Is Becoming Purpose-Driven an Antidote for The Great Resignation?

12
May 2022
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A group of people are putting their hands together on a wooden table.

Author:  Charla Vall, Founder & Principal at Vall Impact Company

The Realities Facing Organizations Today

For a variety of reasons, Canadian employees are leaving their jobs in droves, and there are no signs of this trend slowing down.

28% of Canadians surveyed in a recent Leger poll 1 said they voluntarily left their job in the last two years. 43% said they’re likely to look for a new opportunity in the next 2 years.  

What does this mean for organizations, and HR professionals in particular?

In short, you’re desperately fighting to attract, and keep your talent.

But the approaches you have used in the past are unlikely to be effective this time 2 .  

Scott Sonenshein, an organizational psychologist and  New York Times  best-selling author, put it bluntly on Brene Brown’s Dare to Lead podcast :

"If you think you’re going to come in and operate your business as if it’s February 2020, you’re going to get crushed. If you think you’re leading the same workforce – people with the same mindset, the same mentality, the same desires, and the same priorities – you are nuts. You have to change or get out of the way. There’s no turning back”

That’s a hard dose of reality to swallow.

But there’s another trend that has picked up steam during the pandemic.

This trend might even represent the change you need to wake up your disengaged employees before they walk.

Welcome to The New Era of Business

Let me take a guess… you’ve heard of the brands Patagonia, Tom’s Shoes and Seventh Generation.

Is it because their products are especially good? No. Although that does help.  

These companies stand out from the crowd because they do things differently.

More specifically, they are guided by a purpose that extends well-beyond generating profits.

They exist to make the world a better place, in some form or another.  

Purpose-driven companies exist to make the world a better place

And in recent years, more and more brands are adopting a purpose. This trend has accelerated enormously since the Covid-19 pandemic 3 .

Mainstream companies like Unilever, HP, Canva, AirBnb, Maple Leaf Foods, Telus, among many others, have declared a purpose that aims to benefit society 4 .  

It guides the company in everything they do.

What Does Purpose Have to Do with The Great Resignation?

It turns out that adopting a purpose, and becoming a truly purpose-driven company, makes you much more likely to attract and retain top talent 5 .

Millennials are more than 5 times more likely to stay when they have a strong connection to their employer’s purpose 6 .

A survey conducted in Summer 2020 found that nearly 9-in-10 employees say working for a company with a strong purpose is more important to them now than ever before 7 .

Becoming purpose-driven may be the kind of shake-up that won’t just make your staff want to stick around, but will turn them into champions for your organization. 

Purpose is Not a Tactic, It Requires a Strategy

There’s a catch though, declaring your company has a purpose is not enough.

Purpose needs to be embedded into the core fabric of your organization 8 .  

It needs to be seen, heard and felt by your board, executive team, management, staff and customers.

In other words, purpose can’t just be written on the wall.

To be authentically purpose-driven, your purpose can only be activated by people.

This means HR professionals are critical players in promoting a purpose-driven culture throughout their organization.

A text box that says `` purpose needs to be seen , heard and felt by your board

How Do You Become a Purpose-Driven Organization?

You might be intrigued, or even convinced, by the idea that purpose is a promising pathway to addressing so many of the challenges facing your company with respect to staff attraction and retention.

But what can you do if your company is not actively purpose-driven?

And once your company adopts a purpose, what can HR professionals do to embed it throughout their organization?

I’m thrilled to be answering these very questions in my upcoming workshop for CPHR.

Learn more about the new era of the Purpose-driven business and the role of HR Professionals at the HR Bootcamp on May 19 th .

 

Charla Vall is the founder & Principal at Vall Impact Company. Throughout her career, Charla has focused on addressing the root causes of society’s complex problems. Now, as an independent consultant, Charla helps impact-driven organizations gain the clarity, confidence and capacity to execute bold strategies that create real social and environmental change. 

 

References

  1. The Human Reality: Rethinking HR During the Great Resignation. Leger, May 4, 2022.   https://leger360.com/surveys/the-human-reality-rethinking-hr-during-the-great-resignation/
  2. The Human Reality: Rethinking HR During the Great Resignation. Leger, May 4, 2022.  https://leger360.com/surveys/the-human-reality-rethinking-hr-during-the-great-resignation/
  3. Fulwood, Alice. “ What’s behind the exploding number of shareholder resolutions on corporate purpose?” Money Talks, Spotify app., May 4, 2022. https://www.economist.com/podcasts/2022/05/04/whats-behind-the-exploding-number-of-shareholder-resolutions-on-corporate-purpose
  4. StrawberryFrog and RepTrak.  “Purpose Power Summit: How the Pandemic Changed Brand Purpose as We Know It”. Inc., June 2021. https://www.purposepowerindex.com/purpose-power-index-study-2021
  5. Bumb, Nikhil and Smith, Dane. “Companies that Lead With Authentic, Ambitious Purpose Can Capture Value From Six Sources”. Shared Value Initiative, July 24, 2019. https://www.sharedvalue.org/companies-that-lead-with-authentic-ambitious-purpose-can-capture-value-from-six-sources/
  6. “Putting Purpose to  Work: A study of purpose in the workplace”. PwC, June 2016. https://www.pwc.com/us/en/about-us/corporate-responsibility/assets/pwc-putting-purpose-to-work-purpose-survey-report.pdf
  7. “PN Purpose Tracker: Employee Perspectives on Responsible Leadership During a Crisis”. Porter Novelli, August 2020. https://www.porternovelli.com/wp-content/uploads/2021/01/02_Porter-Novelli-Tracker-Wave-X-Employee-Perspectives-on-Responsible-Leadership-During-Crisis.pdf
  8. “Putting Purpose to  Work: A study of purpose in the workplace”. PwC, June 2016. https://www.pwc.com/us/en/about-us/corporate-responsibility/assets/pwc-putting-purpose-to-work-purpose-survey-report.pdf

