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
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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.
1 “National Polling Initiative.” Mental Health Research Canada, www.mhrc.ca/national-polling. Accessed 16 May 2024.
2 “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.
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.
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!
The 2026 HRC West Case Competition, hosted by CPHR BC & Yukon and CPHR Alberta, concluded with outstanding student performances from across British Columbia and Alberta, showcasing the next generation of human resource professionals. The first-place team, ThriveSpire from Mount Royal University’s Bissett School of Business (Alberta), consisting of Nicole Sivertson, Brooke Jenkins, Jam Roda, and Gabrielle Vadnais, secured the $1,500 grand prize for their winning case presentation. Second place was awarded to HRInnovate from Bow Valley College (Alberta), followed by HRmony Solutions from Acsenda School of Management (British Columbia) in third and Innocore from Douglas College (British Columbia) in fourth place. This year’s competition featured 16 teams from post-secondary business schools across BC and Alberta. The exceptional quality of presentations reflected the passion, innovation, and practical expertise students will bring to the human resources profession as they begin their careers. CPHR BC & Yukon and CPHR Alberta extend their sincere thanks to all participating students, coaches, and judges for their dedication and contributions to the success of the event. Special appreciation is also extended to KPU’s Melville School of Business for hosting the 2026 HRC West Case Competition. Plans are already underway for the 2027 HRC West Case Competition, which will take place at Mount Royal University in Alberta on March 5 and 6, 2027. For more information visit: https://cphrbc.ca/hrc-west About the HRC West Case Competition The HRC West Case Competition is an annual student competition organized and co-hosted by CPHR BC & Yukon and CPHR Alberta, bringing together post-secondary students from across Western Canada to apply human resource theory to real-world business challenges while fostering professional growth, collaboration, and industry readiness. About CPHR BC & Yukon CPHR BC & Yukon is a non-profit organization dedicated to advancing the HR profession through education, advocacy, awareness, and professional development opportunities. Established in 1942, the association is the Voice of the HR Profession with a mandate to enhance the profession and advance member value. The organization provides leadership to more than 8,500 members and is both a founding member of the Chartered Professionals in Human Resources of Canada (CPHR Canada) and the exclusive grantor of the Chartered Professional in Human Resources (CPHR) designation in British Columbia and the Yukon. www.cphrbc.ca Media Contact: Quinne Davey Senior Member Relations Manager, CPHR BC & Yukon quinnedavey@cphrbc.ca 604-694-6943 www.cphrbc.ca
