Building Trust with Indigenous Employees: The Role of HR and Leadership

Trust is the foundation of any successful workplace, and for Indigenous employees, it is defined by historical, social, and political realities that organizations must acknowledge and understand. Building trust with Indigenous employees goes beyond basic diversity policies to a more informed and meaningful action plan towards achieving a respectful, equitable workplace and a commitment to reconciliation.

 

According to Alberta Learning Information Service (ALIS), a commitment to building a trusting relationship between employers and Indigenous employees is not only an ethical responsibility but also creates a strategic business advantage. Human Resources and leadership play a crucial role in building this trust by intentionally integrating inclusion, trust, and accountability into all aspects of the workplace.


Understanding Trust in the Indigenous Workplace Context

 

Trust for Indigenous employees is influenced by a history of colonization, systemic discrimination, and inequities that affect employment experiences today. Data from Statistics Canada (2022) reveals that Indigenous people are more likely to experience workplace discrimination than non-Indigenous employees (15.2% versus 9.1%), and they are also less likely to remain in roles long-term, with only 32.0% reporting tenures of 10 years or more compared to 37.3% of non-Indigenous workers.

 

Statistics like these reveal the lower levels of psychological safety that Indigenous employees feel at work. Building psychological safety for this marginalized group therefore requires HR and leadership to move from performative inclusion to more meaningful and relationship-based practices that are centered around trust, respect, and inclusion.


The Role of HR and leadership in Building Trust

 

Building trust with Indigenous employees is a shared responsibility that requires both HR and leaders to work in sync.  We will discuss the roles of both parties below.

 

1. Mentorship 

Indigenous employees who are new to the workforce might be unfamiliar with systems, procedures, and expectations. A mentorship program, opportunities for leadership development or training, or a buddy system that pairs them with an employee guide and supports them throughout their first few months or longer can be beneficial for these workers.

 

An effective mentorship program will require organizational leadership to endorse and prioritize mentorship initiatives while HR works with managers to design and implement mentorship programs that will meet each employee’s development needs. When done right, Indigenous mentorship programs can bridge the cultural gaps and create safe spaces for growth and promote psychological safety.
 

2. Cultural Competency and Awareness Training 

Cultural competency has become a critical skill in managing today’s diverse workforce and  the major aim of this training is to create awareness and/or improve the understanding of various cultures and beliefs in the workplace while equipping staff with skills required to seamlessly communicate, collaborate, and respectfully work with people from different backgrounds.
  

Leaders must champion this training and promote a culturally respectful workplace culture. HR must lead the implementation of such training, ensuring it is structured, inclusive, and embedded across the organization and engage the right facilitators.
 

3. Providing Support for Emotional and Mental Well-being 

Supporting Indigenous employee well-being is another critical responsibility. To achieve this, organizational leaders must commit to fostering a culturally safe, trauma-informed workplace that respects Indigenous traditions, prohibits discrimination, and creates environments where Indigenous employees feel safe to speak up.  Clear reporting avenues and prompt action to concerns should be addressed.


HR’s part in this initiative is to provide Indigenous based employee assistance programs like Indigenous-specific counselling resources, elder support, and land-based healing programs where accessible. Also, promoting a supportive workplace culture, fostering inclusive team environments where Indigenous employees feel supported and valued.

 

4. Integrating Cultural Inclusion in Workplace Practices 

This is another shared responsibility between HR and leadership. HR plays a key role in designing and formalizing cultural inclusion practices such as starting corporate events with land acknowledgments, creating space for cultural practices like smudging, supporting flexible holidays for cultural celebrations, and ensuring that Indigenous memorial events such as the National Day for Truth and Reconciliation or Aboriginal Awareness Day are celebrated.
 

The leadership role is to reinforce these commitments to cultural inclusion by openly supporting and participating in these initiatives, which shows that the organization regards cultural inclusion as a priority. 

 

5.Supporting Career Advancement and Fair Performance Practices
 

Finally, HR plays a vital role in designing clear, transparent paths for advancement and working with managers to implement fair and consistent application of performance standards and employee feedback systems.

 

Organizational leaders are responsible for supporting employee growth and development, encouraging participation in career advancement pathways, and demonstrating commitment to equity and inclusion.

 

The following experience report offers a real-world example of how the trust-building principles outlined above can be put into practice through partnership, flexibility, and shared accountability. 


Experience Report: Building Trust Through an Indigenous Employment Partnership by Rike Enss 


In 2024, my HR team attended a career fair at Norquest College where they were approached by leaders of the Indigenous Career Centre, an external facing program of the college located right next to Norquest. The Indigenous Career Centre (ICC) connects Indigenous talents with their employer partners. So, the conversation was two-fold, finding an employer partner that could support employment opportunities. As a company who has Indigenous Partnerships as a strategic pillar and actively connects with Indigenous communities to support each other, we were very open to connecting and hearing how we can engage.