 

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 – November 2025

By Jessica Jaithoo • December 4, 2025
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, continues to deliver on the association's strategic priorities developed in the 2020 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 November 27, 2025, and is proud to share the strong momentum we are experiencing across our community. The Board’s key messages are as follows: Membership Growth As of September 30, 2025, we reached 7,213 active members, a 7% year-over-year increase, with the majority coming from student and emerging HR professionals. This growth affirms the momentum of our HR profession and the impact of our student engagement initiatives. Professional Development Member participation remains strong with 53 events held year-to-date, with 5,013 attendees across workshops, roundtables, webinars, and community sessions. Our complimentary events have played a key role in sustaining engagement and access to learning. Annual Conference The Annual Conference was a heavy focus for the association in Q3. The sold-out event continues to bring together our community for valuable professional development and networking opportunities, creating a strong foundation for 2026. Attendees reported high satisfaction, with over 370 in attendance, and a sold-out exhibitor hall. “The CPHR conference was incredibly educational and inspiring. The speakers motivated me, and it was an experience I’ll never forget. I really enjoyed it, grew closer to my team, and I definitely want to attend again.” – 2025 Conference Attendee The 2026 event will be held at the BMO Centre, in Calgary on June 2 and 3 – with increased capacity, expanded exhibitor space, and enhanced programming will elevate the experience for all HR professionals across Alberta, NWT and Nunavut. Self-Regulation The Board continues to assess the implications of Alberta’s Professional Governance Act (PGA), including: Advocacy, legal, and governance impact assessments are being commissioned. Preliminary recommendations from management will be brought to the Board in March and June 2026, leading to a formal decision. Further information will be shared, when ready.  Future Vision Approved: 2026-2028 Strategic Plan Our new 2026–2028 Strategic Plan will be rolled out in December to all members. The 3-year Strategic Plan, crafted from member feedback, market research, and collaboration with CPHR Canada – aims to strengthen our profession’s influence, amplifies leadership, and creates pathways for all members to thrive. Fiscal Responsibility Our Q3 financial review remains on track for a balanced year-end forecast. The 2026 draft budget has been approved – aligning resources with our strategic priorities while maintaining a disciplined and responsible financial approach. Board Governance Our board continues to focus on good governance practice, ensure stability, clarity, and accountability across our organization. FCPHR Nominations A reminder that the prestigious Fellowship Award is open for nominations! This national program recognizes Chartered Professionals in Human Resources (CPHRs) who have made exemplary contributions to the HR profession. Recipients are granted recognition as a Fellow of the Chartered Professionals in Human Resources (FCPHR). Click here to learn more about the Fellowship Award, including the guidelines and completing your nomination. You can also download a copy of the nomination form here. The next Board meeting takes place in March 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!

Charting the Future of HR: CPHR Alberta’s 2026-2028 Strategic Plan

By Jessica Jaithoo • December 2, 2025
At CPHR Alberta, we believe that the future of work is being shaped by the decisions we make today. That’s why we’re proud to share our 2026-2028 Strategic Plan—a bold, member-informed roadmap that will guide our organization over the next three years. This plan is the result of a deeply collaborative process, led by our Board of Directors and developed in partnership with our operations team. It reflects the voices of our members, gathered through surveys and conversations, and is grounded in market research and aligned with the national priorities of CPHR Canada. Together, we’ve crafted a strategy that is responsive, forward-looking, and rooted in data. At its core, the plan is about strengthening the Human Resources profession and supporting the people who drive it. It reaffirms our commitment to building a resilient, inclusive HR community—one that is equipped to lead in a rapidly evolving workplace landscape. Our redefined vision and mission statements speak to this ambition, and our newly articulated values provide a foundation for how we work, connect, and grow. The strategic priorities outlined in the plan reflect the areas where we believe CPHR Alberta can make the greatest impact. They focus on elevating the visibility and influence of the HR profession, fostering innovation and leadership across our community, and deepening engagement with our members and partners. These priorities are designed to meet the diverse needs of our jurisdiction, from urban centers to rural communities, and to ensure that every CPHR has the tools and support to thrive. As we look ahead, we’re energized by the possibilities this plan unlocks. It’s a call to action—for our team, our Board, and our members—to work together in shaping the future of HR. Whether it’s through new learning opportunities, stronger regional connections, or amplifying the voice of HR in public discourse, we’re committed to leading with purpose and impact. We invite you to explore the full 2026-2028 Strategic Plan and see how our shared vision will come to life. Together, we’re building a future-ready HR community—one that’s connected, influential, and prepared to meet the challenges of tomorrow.

Become an HR champion!

By Bailey Beauchamp • December 1, 2025
Seeking CPHRs, Retired CPHRs and Public Board Members
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