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.



An Update from your Board of Directors - September 2026

October 9, 2026
The Board of Directors continues to provide oversight of CPHR Alberta’s 2026 – 2028 Strategic Plan. At its September meeting, the Board reviewed progress across the organization’s three strategic priorities and its continued focus on strong governance and financial stewardship. Influence and Visibility of the HR Profession CPHR Alberta continues to elevate the visibility and credibility of the CPHR designation with employers, policymakers, academic institutions and the broader business community. The Board remains focused on advancing recognition of the CPHR designation as the benchmark for excellence in HR and strengthening the position of CPHRs as trusted professionals and organizational leaders. Future-Ready HR Community CPHR Alberta continues to invest in programming that prepares members for the evolving world of work, with a focus on relevant and future-focused professional development, including emerging areas such as AI, HR law and executive leadership development. The 2026 Annual Conference continued to strengthen its position as a key gathering for Alberta’s HR community. One-third of attendees were at the executive level and nearly half attended for the first time, demonstrating both strong senior-level engagement and the ability to reach new audiences. The Board continues to support investment in learning, leadership development and connection that helps build a strong, future-ready HR community. Member Engagement and Community Connection Membership continues to grow, reaching 7,266 active members as of June 30, 2026, a 5% increase year over year . CPHR Alberta welcomed 407 new members year-to-date, with growth across most membership categories and regions. The Board is encouraged by this continued growth and remains focused on strengthening member engagement, connection and belonging across CPHR Alberta’s jurisdiction. Financial Position and Governance Planning CPHR Alberta continues to maintain a strong financial position and remains aligned with its full-year breakeven objective. The Board continues to monitor emerging economic risks, supported by regular forecasting and appropriate reserves. The Board also continues to strengthen governance, succession planning and Board effectiveness to ensure CPHR Alberta is well positioned to deliver on its strategic priorities. Looking Ahead The Board remains focused on effective oversight of the 2026 – 2028 Strategic Plan and ensuring CPHR Alberta is positioned to deliver meaningful and sustainable value to members. Progress in strengthening the visibility of the profession, preparing the HR community for the future, growing and engaging membership, and maintaining strong organizational stewardship provides a solid foundation for the work ahead. The next Board meeting takes place in November 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!

There's Still Time to Learn, Connect, and Earn CPD Hours

By Jessica Jaithoo • September 29, 2026
As the year draws to a close, now is the perfect time to invest in your professional growth. Whether you're looking to maximize your remaining professional development (PD) budget, complete your CPD requirements, or build skills in emerging areas, CPHR Alberta's fall lineup offers practical learning opportunities designed for today's HR professionals. A Timely Conversation: Workplace Suicide Awareness and Prevention October's Suicide Prevention Month serves as an important reminder that mental health and wellbeing continue to be critical workplace priorities. HR professionals are often called upon to support employees, leaders, and teams through difficult situations. Our Workplace Suicide Awareness for HR Practitioners: Masterclass (October 28) , led by Tara Adams, Founder of Abridge Consulting, provides practical guidance on understanding suicide in the workplace, implementing prevention strategies, and creating a more supportive workplace culture. * Earn 3 CPD hours. Lead Through the AI Shift with Confidence Artificial intelligence is rapidly transforming the workplace, making AI literacy an increasingly important skill for HR professionals. Our 3-day AI Certificate (AI Adoption that improves productivity without overwhelming the organization December 9-11) and Leading Through the AI Shift – Master Class (November 4) provide practical insights into AI adoption, workforce transformation, and the evolving role of HR. Build the knowledge and confidence needed to support AI initiatives and help your organization navigate change. Learn on Your Schedule with Conference On-Demand Access more than 20 recorded conference sessions, including keynotes, concurrent sessions, micro-sessions, and expert panels, anytime and anywhere. Gain practical HR insights, access speaker resources and presentations, and learn at your own pace. * Earn up to 5 CPD hours. Build Expertise in High-Demand HR Areas In addition to our featured offerings, this fall's PD calendar includes opportunities to strengthen core HR competencies through: Law Symposiums across Alberta chapters (September, October and November) Investigation Report Writing Workshop (November 5) Investigation Interviewing Techniques Workshop (November 18) Conducting Credibility Assessments Workshop (December 2) Workplace Investigation Training Certificate (November 24-26 and December 8-10) These programs provide practical, immediately applicable knowledge that can help strengthen decision-making, reduce organizational risk, and enhance your effectiveness as an HR professional. Don't Forget Your Complimentary Learning Opportunities  As part of your membership, you also have access to a variety of complimentary professional development opportunities throughout the fall, including: Monthly member roundtables Noon-hour webinars: Expert-led discussions on topics such as managing intergenerational teams, workplace agility, and common recognition and rewards mistakes. Finish the Year Strong Don't let unused professional development dollars or outstanding CPD requirements carry into year-end. Explore our fall learning opportunities and invest in skills that will support your success today and into the future—then round out the year by reconnecting with your professional community. Join your HR community at one of our Holiday Mingles , taking place across the province this November and December. These gatherings offer a chance to celebrate the year, expand your network, and reconnect with colleagues before the holiday season. View the Professional Development Calendar

