Celebrating Incredible Women in the HR Profession!
The theme for International Women’s Day this year was “Invest in Women: Accelerate Progress”. According to the Government of Canada “it is a call to action and a reminder that gender equality is one of the most effective ways to build healthier, more prosperous, and more inclusive communities. We all have a role to play in building a future where everyone can reach their full potential. It is time to act – because women’s success is everyone’s success.” 1 While it is also Women’s History Month in the United States, but we decided to utilize the momentum to feature women within our community who have been contributing to the success of the HR profession.
We are honoured to work alongside many of these individuals and to be a part of their story. Read on to learn about their experience, the advice they have for aspiring young women and quotes they live by.
Ioana Guirca – CEO, CPHR Alberta
Experience in Leadership as a Woman
“My journey into leadership has been a blend of experiences, opportunities, and leaders that inspired me along the way. I am immensely grateful for every aspect of my journey that has helped me grow and shaped me into the person I am today. I cherish the valuable lessons learned from the exceptional leaders I’ve had the privilege working with in my professional journey, as well as the challenges that have strengthened me. Each experience, whether smooth or challenging, has contributed to my growth, and I’m a true believer in always being open to learning.”
Advice for aspiring young women
“Prioritize a practice of self-care and self-appreciation. I firmly believe that caring for oneself is the foundation for caring for others effectively. Seek out the positive aspects in every situation and don't hesitate to express them openly and confidently.”
Favourite Quote
“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”
-Maya Angelou
Lisa Watson – CPHR Alberta Board Chair
Experience in Leadership as a Woman
“Early in my career, I had few female mentors and was often the only woman on the leadership team in male dominated industries. As a young lawyer, I was told by a judge in court that they would not listen to me if I was wearing pants. I struggled balancing my family commitments with 7:30am meetings when I was dropping kids off at daycare. Flexibility and balance were unspoken, and I thought that the only way to get ahead was to act like a man. Things couldn’t have been further from the truth. After seeking out female mentors and observing the great qualities of amazing leaders, I learned to lean in to being a woman in leadership, and to demonstrate strength with grace and kindness, and to leverage the diverse perspectives of everyone at the table, male or female. Flexibility, inclusion and belonging are now important topics of conversation, and progress has occurred, albeit slowly, and further progress is required to support women in the workplace and truly leverage the great strengths and attributes that they contribute to an organization’s success.”
Advice for aspiring young women
“Lean in to your career. Re-imagine work experiences and opportunities as a jungle gym rather than a ladder. Take risks and try new things even if they scare you. Be curious, ask great questions, listen more and speak less. There is no such thing as work-life balance – it is all life. Don’t get so busy making a living that you forget to make a life. Get over the guilt of being a working parent, or prioritizing your personal life. Surround yourself with champions, both men and women. Be kind – to others and to yourself.”
Favourite Quote
“A brave leader is someone who says I see you. I hear you. I don’t always have the answers, but I’m going to keep listening and asking questions.” - Brene Brown
Karen Krull – HR Leader, CPHR Alberta Board Director
Experience in Leadership as a Woman
“It's been highly rewarding to grow to a senior executive level and it's not been a solo accomplishment. I've had many mentors and leaders who have contributed to my path, many incredible teams that climbed mountains with me, and my family, who has supported me. Leadership isn't a journey that takes a straight line, either. As a female, taking time off for a family and parenting two kids with disabilities, it's been a challenge at times. However, these aspects of my life have also made me a better leader, with deep empathy, and a focus on equal access to opportunity for all. I now see that my life's work is to remove barriers to success, and it's because of my kids that I have this focus.”
Advice for aspiring young women
Be true to yourself, even when it's hard. When you try to fit into a culture or organization that doesn't align with your values, it shows in the work, it shows in your resiliency, and it can take a toll on your health. When you have the alignment of your values and your work, it's where you can shine and elevate others. Don't be afraid to ask for help, reach out, be open to feedback, and take advantage of the lessons others have. I'm learning so much from HR professionals who are new to the field, they have tremendous insight and passion for HR - it's immensely energizing.
