Balancing Act: Navigating Mental Health in the Workplace

Author : Wood Buffalo Chapter Committee 

As we come to the end of May, mental health awareness month, we still have far to go in breaking the stigma of mental health and taking steps to solve the growing anxiety and depression crisis. In a 2023 national poll by Mental Health Research Canada, we are facing the worst self-rated mental health indicators since the end of the pandemic, with more than one in ten Canadians reporting self-rated high anxiety or depression. The rise in self-rated depression was most prominent in Alberta and Ontario 1 .
 
According to Statistics Canada, 18% of the Canadian population suffers from an anxiety, mood related, or substance use disorder 2 but if we look left and right in our social circles, we can imagine that this number is so much higher due to individuals that don't feel safe or comfortable to acknowledge the part that mental health may play in their everyday struggles.
 
So many of our waking hours are spent at work, and though it’s not the only contributing factor, the culture of our workplaces can have a large impact on our mental health. According to the Mental Health Commission of Canada, 70 per cent of Canadian employees are concerned about the psychological health and safety of their workplace, and 14 per cent don’t think theirs is healthy or safe at all 3 . Some of the ways that employers can respond is by creating normalcy in talking about mental health, and taking action to address bullying, harassment, poor leadership, or toxic work environments.
 
Many employers are doing the right thing to offer more mental health resources in benefits plans. The greater the personal cost to employees, the less likely those employees will engage in mental health self-care. Instead, team members will often defer self-care and end up falling ill or having too difficult of a time managing their attendance. According to the Mental Health Commission of Canada, In 2011, mental health problems and illnesses among working adults in Canada cost employers more than $6 billion in lost productivity from absenteeism, presenteeism and turnover 3 . The total cost from mental health problems to the Canadian economy exceeds $50 billion annually 3
 
There are a lot of things that can be done to help, but the question is whether employers are prepared to make these changes for the sake of the employees who create the success of their company. If that doesn’t compel employers, then at the very least recognizing the short-term cost of supporting the mental health of employees will result in long-term financial gains by reducing turnover and absenteeism.

This article was written by the Wood Buffalo Chapter Committee of CPHR Alberta which is currently experiencing higher levels of stress due to Fort McMurray Wood Buffalo Wildfires and evacuation activities. For any HR professionals and leaders working in active wildfire communities this summer, we encourage you to do what you can to show empathy to your employees who make decisions based on their mental health instead of the company’s best interests. We need to have allowances for these at times.


“National Polling Initiative.” Mental Health Research Canada, www.mhrc.ca/national-polling. Accessed 16 May 2024. 

“Using Data from the 2022 Mental Health and Access to Care Survey, This Infographic Presents the Prevalence of Selected Mood, Anxiety, and Substance Use Disorders. Results Are Compared with the Results of the 2002 and 2012 Cycles of the Canadian Community Health Survey - Mental Health. the Infographic Also Looks at Unmet Mental Health Care Needs of Those Who Met Diagnostic Criteria for a Mood, Anxiety, or Substance Use Disorder.” Government of Canada, Statistics Canada, Government of Canada, Statistics Canada, 22 Sept. 2023, www150.statcan.gc.ca/n1/pub/11-627-m/11-627-m2023053-eng.htm. 

3  “Workplace Mental Health.” Mental Health Commission of Canada, 21 June 2023, mentalhealthcommission.ca/what-we-do/workplace/.  


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.



By Jessica Jaithoo August 26, 2025
Author : Veronica Flores, CPHR, Wood Buffalo Chapter In the fast-paced world of HR, we often talk about unconscious bias, diversity, and inclusion. But one subtle form of bias that continues to shape workplace dynamics, often without us realizing it, is the halo effect . The halo effect, as outlined in Canadian Organizational Behaviour by McShane, Steen, and Tasa, is a perceptual bias where our overall impression of someone, often shaped by a single trait, influences how we judge their other qualities. I experienced the halo effect in a way that has stayed with me ever since. As someone who immigrated to Canada from a vibrant Latino community, I brought with me not only my culture and language but also a strong set of personal values: dedication to excellence, deep respect for others, and a belief in the power of organization and continuous improvement. Over the years, I've built a life in Canada and grown professionally. One thing my colleagues quickly noticed? I’m extremely organized—my files are color-coded, I like to automate tasks and improve processes, and I genuinely believe that a tidy environment leads to a clear mind. But one day, that very strength—my love for order—became the only lens through which someone saw me, and not in the way I expected. Our team was switching workstations, and I noticed a new coworker, someone from a different cultural background, standing near their new desk, not quite settling in. I casually asked if they had moved in yet, and they replied, “I’m just waiting for you to clean it first.”  At first, I laughed, thinking it was a joke. But their expression stayed serious. That’s when it hit me: they had assumed I was there to clean their desk. Why? Because I’m Latina? Because I’m tidy? Because I was organizing my own space? I simply showed them where the cleaning supplies were and walked away. But the moment stayed with me, not just because it was uncomfortable, but because it revealed something deeper about how we perceive each other at work. Later, I opened up to another coworker about what had happened. She shared a story of her own: because she is from China, a colleague once asked her to perform acupuncture or massage their neck, assuming she must know traditional Chinese medicine. She was just as stunned as I had been. These assumptions weren’t rooted in malice, but they were rooted in stereotypes. And they show how the halo effect, when combined with cultural bias, can lead to reductive and even offensive conclusions. The Hidden Cost of Snap Judgments The halo effect doesn’t always manifest in such overt ways. Sometimes, it’s as subtle as assuming a soft-spoken employee lacks leadership potential or that someone who struggles with English isn’t as intelligent. These assumptions can influence hiring decisions, performance evaluations, and even day-to-day interactions. For HR professionals, the implications are significant. When we allow the halo effect to guide our perceptions, we risk reinforcing stereotypes and limiting opportunities for others. Worse, we may unknowingly create environments where people feel unseen or misjudged. Strategies to Counter the Halo Effect Here are a few practical ways HR professionals can help reduce the impact of the halo effect in their organizations: Get to know people beyond the surface. Take time to learn about your coworkers’ skills, experiences, and goals. Be mindful of cultural assumptions. Just because someone is from a particular background doesn’t mean they fit a cultural stereotype. Create space for conversations. Sharing stories, like the ones my coworker and I exchanged, can build empathy and awareness. Focus on inclusion, not just diversity. It’s not enough to have different people in the room. We need to ensure everyone is seen and valued for who they truly are. The halo effect reminds us that perception is powerful, but not always accurate. That day in the office reminded me that even positive traits can be misinterpreted when viewed through the wrong lens. And that inclusion means more than just being present; it means being seen clearly. So, as an HR professional, ask yourself: Are you seeing your coworkers for who they really are, or just through the halo of a single trait?
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.
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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