   

From there, many conversations and meetings were held, where we got to know each other and actively connected on what this partnership could look like, as we are mostly a seasonal employer. Most of our jobs are entry level and all one needs are 3 safety tickets. Even that could be quite a challenge for some Indigenous job seekers. But the Indigenous Career Centre was there to help, and able to financially support job seekers with getting these tickets through funding or other means.

   

Before the whole partnership could begin, a formal Pipe Ceremony was held in February of 2025, where leaders from both sides came together to ground our relationship and affirm our intention to walk together side by side, helping each other and our job seekers.  As a company, we also knew we needed to be a bit more flexible than our usual approach, and that wasn’t hard to achieve. Partnering with ICC and consistent and open feedback and communication made this possible.

   

In the spring of 2025, my HR team was actively recruiting from ICC. We started with 6 people entering into our weeklong training that is required to work as a safety watch. Of the 6, we had 1 person remaining who started working with us, but what a shining star! Even though we weren’t successful in having the other 5 start work, we have had great experiences and gained some valuable learnings.

 

When we started our recruitment approach in the fall, we changed our process to allow for more time to obtain tickets, provide additional support during the process, and make sure expectations were clear and set. As a result, ICC was also able to source better candidates who would be a good fit for the oil and gas industry and potentially available to be away from home. Over time, the 2 partners understood each other's needs better, and both continue to learn the other’s needs. In the fall, we ended up hiring 6 people from the ICC.  This spring 2026, we successfully trained 7 people from the Indigenous Career Centre.

 

Being able to learn from each other and grow together is a very rewarding experience as an employer.


Conclusion 

Creating a culturally safe and supportive workplace is essential to fostering belonging and well-being for indigenous employees. When leaders and HR create a culture that listens, learns, and acts with respect, trust is achieved. An inclusive environment not only supports Indigenous employees to thrive but also improves engagement, retention, and overall workplace relationships.
 

Trust is built through accountability, and it is important that organizations align workplace practices with Truth and Reconciliation Commission of Canada’s Calls to Action and the United Nations Declaration on the Rights of Indigenous Peoples strengthens Indigenous inclusion efforts. Organizations should track metrics like retention, engagement, and psychological safety, while incorporating Indigenous voices through lived experiences. Organization should also publish their Indigenous inclusion commitments, report on their progress, and be honest when they fall short. 


Finally, acknowledging the long-term organizational risks of failing to build trust -such as reputational harm, reduced engagement, and limited talent attraction - would emphasize the strategic importance of sustained and accountable action. 




By Oluwayemisi Peters and the CPHR Alberta Edmonton Chapter Committee

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.



Great Workplaces Begin with Great Leaders

By Jessica Jaithoo • October 23, 2026
Why frontline leadership matters more than ever As organizations across Alberta navigate economic uncertainty, workforce pressures, and rapid technological change, one question continues to surface: what separates organizations that thrive from those that struggle to adapt? At Great Place To Work®, their research points to a consistent answer: leadership. Not just executive leadership, but leadership at every level of the organization. While senior leaders set vision and direction, frontline leaders shape the day-to-day employee experience that determines whether people trust, engage, innovate, and embrace change. In many ways, the future of work will be defined not by technology, but by the quality of leadership that guides people through it. Alison Grenier, Head of Culture and Research for Great Place to Work, has been studying the Best Workplaces in Canada for the past 15 years. She sat down with CPHR Alberta to discuss the importance of frontline leaders in shaping workplace culture. “In many ways, the future of work will be defined not by technology, but by the quality of leadership that guides people through it.” Alison Grenier, Head of Culture and Research, Great Place To Work Canada Q: Why is leadership such an important topic right now? Because organizations are operating in an environment of constant change. Employees are being asked to adapt to new business priorities, new ways of working, and increasingly, new technologies. In times like these, people look to their leaders for clarity, support, and confidence. Strong leadership helps employees navigate uncertainty and stay focused on what matters most. Q: What connection do you see between leadership and workplace culture? Culture is often thought of as something abstract, but employees experience culture through everyday interactions with their leaders. How leaders communicate, listen, recognize effort, involve people in decisions, and demonstrate care all shape the employee experience. Over time, those experiences become culture. Q: Why are frontline leaders especially important? Frontline leaders are the people employees interact with most frequently. They sit at the intersection of organizational strategy and everyday work. They explain change, answer questions, remove barriers, coach employees, and reinforce purpose. Research consistently shows that employees are more likely to stay, contribute ideas, and give extra effort when they feel supported by their direct leader. Yet frontline managers are often the most overlooked group when it comes to development and support. Q: What challenges are frontline employees facing today? Frontline employees continue to experience significant pressure. Research points to high levels of burnout, concerns about workload, staffing shortages, and a desire for greater flexibility and support. Many also report feeling disconnected from decision-making and organizational priorities. Q: What do employees need most from leaders right now? They need leaders who listen, communicate clearly, and help them understand how their work contributes to a larger purpose. Employees want transparency when circumstances change. They want to feel heard when they raise concerns. They want recognition when they make extra effort. Most importantly, they want leaders who genuinely care about their success and well-being. These may sound like simple behaviours, but they have a profound impact on trust, engagement, and retention. Q: How does artificial intelligence fit into this conversation? AI is one of the most significant workplace changes many organizations have faced in years, but successful AI adoption is less about technology and more about leadership. Organizations that treat AI as a technology project will struggle, while those that treat AI as a people and leadership opportunity are more likely to succeed. Even employees who may never use AI directly in their roles will likely be affected by changes in workflows, processes, customer expectations, or business operations. When employees feel excluded from conversations about the future, uncertainty tends to grow. Bringing everyone into the discussion helps build understanding, trust, and readiness for change. Q: What enables organizations to adapt more effectively to change? Trust. Our research consistently finds that employees in high-trust workplaces are more willing to adapt, learn, collaborate, and embrace change. When trust is strong, employees are more likely to assume positive intent, contribute ideas, and support organizational priorities. Q: What role can HR professionals play in strengthening leadership? HR professionals play a critical role by helping leaders translate organizational goals into meaningful employee experiences. That includes providing leaders with the tools, skills, and insights they need to communicate effectively, listen actively, recognize contributions, and build trust. The goal is not for HR to "own" culture, but to enable leaders to create the conditions where great culture can thrive. Q: What message would you leave with Alberta leaders? Never underestimate the impact you have on the people around you. As organizations prepare for the future of work, leadership remains one of the most powerful competitive advantages available. Leadership has always mattered. In an era of constant change, it matters more than ever.