Favourite Quote
“People will always remember how you made them feel, not what you did.”
Katherine Salucop – Executive Director, Human Resources Division with Edmonton Police Service,
CPHR Alberta Board Director
Experience in Leadership as a Woman
I have worked in the HR profession for twenty years, in progressively responsible roles, moving from an individual contributor into senior level leadership roles. My experience extends to both public and private sector, where, like many organizations, have a much larger proportion of male to female employees… this disparity has been particularly true as I moved into more senior level roles. I was fortunate throughout my career to find myself working for or alongside some strong women in leadership roles who I could learn from. Watching them in action was a great way for me to understand and learn how to navigate not only the dynamics of increasing leadership responsibility, but also the nuances that come with being someone who brings a unique or different perspective to the table. I both saw and experienced how those differences can both be appreciated or viewed negatively.
Advice for aspiring young women
It take self-confidence and courage to show up at the table authentically when you may feel a need to fit a mold or standard. As a woman, including as a leader, I had to fight my own inner self talk. Fortunately, I had supporters and champions around me who pushed me to lean into my strengths and truly show up as the leader that defines me today. I have also been fortunate to have worked with leadership teams that have valued different perspectives, encouraged authenticity, and given space to put my strengths to use. As a woman, I have been branded with labels throughout my career that appeared on the face to be negative – too soft, too empathetic, too emotional, too direct, too driven. What I’ve come to learn is that these qualities, while viewed by some as negative, are the same qualities that have also enabled my success as a woman in the workplace. Because of the supporters around me, I found the might to own my story, and show how those characteristics are truly my strengths – I am compassionate, I am empathetic, I am sensitive to emotions, I have conviction, and I am action oriented. My advice for women is to support one another and be one another’s champion. If we can celebrate each other’s accomplishments and hold each other up so we have space to show up authentically, we can achieve so much more in our seats at the table.
Favourite Quote
“Grit is passion and perseverance for very long-term goals. Grit is having stamina. Grit is sticking with your future, day-in, day-out. Not just for the week, not just for the month, but for years. And working really hard to make that future a reality. Grit is living life like it’s a marathon, not a sprint.” – Angela Duckworth
Landis Jackson, CPHR, SHRM-SCP, Program Chair, Bow Valley College,
CPHR Alberta Board Director
Experience in Leadership as a Woman
“Throughout my leadership experience, I have gathered a village of support. This village has offered genuineness in their feedback – challenging me when needed, celebrating successes, and listening when I needed an objective ear. I have sought organizations that align with my values and are committed to developing their people while progressing in my career. While in leadership roles, I have intentionally hired people with different strengths who believe in collaboration. I have found great things happen in this environment. The respect that I hold for each team member is evident through my words and actions. Ethical behaviour, active listening, driving results while bringing laughter in the workplace are my personal best practices.”
Advice for aspiring young women
“Be authentic, bring your whole self to every situation, ask questions, and discover your purpose.”
Favourite Quote
“Success isn’t about how much money you make; it’s about the difference you make in people’s lives.”
- Michelle Obama
Svetlana Miftahov-Rapoport – Business Instructor, CPHR, 2023 Runner-Up for CPHR Alberta's HR Educator Award
Experience in Leadership as a Woman
"Throughout my career, I’ve had formal and informal leadership roles. But what I have truly learned is that what matters the most is our ability to lead with our passion, to lead with our purpose, to lead with our WHY.
Today, social media is bursting with never-ending quotes about leadership, and while many of them are truly inspiring, none of it matters without our intentional actions to lead. Leadership starts with the right mindset. As the famous quote goes “Whether you believe you can or you can't you are right.” I used to believe I could only lead and make a difference if I had a certain title. I also learned how fundamentally incorrect this belief is. A certain title would indeed give you more chances to have a seat at the decision-making table. But simply having a seat at the table is not enough. What truly matters is your passion for excellence and making a difference, and this is a skill, a muscle that requires discipline and hard work. To grow your leadership muscle, you must believe that you can! Your words and opinions matter and have value. Voice them, share them, and don’t stay in a shadow waiting for your “big boss title.”
