Beyond February: Investing in Black Futures Beyond Black History Month
Authors : Sherilyn Trompetter and Sky McLaughlin
Black History Month was first recognized in Canada in December 1995, following a motion introduced by the Honourable Dr. Jean Augustine. But beyond this month-long celebration, how are you including Black history, and investing in Black futures, in your business? Celebrating in February is not enough to create a strong, sustainable culture of diversity in your workplace. If you aren’t sure where to start, we are here to guide you with some jumping off points.
Re-examine your vendor lists
When shopping for caterers, sourcing client or staff appreciation gifts, or planning your next event, you may have vendors already in mind. The next time you are looking for services or products for your business, research into local, Black-owned businesses to add to your list of possible vendors.
Shopping locally generally stretches the value of your money
by supporting the communities immediately around you. Creating professional relationships with Black-owned businesses and supporting Black entrepreneurs further supports diversity in the marketplace. And who knows? Maybe your business’ next great professional partner is one of these vendors. You might even find your next favourite food, too!
Review your HR policies to embrace diversity
The definition of “workplace-appropriate” or “business attire” can be different for everyone. You may not know it or intend it, but it’s possible that your company dress code could be exclusionary or discriminatory. When it comes to creating a workplace environment that is welcoming of Black employees, culturally significant, natural, and protective hairstyles have a history of being prohibited by dress codes developed to uphold white norms. Revisit vague language that lends itself to biassed interpretations. Revise descriptions that prioritise safety and sanitary requirements according to the duties on the job, without overreaching into personal expression.
In this vein, also take a look at your hiring practices and policies. When it comes to application screening, how does your business account for unconscious biases against racialized candidates? In Canada
, and in the U.S.
having an obviously non-Anglo name has been shown to negatively impact candidates’ applications, because of (conscious or unconscious) racial stereotyping. Taking steps to lengthen review processes (to allow for more time to assess applications), and implementing panel-based hiring practices are two ways to start making it easier to hire more diverse and capable candidates at any level of your business!
Conclusion
While these suggestions may seem simplified here, there is no need to worry! Throughout any time of year, there are opportunities to celebrate Black excellence, and acknowledge Black history. There are professional and personal connections to be made with Black businesses and organisations around you, if you just take a look! And if you are ready to make changes to improve your company’s diversity and equity practices, we are here and ready to help.
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.
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!
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.
Seeking CPHRs, Retired CPHRs and Public Board Members