World Mental Health Day: Key Lessons for HR Professionals

By Jessica Jaithoo • September 28, 2026
Author: Volunteers from the Wood Buffalo Chapter Observed annually on October 10th, World Mental Health Day highlights the importance of promoting mental health awareness and improving access to mental health support worldwide. The day was established by the World Federation for Mental Health and is supported internationally by the World Health Organization. In Canada, mental health challenges increasingly affect workplace productivity, employee engagement, and organizational sustainability. For HR professionals in Alberta, World Mental Health Day provides an opportunity not only to raise awareness but also to evaluate policies, workplace culture, and leadership practices that support psychological safety. HR professionals have a significant role in ensuring compliance with provincial legislation while building supportive work environments that address emerging mental health risks. Recent Canadian research indicates that workplace mental health challenges are widespread and growing. Several key statistics illustrate the scope of the issue: 1 in 5 Canadians experiences a mental health problem each year (Employment and Social Development Canada). Mental health problems remain the leading cause of disability in Canada . Approximately 58% of employed Canadians are affected by a mental health diagnosis either personally or through a family member. 52% of employees report mental health challenges that affected their work performance , yet only 33% disclose these challenges to their employer . 39% of Canadian workers report experiencing burnout , demonstrating a significant increase compared with previous years. Nearly 47% of Canadians identify work as the most stressful part of their daily life . The economic implications are also substantial. Mental health problems cost the Canadian economy approximately $51 billion annually, including $20 billion directly related to workplace impacts such as absenteeism and reduced productivity. These statistics demonstrate that workplace mental health is no longer solely an individual concern; it is a strategic organizational issue requiring active engagement from HR and Business leaders. Alberta Legislative Context: HR Responsibilities HR professionals in Alberta must navigate both occupational health and safety requirements and workers’ compensation frameworks related to psychological injuries. The Alberta Occupational Health and Safety Act requires employers to ensure the health and safety of workers, which increasingly includes psychological health and safety. While the legislation traditionally focused on physical hazards, workplace harassment, violence, and psychosocial risks are now recognized as hazards that must be addressed through prevention and policy. Under Alberta OHS requirements, employers must: Identify workplace hazards, including psychological hazards such as harassment or excessive workload Implement prevention measures and policies addressing workplace violence and harassment Provide training and reporting mechanisms for workers In practice, this means HR departments must develop policies addressing psychological safety, respectful workplaces, and harassment prevention. Failure to address these risks may expose organizations to legal liability and regulatory scrutiny. Another legislative body of work comes through the Workers' Compensation Board (WCB) Alberta which recognizes that psychological injuries can occur as workplace injuries similar to physical injuries. It provides income replacement to workers with a diagnosed injury or illness that is shown to arise out of and in the course of employment. For HR professionals, this has several implications: Workplace psychological injuries may result in WCB claims Employers may need to participate in claim investigations and return-to-work planning Organizations must demonstrate that reasonable steps were taken to prevent psychological harm Key Lessons for HR Professionals Integrate Psychological Safety into Workplace Safety Programs Mental health should be treated as part of occupational health and safety rather than a separate wellness initiative. HR professionals should integrate psychological risk assessments into safety management systems and identify workplace factors such as: excessive workloads toxic workplace culture violence, harassment or bullying lack of managerial or organizational support Proactive management of these risks can reduce absenteeism, disability claims, and employee turnover. Train Managers to Respond to Mental Health Concerns Managers often serve as the first point of contact when employees experience psychological distress. However, research shows that many supervisors feel unprepared to address mental health issues effectively. HR professionals should implement training programs that equip leaders to: recognize early signs of burnout or distress conduct supportive workplace conversations connect employees to resources such as Employee Assistance Programs Managerial support is particularly important, as studies show that support from managers and coworkers significantly improves workplace mental health outcomes. Address Workplace Stigma Despite increasing awareness, stigma remains a major barrier to mental health support. A significant proportion of Canadian employees report that they would hesitate to disclose mental health challenges due to fear of career consequences. HR professionals can reduce stigma by: encouraging senior leaders to discuss mental health openly integrating mental health awareness campaigns into workplace culture ensuring confidentiality when employees seek support Strengthen Workplace Supports Effective mental health support systems may include: Employee Assistance Programs (EAPs) flexible work arrangements mental health leave policies access to counselling services Research suggests that time off, flexible schedules, and supportive management are among the most effective workplace mental health supports. For HR professionals in Alberta, World Mental Health Day serves as an important reminder that mental health is both a legal responsibility and a strategic workforce issue. Organizations that prioritize psychological safety and employee wellbeing are better positioned to reduce disability claims, improve employee engagement, and retain skilled workers in a shrinking talent pool. With rising burnout levels, increasing psychological injury claims, and evolving legislative expectations, HR professionals in Alberta must take a leadership role in promoting mental health and wellbeing in the workplace. By aligning organizational practices with occupational health and safety requirements, supporting employees experiencing psychological challenges, and fostering open workplace cultures, HR professionals can help create healthier and more sustainable workplaces for the future.
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