Can Unresolved Workplace Conflict Impact Employees Mental Health?
Author: Michelle Phaneuf
In the current workplace, conflict is often seen as an inevitable part of team dynamics. Differences in opinions, personalities, and work styles can lead to disagreements that, if not resolved, can fester and grow. While conflict itself can be productive and lead to constructive outcomes, unresolved or unproductive conflict can negatively impact mental health and the workplace environment.
Conflict can arise from various sources, including miscommunication, differing values, competition for resources, or personal issues. When handled appropriately, conflict can foster creativity and innovation. However, when left unresolved, it can shift to a toxic environment that adversely affects employees’ mental health in some of the following ways;
- Increase Stress and Anxiety
One of the most immediate impacts of unresolved conflict is increased stress and anxiety within and among employees. Tension can create a cloud of unease in the workplace, making it difficult to concentrate on tasks. Employees may find themselves ruminating over conflicts rather than focusing on their work, leading to a decrease in productivity. Research indicates that chronic stress, particularly in the workplace, can lead to severe mental health issues such as anxiety disorders and depression. - Weaken Connections
In a workplace where conflict remains unresolved, working relationships can become strained. Communication breakdowns occur, leading to misunderstandings and further conflict. This breakdown can create an environment of distrust, where employees feel reluctant to collaborate or share information. As interpersonal relationships deteriorate, employees may isolate themselves, compounding feelings of loneliness and alienation. - Generate Burnout
Prolonged exposure to unresolved conflict can lead to burnout—a state of emotional, physical, and mental exhaustion. Employees who feel overwhelmed by ongoing conflict may struggle to maintain a work-life balance, often carrying the burden of workplace issues into their personal lives. Symptoms of burnout include chronic fatigue, irritability, and a sense of hopelessness. - Decrease Job Satisfaction
Unresolved conflict can erode job satisfaction over time. When employees feel trapped in a hostile work environment, their enthusiasm and commitment fades. This can lead to a cycle of disengagement, where the individual’s lack of motivation negatively impacts their performance and relationships with colleagues. The resulting discontent can create a ripple effect, impacting team morale and leading to higher turnover rates.
Given the potential impact of unresolved conflict on mental health, it’s crucial for both employees and employers to undertake strategies for early resolution such as the following;
- Keep Lines of Communication Open
Encouraging open communication is crucial to addressing conflict early. Creating a culture where employees feel safe expressing their concerns can prevent small disagreements from escalating into larger issues. Regular check-ins and team meetings can provide opportunities for team members to voice concerns and share feedback. - Increase Conflict Resolution Capacity
Training in conflict resolution can equip employees with the skills needed to handle disagreements constructively. Workshops that focus on effective communication, active listening, and interest-based negotiation can empower individuals to address conflicts directly and collaboratively. This fosters a healthier work environment and enhances team unity. - Further Support
In some cases, involving a neutral third party can help facilitate resolution. Mediation allows individuals to express their viewpoints in a safe environment leading to mutual understanding and finding a resolution that meets both parties needs. - Promote a Supportive and Psychologically Safe Culture
Organizations strive to create a supportive workplace culture that values mental health. Those offering resources such as employee assistance programs, mental health days, and wellness initiatives can help their employees manage stress and build resilience. A supportive culture encourages employees to seek help when needed and fosters a sense of belonging.
Unresolved conflict in the workplace can have profound implications for mental health. From increased stress and decreased job satisfaction to strained relationships and burnout, the repercussions are far-reaching. However, by fostering open communication, providing conflict resolution training, and promoting a supportive workplace culture, organizations can mitigate these effects and create a psychologically safe environment for all employees.
Ultimately, addressing conflict proactively not only protects mental health but also enhances overall workplace morale and productivity. By focusing on conflict resolution strategies, companies can cultivate a workplace where individuals feel valued, heard, and empowered to create collaborative working relationships.
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.
