to renewed energy, organizations can encourage teams to collaborate and share new ideas. Brainstorming sessions, innovation workshops, or team goal-setting can foster inspiration and connectivity, Having an open space for discussions can help teams align goals with organizational priorities to promote innovation and productivity. Celebrate Progress Recognizing progress along the way is essential. Celebrating achievements and acknowledging progress have a significant impact on employee morale. Employee recognition programs, team shoutouts, or words of appreciation can go a long way to remind employees how valuable their efforts and contributions are and continue to motivate them to strive towards their goals. Final Thoughts The arrival of spring represents renewal, growth, and new possibilities. For HR professionals, it’s also the opportunity to encourage employees to pause, reflect, and move through the rest of the year with renewed purpose. Encouraging goal setting, promoting professional development, fostering collaboration, and celebrating progress, can tie the season of newness to inspire meaningful growth. The new season reminds us that progress doesn’t need to start January 1st. Sometimes, a change in perspective, and a little springtime inspiration, can be the step towards pursuing new goals and growth with confidence.

An Update from your Board of Directors – March 2026

March 16, 2026
As the governing voice of CPHR Alberta, the Board of Directors meets quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, have began delivery on the association's new strategic priorities developed in the 2026-2028 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on March 14, 2026 to review organizational performance, governance matters, and strategic priorities for the coming year. The Board’s key messages for the membership are as follows: Strong Association Performance in 2025 The Board reviewed the 2025 year-end financial statements and Q4 Management Discussion & Analysis. Key highlights include: 7,332 active members in 2025 (+409), a 6% year-over-year increase Student membership drove much of the growth, strengthening the profession’s long-term pipeline 76 professional development events delivered, reaching 7,000+ participants across Alberta 2025 CPHR Alberta Conference exceeded attendance targets with strong sponsor engagement 2026 conference outlook is strong, with sponsorship commitments nearing target levels The Board approved the 2025 audited financial statements, confirming the organization remains financially stable and well-positioned to support continued growth. Strengthening the Value of Recognition of the CPHR Designation The Board reviewed updates on thought leadership, marketing, and labour-market recognition of the designation. Key insights include that 52% of qualifying HR job postings now require or prefer a CPHR designation, demonstrating strong labour-market recognition. Strategic partnerships also continue to expand, including advancement in opportunities with the Academy to Innovate HR (AIHR). Marketing initiatives and industry engagement are focused on building awareness of the designation across employers and HR professionals. The Board remains focused on protecting and strengthening the credibility and value of the designation. Self-Regulation and Advocacy The Board discussed the current self-regulation review. Governance and Board Leadership The Board received updates from its committees and discussed key governance matters, including the Finance & Audit Committee’s oversight of audited financial statements and financial performance and the Governance Committee’s work on governance policy and board practices. The Human Resources Committee also provided updates on governance processes, including expressions of interest and board director voting results. The Board also reviewed board effectiveness practices, succession planning, and interest in the Vice-Chair role as part of ensuring strong leadership continuity. Looking Ahead The Board discussed priorities for the coming months, including: Preparation for the 2026 Annual General Meeting (May 7) Continued membership growth and engagement Delivering a successful 2026 CPHR Alberta Conference (June 2-3) The Board remains focused on supporting members, advancing the HR profession, and ensuring the organization remains strong and sustainable. The next Board meeting takes place in June 2026, after which we will again 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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