The Spooky Side of HR: Workplace Frights That Keep HR Up at Night

By Jessica Jaithoo • October 19, 2026
Author: Taia Northrup , 2026 Social Media Committee Volunteer Halloween is the season for haunted houses and stories that send shivers down our spines. But for HR professionals, some of the scariest situations don’t involve ghosts or goblins. They happen right within the workplace. Behind every employee experience is a workplace culture shaped by communication, leadership, expectations, and trust. Research suggests that factors such as unclear roles, unmanaged workplace stress, and limited opportunities for employees to speak up can have meaningful consequences for both employees and organizations (Hassan, 2013; Government of Canada, 2016; CIPD, 2024) This Halloween, let’s shine a light on the spooky side of HR: the workplace realities we do not always talk about. 1. The ghost of communication past Poor communication can haunt an organization long after a message is missed. Important updates get lost; expectations are assumed rather than explained, and employees are left piecing information together on their own. This results in confusion, frustration, duplicated work, and a growing lack of trust. The reality is that communication isn’t just about sending a message. It’s about making sure the right people receive it, understand it, and know what to do with it. Two-way communication also gives employees a way to raise concerns and contribute ideas, helping organizations better understand the experiences of their workforce (CIPD, 2024) 2. The never-ending zombie job description Responsibilities keep growing. Projects are added. Employees become unofficial go-to person for tasks that don’t seem to belong to anyone else. Unclear roles and responsibilities can leave employees overwhelmed, leaders frustrated, and teams working in silos. Research by Hassan (2013), examining 1,699 employees across 45 government agency office, found that great role clarity was associated with higher job satisfaction and lower turnover rates. When accountability is missing, tasks fall through the cracks, or multiple people unknowingly do the same work. Employees need clarity about their roles, decision-making authority, priorities, and how their work connects to the bigger picture. The Government of Canada also identifies clearly defined duties and responsibilities as one of the practices that supports psychological health in the workplace (Government of Canada, 2016). A job description shouldn’t be a document that comes back to life once a year for performance reviews. Expectations should evolve alongside the role. 3. The turnover vampire One employee leaves. Then another. Before long, the team is spending more time recruiting, onboarding, and training than getting work done. High turnover can drain an organization of institutional knowledge, team stability, and employee morale. And when remaining employees absorb the workload, burnout can quickly follow. But here’s the frightening part: turnover is often treated as a recruitment problem when the underlying causes may have little to do with recruitment. Employees may be leaving because of poor leadership, limited development opportunities, unmanageable workloads, lack of recognition, or a lack of clarity about what is expected of them. Research on role clarification has also identified a relationship between clearer roles, job satisfaction, and lower turnover (Hassan, 2013). 4. The haunted house of unspoken expectations Employees are expected to know what success looks like. Managers assume their teams understand the priorities. Performance reviews arrive, and suddenly, everyone discovers they’re not on the same page. When expectations aren’t clearly communicated, employees may feel blindsided by feedback, while managers become frustrated that work isn’t being completed as expected. The problem isn’t always a lack of effort. Sometimes, it's a lack of clarity. Clear expectations need to be established early and revisited often. Regular check-ins, meaningful feedback, and conversations about priorities can help prevent misunderstandings before they become performance concerns. Role clarity is also associated with greater work satisfaction, reinforcing the value of ensuring employees understand what their roles require (Hassan, 2013). 5. The burnout cauldron The team is short-staffed. Deadlines aren’t moving. Everyone is doing their best to keep things running, and taking a break feels impossible. Overtime, extra responsibilities become the norm, workloads keep increasing, and exhaustion is mistaken for dedication. Burnout rarely appears overnight. It can build gradually as employees operate in survival mode for weeks or months. The World Health Organization describes burnout as an occupational phenomenon resulting from chronic workplace stress that has not been successfully managed (WHO, 2019) Organizations need to look beyond individual coping strategies and examine the workplace conditions contributing to exhaustion. Managing workloads, supporting employee participation, and defining responsibilities are among the practices recommended by the Governent of Canada for psychologically healthy workplaces (Government of Canada, 2016) Sustainable performance requires realistic expectations, supportive leadership, and the ability to raise concerns without fear. 6. The employee engagement masquerade The survey results look good. The engagement event was a success. Everyone smiled at the team photo. But behind the scenes, employees may feel disconnected, unheard, or reluctant to speak honestly about their experiences. Social events and recognition programs can contribute to a positive employee experience. However, they cannot replace trust, fir treatment, meaningful work, and leaders who listen and follow through. Asking employees feedback, listening without becoming defensive, and communicating what happens next. When people see that their input leads to meaningful action, engagement becomes more than a survey. Research highlighted by the Chartered Institute of Personnel and Development (CIPD, 2024) suggests that employee voice can strengthen the long term benefits of effective management practices. Bringing the shadows into the light The most challenging workplace issues aren’t always dramatic. Often, they’re the small, recurring problems that go unaddressed until they become much harder to ignore. A missed conversation, an unclear responsibility, another resignation, a team that has stopped speaking up. These are reminders that a healthy workplace doesn’t happen by accident. It takes intentional communication, clear expectations, supportive leadership, and a willingness to address uncomfortable issues before they grow. This Halloween, let’s look beyond the policies and processes and pay attention to the everyday experiences shaping our workplaces.