About Michelle
Michelle Phaneuf the principal of Workplace Fairness West in Calgary operating in conjunction with Workplace Fairness International. Workplace Fairness supports organizations in Alberta and across Canada to foster healthy cultures and strong working relationships. Michelle is a Certified Coach, Chartered Mediator, Certified Psychological Health & Safety Advisor, and trained Ombudsman who utilizes interest-based tools to bring awareness and empathy to manage difficult situations in a non-confrontational manner.
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.
Author: Rheya Patel, 2026 Social Media Committee Member As days become longer and the weather warms up, the first day of spring brings a sense of renewal and new beginnings. A time that feels more energizing and people are more motivated to reset their routines, look for new opportunities and clear away old habits. While spring is commonly associated with “spring cleaning” in the home, perhaps the same principal can be applies to the workplace. For organizations and HR groups, spring can be the perfect opportunity to encourage employees to reflect and construct new meaningful goals and “clean” out the “clutter” of goals that no longer help them grow or have already been achieved. Why is Spring the Perfect Time for Goal Setting? With the rush of returning to work after the holidays and resuming normal life, spring gives a perfect moment to pause and reflect. Employees can check on their progress, realign priorities and continue the year with renewed motivation. For HR teams, encouraging this reflection can re-engage employees and increase motivation. In turn, employees are more likely to be focused and productive while creating a space for meaningful conversations about growth, development, and career progression. How Can We Encourage Goal Reflection? Believe it or not, HR plays a crucial role in goal setting whether it is realized or not. Creating an open work environment where employees feel supported and encouraged with professional development is key in reflection and goal setting. Below are several ways organizations can use the season of renewal to inspire growth and goal setting. Encourage Reflection What accomplishments have employees made that they are proud of? What challenges have they faced? Asking these kind of questions and having one-on-one check-ins with employees can help support employees to openly discuss their goals and aspirations, and potentially create new goals. Promote Professional Development and Growth The arrival of spring can also create the chance to introduce new learning opportunities. Having a fresh mindset combined with training, workshops, mentorship initiatives, or skill-building programs, employees can feel more motivated and supported in pursuing growth. This helps employees expand their skillsets and strengthen the organization as a whole. Foster Collaboration and New Ideas Tying back to renewed energy, organizations can encourage teams to collaborate and share new ideas. Brainstorming sessions, innovation workshops, or team goal-setting can foster inspiration and connectivity, Having an open space for discussions can help teams align goals with organizational priorities to promote innovation and productivity. Celebrate Progress Recognizing progress along the way is essential. Celebrating achievements and acknowledging progress have a significant impact on employee morale. Employee recognition programs, team shoutouts, or words of appreciation can go a long way to remind employees how valuable their efforts and contributions are and continue to motivate them to strive towards their goals. Final Thoughts The arrival of spring represents renewal, growth, and new possibilities. For HR professionals, it’s also the opportunity to encourage employees to pause, reflect, and move through the rest of the year with renewed purpose. Encouraging goal setting, promoting professional development, fostering collaboration, and celebrating progress, can tie the season of newness to inspire meaningful growth. The new season reminds us that progress doesn’t need to start January 1st. Sometimes, a change in perspective, and a little springtime inspiration, can be the step towards pursuing new goals and growth with confidence.