Today, I lead by inspiring my students to grow personally and professionally; I lead by mentoring young professionals to start their careers; I lead by working with likeminded people to make education fun and valuable; I lead by advocating for neurodiversity in the workplace and voicing my ideas and opinions by speaking at conferences and writing articles; I lead by sharing my knowledge and experience with others; I lead by learning and developing myself every day; I lead by being authentic at all times. And you can too!"
Advice for aspiring young women
"I truly believe that the way to live a happy, fulfilling life is to know your WHY! As Simon Sinek describes it, your WHY is “the compelling higher purpose that inspires us and acts as the source of all we do.”
However, finding your WHY is easier said than done though. There are so many obstacles we (especially women) face in search of our WHY. Societal norms and expectations, stereotypical views, our own mental models… you name it.
My way to find it was to go back to my childhood and reflect on things that brought me pure joy. I asked myself what was my favourite playtime when I was little before society told me what I could and couldn’t do, what I should and shouldn’t be.
When I think about my childhood, my favourite game was teaching. I played in school with my dolls, family, and friends. I would spend hours creating lesson plans, activities, and reward cards for them. But as I can see now, what I mostly enjoyed in this process was interacting with people and observing the change in them. This reflection helped me to build my purpose statement, which is “to empower people to grow so that they can be fulfilled in their personal and professional lives.”
Today, when I look back at my professional experience, everything I’ve done so far was directly or indirectly related to teaching. I often say that my love for teaching brought me into the world of HR and HR brought me back into teaching.
I want to invite you to this beautiful journey and encourage you to take the time to look deep deep inside yourself. Your WHY is there, I promise. Just keep looking."
Favourite Quote
“The two most important days in your life are the day you are born and the day you find out why.”
Thank you to all these incredible women for sharing their experience, advice and for all that they do for our profession. We look forward to seeing what the future holds for them as they continue to thrive and inspire other women in our profession.
1 Canada, Women and Gender Equality. “Government of Canada.” Women and Gender Equality Canada, / Gouvernement du Canada, 8 Mar. 2024, women-gender-equality.canada.ca/en/commemorations-celebrations/international-womens-day/2024-theme.html.
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: Robin Daultani Mental health support. Fitness benefits. Stress management resources. Workplace wellness programs have evolved significantly over the past decade. Yet one foundational pillar of employee health and performance remains conspicuously absent from most wellness strategies: sleep. The cost of this gap is staggering. A landmark RAND Corporation study¹ found that insufficient sleep costs the Canadian economy up to $21.4 billion annually, through a combination of absenteeism and reduced productivity. A Gallup study² reinforced this finding, showing that poor sleepers report more than double the rate of unplanned absences compared to other workers. And a 2026 Wellhub study³ found that 83% of employees identify poor sleep as a contributing factor to burnout, a figure that demands attention when nearly nine in ten employees report burnout symptoms annually. Consider what this looks like in practice. A team member who slept poorly scrolls through emails at 7am already feeling behind. By mid-morning, a decision that should take minutes stretches into a 45-minute deliberation. After lunch, focus drops sharply, not because of the workload, but because the brain is running on insufficient rest. By 3pm, a second coffee masks the fatigue but does nothing for the impaired judgment underneath. Research shows that after 17 hours of continuous wakefulness, the equivalent of a normal waking day ending at 11pm, cognitive impairment matches that of someone who is legally intoxicated⁴. This is not an unusual day. For many employees, this is every day. Sleep rarely appears on the wellness agenda, leaving a significant and measurable performance gap unaddressed. The reason is partly cultural. Sleep is still widely perceived as a personal responsibility. But the research suggests otherwise: sleep is not a personal indulgence. It is a performance lever that affects every metric HR professionals are already tracking: productivity, absenteeism, burnout, and retention. The same RAND study¹ that quantified the cost of insufficient sleep also found the flipside: if Canadians who sleep under six hours started sleeping just one hour more per night, it could add $12 billion to the national economy. The returns are not theoretical. They are measurable, achievable, and waiting to be captured. The good news is that addressing sleep does not require a major overhaul of existing wellness programs. Organizations