An Update from your Board of Directors - September 2026

October 9, 2026
The Board of Directors continues to provide oversight of CPHR Alberta’s 2026 – 2028 Strategic Plan. At its September meeting, the Board reviewed progress across the organization’s three strategic priorities and its continued focus on strong governance and financial stewardship. Influence and Visibility of the HR Profession CPHR Alberta continues to elevate the visibility and credibility of the CPHR designation with employers, policymakers, academic institutions and the broader business community. The Board remains focused on advancing recognition of the CPHR designation as the benchmark for excellence in HR and strengthening the position of CPHRs as trusted professionals and organizational leaders. Future-Ready HR Community CPHR Alberta continues to invest in programming that prepares members for the evolving world of work, with a focus on relevant and future-focused professional development, including emerging areas such as AI, HR law and executive leadership development. The 2026 Annual Conference continued to strengthen its position as a key gathering for Alberta’s HR community. One-third of attendees were at the executive level and nearly half attended for the first time, demonstrating both strong senior-level engagement and the ability to reach new audiences. The Board continues to support investment in learning, leadership development and connection that helps build a strong, future-ready HR community. Member Engagement and Community Connection Membership continues to grow, reaching 7,266 active members as of June 30, 2026, a 5% increase year over year . CPHR Alberta welcomed 407 new members year-to-date, with growth across most membership categories and regions. The Board is encouraged by this continued growth and remains focused on strengthening member engagement, connection and belonging across CPHR Alberta’s jurisdiction. Financial Position and Governance Planning CPHR Alberta continues to maintain a strong financial position and remains aligned with its full-year breakeven objective. The Board continues to monitor emerging economic risks, supported by regular forecasting and appropriate reserves. The Board also continues to strengthen governance, succession planning and Board effectiveness to ensure CPHR Alberta is well positioned to deliver on its strategic priorities. Looking Ahead The Board remains focused on effective oversight of the 2026 – 2028 Strategic Plan and ensuring CPHR Alberta is positioned to deliver meaningful and sustainable value to members. Progress in strengthening the visibility of the profession, preparing the HR community for the future, growing and engaging membership, and maintaining strong organizational stewardship provides a solid foundation for the work ahead. The next Board meeting takes place in November 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!
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