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, have began delivery on the association's new strategic priorities developed in the 2026-2028 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 March 14, 2026 to review organizational performance, governance matters, and strategic priorities for the coming year. The Board’s key messages for the membership are as follows: Strong Association Performance in 2025 The Board reviewed the 2025 year-end financial statements and Q4 Management Discussion & Analysis. Key highlights include: 7,332 active members in 2025 (+409), a 6% year-over-year increase Student membership drove much of the growth, strengthening the profession’s long-term pipeline 76 professional development events delivered, reaching 7,000+ participants across Alberta 2025 CPHR Alberta Conference exceeded attendance targets with strong sponsor engagement 2026 conference outlook is strong, with sponsorship commitments nearing target levels The Board approved the 2025 audited financial statements, confirming the organization remains financially stable and well-positioned to support continued growth. Strengthening the Value of Recognition of the CPHR Designation The Board reviewed updates on thought leadership, marketing, and labour-market recognition of the designation. Key insights include that 52% of qualifying HR job postings now require or prefer a CPHR designation, demonstrating strong labour-market recognition. Strategic partnerships also continue to expand, including advancement in opportunities with the Academy to Innovate HR (AIHR). Marketing initiatives and industry engagement are focused on building awareness of the designation across employers and HR professionals. The Board remains focused on protecting and strengthening the credibility and value of the designation. Self-Regulation and Advocacy The Board discussed the current self-regulation review. Governance and Board Leadership The Board received updates from its committees and discussed key governance matters, including the Finance & Audit Committee’s oversight of audited financial statements and financial performance and the Governance Committee’s work on governance policy and board practices. The Human Resources Committee also provided updates on governance processes, including expressions of interest and board director voting results. The Board also reviewed board effectiveness practices, succession planning, and interest in the Vice-Chair role as part of ensuring strong leadership continuity. Looking Ahead The Board discussed priorities for the coming months, including: Preparation for the 2026 Annual General Meeting (May 7) Continued membership growth and engagement Delivering a successful 2026 CPHR Alberta Conference (June 2-3) The Board remains focused on supporting members, advancing the HR profession, and ensuring the organization remains strong and sustainable. The next Board meeting takes place in June 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!
The 2026 HRC West Case Competition, hosted by CPHR BC & Yukon and CPHR Alberta, concluded with outstanding student performances from across British Columbia and Alberta, showcasing the next generation of human resource professionals. The first-place team, ThriveSpire from Mount Royal University’s Bissett School of Business (Alberta), consisting of Nicole Sivertson, Brooke Jenkins, Jam Roda, and Gabrielle Vadnais, secured the $1,500 grand prize for their winning case presentation. Second place was awarded to HRInnovate from Bow Valley College (Alberta), followed by HRmony Solutions from Acsenda School of Management (British Columbia) in third and Innocore from Douglas College (British Columbia) in fourth place. This year’s competition featured 16 teams from post-secondary business schools across BC and Alberta. The exceptional quality of presentations reflected the passion, innovation, and practical expertise students will bring to the human resources profession as they begin their careers. CPHR BC & Yukon and CPHR Alberta extend their sincere thanks to all participating students, coaches, and judges for their dedication and contributions to the success of the event. Special appreciation is also extended to KPU’s Melville School of Business for hosting the 2026 HRC West Case Competition. Plans are already underway for the 2027 HRC West Case Competition, which will take place at Mount Royal University in Alberta on March 5 and 6, 2027. For more information visit: https://cphrbc.ca/hrc-west About the HRC West Case Competition The HRC West Case Competition is an annual student competition organized and co-hosted by CPHR BC & Yukon and CPHR Alberta, bringing together post-secondary students from across Western Canada to apply human resource theory to real-world business challenges while fostering professional growth, collaboration, and industry readiness. About CPHR BC & Yukon CPHR BC & Yukon is a non-profit organization dedicated to advancing the HR profession through education, advocacy, awareness, and professional development opportunities. Established in 1942, the association is the Voice of the HR Profession with a mandate to enhance the profession and advance member value. The organization provides leadership to more than 8,500 members and is both a founding member of the Chartered Professionals in Human Resources of Canada (CPHR Canada) and the exclusive grantor of the Chartered Professional in Human Resources (CPHR) designation in British Columbia and the Yukon. www.cphrbc.ca Media Contact: Quinne Davey Senior Member Relations Manager, CPHR BC & Yukon quinnedavey@cphrbc.ca 604-694-6943 www.cphrbc.ca