can start by simply putting sleep on the wellness agenda. Most workplace wellness surveys ask about stress, mental health, and physical activity. Adding questions about sleep quality or duration to existing wellness assessments can provide baseline data to identify and measure the scope of the issue within their workforce. Leaders and managers who openly prioritize rest and recovery give permission for the rest of the organization to do the same. Small cultural shifts like discouraging late-night emails or respecting boundaries around after-hours communication can quietly improve sleep conditions across an entire team. None of these require a budget. They require intentional inclusion. Now consider what becomes possible. A team member, after two weeks of consistent, quality sleep, arrives at work already focused. The mid-morning decision is made in minutes. The afternoon dip is manageable, not debilitating. The second coffee becomes optional, not essential. Nothing else about their workload or responsibilities has changed. They show up more empathetic and more present for their customers, peers, and family. The only difference is how well they slept. The performance gap between these two versions of the same employee is not marginal. It is the difference between surviving and thriving. The question for HR professionals is no longer whether sleep affects organizational performance. The research has answered that definitively. The question is whether sleep has earned a place in their wellness strategy. And if not, what that gap is quietly costing their organization.
Author: Rheya Patel , 2026 Social Media Committee Member Leading with Courage, Empathy, and Connection Over the past two days, people leaders and business professionals as well as members of our CPHR Alberta community gathered at the BMO Center in Calgary to explore the ever-evolving terrain of Human Resources, firmly reminding me just how incredibly interesting, as well as important our work is in daily organizational operations. Coming from an in-person perspective, the energy was incredible. As Co-Chair of this year’s Social Media Committee, I had the privilege of attending both days, capturing these moments and learning alongside all of you. The overarching theme of this year's conference was clear: while technology and processes are evolving, the future of HR is fundamentally asking us to be more human. Day 1: Adaptability and Breaking New Paths We kicked off Day 1 with a focus on Change Management. The first panel emphasized that in a world defined by constant shifts, HR must prioritize workforce planning and clear communication to remain resilient. One of the most unique panels on day 1 explored the world of Military Reservists led by three actively serving reservists. It was intriguing to learn about skills that can be transferred both "on and off the field"—such as leadership under pressure and community networking—and how undoubtedly invaluable they are to the professional world. Our panelists also touched on the vital importance of motivating and connecting with Canadian youth to build our future talent pipelines. Our closing panel was a powerful discussion on Leading the Future. The message was bold: do not wait for a path to be cleared for you. Courage is the Catalyst: Small ideas can spark massive change. Validation through Action: When you take the lead, others join the idea, creating the momentum needed to become a changemaker. A New Approach to Leadership: Instead of leading solely with data, processes, or solutions, the panel challenged us to lead with stories, questions, and silence. However, this was not the end. After all scheduled events, the day wrapped up with an HR Social in our exhibit hall. And though my duties were finished for the day, I took full advantage of the opportunity to meet with other HR professionals to continue to learn and grow. Receiving invaluable tips on starting off my own career as an emerging HR professional. Day 2: Culture, Integrity, and the AI Balance Day 2 shifted our focus toward the internal health of our organizations. I firmly believe that organizations should take care of the people within, just as they care about the people on the outside. We can think of it as how we take care of ourselves and each other. Empathy causes us to care deeply for others, but sometimes caring for ourselves can lose priority in our day to day lives, but our bodies are tuned in to making sure we don’t forget. Such as internal signals to let us know when we’re tired, our stomachs rumbling to indicate hunger. These internal signals can be a mini, personal version of an HR group, taking care of the internal needs while we take care of external needs. Starting bright and early, our opening keynote speaker addressed the difficult reality and complexities of toxic bosses. As HR professionals, it is our responsibility to ensure toxicity isn't "hidden in plain sight," to hold these bosses accountable, and to protect employees from potential retaliation when reporting harmful behavior. It is part of our role to reach the root of the issue and help to resolve it before the weeds grow out of control. Our first micro-session of the day dove into