Balancing Organizational and Employee Needs and Interests

28
Sep 2023
CPHR Alberta
43
A group of business people are sitting at a table looking at a piece of paper.

Author : Jodie Jeworski 

As per the CPHR Code of Ethics, Balancing Interests is the duty of HR Practitioners to balance organizational and employee needs and interests within the practice of human resources.  Let’s explore a situation where the HR Business Partner (Jesse) has been asked to be a mediator between a manager (Sandy) and their employee (Taylor).  Sandy and Taylor are experiencing significant interpersonal conflict, and as a result, an investigation was launched with Taylor as the Complainant and Sandy as the Respondent.  While the outcome of the investigation found the allegations of bullying and harassment to have been unfounded, the conflict has not been resolved.  Sandy’s leader, Alex (the owner and CEO), wants a plan for resolution and workplace restoration.

Jesse held initial meetings with Sandy, Taylor, and Alex.  During these discussions, it was discovered that Alex and Taylor are family members; Alex gave Taylor the job.  Although distant, they are cousins and spend quite a bit of time together outside of the workplace.  Alex stated they want to ensure Taylor does not receive any discipline.  Further, Alex would like Sandy reprimanded and suspended without pay for one week.  Alex reminds Jesse that they report to Alex and have an obligation to see a successful outcome for Taylor.

With a clear power differential, Jesse is conflicted.  On the one hand, Jesse knows they have an obligation to be unbiased, act in good faith, respect the legal rights of all individuals, and uphold the CPHR Code of Ethics.  On the other hand, Jesse risks a career-limiting move and potential retaliation (up to and including termination) if the outcome is anything different than Alex stated.  Jesse is new to Calgary, has no friends or family here, and really needs this job.

If Jesse sides with Alex:

  • Bias is clearly demonstrated
  • Not acting in good faith
  • Contravention of the HR Code of Ethics
  • Workplace restoration will be nearly impossible to achieve
  • This could make the strained relationship between Sandy and Taylor worse
  • Either Sandy or Taylor may choose to leave the company

If Jesse follows due process:

  • Unbiased approach
  • Sandy and Taylor are both heard
  • Opportunity to explore options to remove the conflict and restore their professional relationship (which may take significant time and effort by all parties)
  • Upholding the CPHR Code of Ethics

Jesse opts for the second approach: due process.  Jesse hosts second meetings with Sandy and Taylor to determine what they would need and what they see to be helpful in conflict resolution and workforce restoration.  Based on the information gathered, this relationship is salvageable.  A third meeting is held where Jesse is the mediator between Sandy and Taylor.  They each share their thoughts and commit to working on their individual biases, as well as together to enhance their working relationship.  An action plan is established, and everyone has agreed to continue to meet regularly over the next three months.

Following the outcome of the third meeting, Jesse meets with Alex and shares the commitment and established action plan.  Jesse also explains that while there was no discipline for Taylor, there was also no discipline for Sandy.  Jesse explains there were no findings to suggest discipline for either individual.  Jesse also explains the CPHR Code of Ethics and the standards in which Jesse must abide by in order to be an HR Practitioner.  Although this was not a specific ‘win’ for Alex, Alex thanks Jesse for their hard work and promises to keep their relationship (and preferential treatment) outside of the workplace.

The CPHR Alberta Code of Ethics exists to guide HR Professionals in situations just like these every day.

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.



Mental Health in the Agriculture Industry

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.

CPHR Alberta’s Commitment to Supporting Reservists

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.

Leadership Risk Isn't Just a C-Suite Concern

By Marina Perkovic • July 29, 2025
Companies that invest in leadership development see real returns. According to Brandon Hall Group, organizations with strong leadership development programs are 1.5 times more likely to be financially high-performing, reinforcing the clear connection between leadership strength and business success (Brandon Hall Group, 2015). For small to mid-sized businesses, this risk can be especially high. As teams expand and complexity increases, the informal leadership structures that worked early on can start to crack. That’s where proactive leadership development and risk mitigation go hand-in-hand. The Leadership Gap Is a Hidden Business Risk According to a recent CPHR Alberta report, talent development and leadership gaps remain one of the top five organizational risks (CPHR Alberta, 2023). The consequences are rarely immediate, but they compound over time: • Missed growth opportunities • High-potential employees leaving due to lack of career clarity • Poor team morale when unprepared managers struggle to lead • Strategic drift from lack of alignment at the top A growing company without a leadership pipeline is like a car without a spare tire, it might keep rolling, but one unexpected bump can send the whole operation into a tailspin. Risk Mitigation Starts with Leadership Insight The first step in mitigating leadership risk is to move from guesswork to clarity. That means using structured tools like leadership assessments, succession planning frameworks, and targeted coaching to surface the actual capabilities of current and emerging leaders. In professional services firms, for example, it’s common to see technically strong employees promoted into management roles. While they excel in their areas of expertise, they often lack key leadership capabilities like delegation, feedback, and emotional intelligence (Gallo, 2016). Without proper development, this can lead to stalled projects, disengaged teams, and higher turnover. Leadership assessments and focused coaching are essential to identify these gaps early and build the skills needed to lead effectively. Common Leadership Risks in SMBs Every organization faces different risks, but these are some of the most common leadership vulnerabilities seen in growth-stage companies (SHRM, 2022): • Lack of succession planning: Only one person knows how to run a key function, creating bottlenecks and burnout. • Unclear decision-making authority: Teams waste time waiting for approvals or duplicating efforts due to ambiguous roles. • Promotion without preparation: High performers are promoted into leadership roles without training, leading to micromanagement or misalignment. • Poor feedback culture: A lack of honest dialogue means small issues snowball into bigger people problems. • Leadership misfit: A leader’s natural style may clash with the culture or needs of a specific team or situation. Mitigating these risks requires more than a one-time workshop. It takes intentional development, structured tools, and reinforcement over time (SHRM, 2022). What Effective Mitigation Looks Like The most successful companies don’t wait for a leadership crisis to take action. They build leadership strength proactively. Here’s what that looks like: • Leadership assessments are used during hiring and promotions to identify fit, style, and potential blind spots. • Customized coaching programs help leaders build the exact skills they need in real time, tied to their actual challenges (International Coaching Federation, 2022). • Leadership training cohorts (such as PowerUp Leadership’s “Coaching Skills for Managers” or “Authentic Leadership” programs) create a shared foundation across the organization. • Succession maps identify who is ready or could be ready for key roles in 12–24 months, creating a proactive development plan (SHRM, 2022). As companies grow, the complexity of people management increases exponentially. Systems, tools, and strategy all matter but none of them work without effective leadership behind them (McKinsey & Company, 2018). Investing in leadership development isn’t a “nice to have” for big companies, it’s a risk management strategy for every business serious about sustainable growth. 
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