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

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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.



A Strategic Guide to Organization Restructuring, Part 1

By Jessica Jaithoo • September 29, 2025
Author: Ada Tai, MBA, CPHR, SHRM-SCP I’ve been watching the pace of corporate restructuring accelerate this year, and it’s striking how no sector seems immune. ConocoPhillips is reducing its global workforce by a quarter. Intel is preparing to slash 24,000 jobs in one of the largest shake-ups in its history. Salesforce is eliminating 4,000 positions as it doubles down on its AI strategy. Paramount Skydance, fresh off its blockbuster merger, is shedding up to 3,000 roles; while Hudson’s Bay, a retailer that’s been part of Canada’s identity for more than 350 years, is closing its doors and letting go of more than 8,300 employees. Add to that layoffs at Starbucks, Amazon, PwC, Burberry and even Recruit Holdings, the parent company of Indeed and Glassdoor 1 , and the picture becomes clear: we’re in the middle of a global restructuring storm, where technology, cost pressures, and shifting markets are re-writing the rules of work. In my recent conversations with business leaders, one theme keeps surfacing: many are contemplating a restructuring of their own. However, they’re not just looking to cut costs; they’re seeking a clear strategy. That’s what this guide is about: how to prepare for restructuring with purpose, clarity, and humanity. Step One: Define the "Why" Restructuring is one of the most complex decisions a company can make. Done poorly, it can destabilize operations and damage culture. Done well, it can reset the business for future success. The starting point is always the “why.” What problems are you solving? Common drivers include: Financial distress - Reducing costs and/or improving profit margin to stabilize the business Market changes - Pivoting toward new products, services, or geographical territories Technology shifts - Re-organizing to adopt AI, automation, or other innovations Efficiency and competitiveness: Streamline structures or flatten hierarchies The objectives must be specific, measurable, and aligned with the company's long-term vision. This "why" is the foundation for the entire plan and is essential for communicating with stakeholders. Step Two: Define the “What” Once the purpose is clear, organizations can proceed to define the scope. Which functions are absolutely critical to preserve? And which areas could be restructured, consolidated, or phased out? This stage is about mapping priorities. In my work with clients, I often find that once they clarify their non-negotiables, the rest of the plan comes into focus much more easily. Step Three: Plan the “How” Too often, companies jump straight to layoffs, but effective restructuring requires scenario planning. Before jumping to layoffs, I’d advise businesses test different options to see which will lead to the best results for their company. This might include a hiring or salary freeze, reduced hours, offering voluntary exits, retraining employees, or re-deploying talent to new roles. Each option carries different financial, operational, and cultural impacts. Running these scenarios before making cuts prevents costly missteps.  Equally important: restructuring can’t be run by a single department in isolation. Organizations need a cross-functional team of leaders, supported where needed by external advisors who bring objectivity and specialized expertise.

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.
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