a matter that has become a topic of intense discussion as of recently. Our Aging Workforce. The speaker brought up insightful thoughts on mitigating the impacts, redesigning work environments to support employees at every life stage. By debunking the myth that older workers are "more expensive" and encouraging mentorship between generations, we create a more inclusive culture. The Role of Trust and Culture The second microsession of the day served as a great reminder to all those who attended the conference, that culture and trust are formed much earlier than we often assume. From the transparency of the hiring process to the clarity of defined roles, the employee experience begins the moment trust is established. And this can serve as a defining factor in a candidate’s decision when applying for roles as well as accepting offers. The "Ghost of AI" vs. Human Connection I had the pleasure of attending one of the three offered breakout sessions for day 2, and it touched on an increasingly more relevant concern emerging in the HR world and in the workforce in general. Artificial Intelligence. While AI is a powerful tool for managing vast amounts of data and streamlining applications, we must be wary of its "ghosts." The AI Limit: While AI can assist in conflict analysis, it is largely useless in resolving conflict if there is no genuine human connection. Three Smarts: To navigate conflict, we need a balance of book smarts, street smarts, and—most importantly—emotional smarts. Connection is the Cure: As we use AI more, we risk connecting with each other less. Conflict resolution requires building real bridges, not just analyzing data. With AI becoming much more prevalent in today’s workforce, being more reliable in terms of productivity and efficiency, it is missing the lifeblood of any organization. Being human. While AI has many uses and can easily adapt on the flick of a dime, it is us, the culture, being human, that makes a workplace come to life. Closing with Empathy To close out this years’ CPHR conference, our final keynote on transformative leadership was led by the Honourable, Beverley McLachlin, the first female and longest-serving Chief Justice. While short, it had to be the most powerful session I got to attend over the two day conference. The lesson was simple, yet profound: Leading with integrity and empathy means finding the best in your people and highlighting their unique strengths to succeed as a unified team. And I believe this is what HR is about. Working with people that bring out the best in each other to form strength and unity in the workforce. Looking Ahead to 2027 I hope everyone learned something invaluable that changes the way they work. That we all remember, in the end, the future isn't just about efficiency; it's about courage, flexibility, and a deep commitment to the people we serve. It was a privilege to be part of capturing insights from the Conference with the Social Media Committee. You’ll soon have the opportunity to revisit select sessions when our On Demand offering launches. Stay tuned this fall for ticket sales for the CPHR Alberta 2027 Conference, happening in Edmonton on June 9th and 10th. We can’t wait to welcome you back!
As the governing voice of CPHR Alberta, the Board of Directors meets quarterly to provide oversight and guidance across key strategic and operational priorities. To maintain transparency with members and stakeholders, we continue to share post-meeting updates to highlight progress, key decisions, and how we are advancing the HR profession while ensuring a strong and sustainable organization. The Board of Directors met in June 2026 to review organizational performance, governance priorities, and long-term sustainability. The Board’s key messages for the membership are as follows: Continued Membership Growth CPHR Alberta continues to grow, with membership increasing by 4% year-over-year to 7,559 active members. Growth is being driven by strong engagement from students, future HR professionals, and members pursuing the CPHR designation, demonstrating the continued strength and relevance of the HR profession across Alberta, the Northwest Territories, and Nunavut. Strong Financial Position The Board reviewed Q1 2026 financial results and continues to closely monitor financial performance and long-term sustainability. CPHR Alberta remains committed to responsible stewardship of member resources while investing in programs, services, technology, and professional development opportunities that deliver value to members. Investing in the Future of the Profession Advancing the visibility and influence of the HR profession remains a strategic priority. A new province-wide marketing campaign has launched to position CPHRs as trusted business leaders and strategic partners, while increasing awareness of the value of the designation among employers and the broader business community. Supporting Future HR Professionals Student membership continues to be a key driver of growth, reflecting strong interest in HR careers and the CPHR designation. CPHR Alberta remains committed to supporting students, candidates, and emerging professionals as they progress through their HR careers. Continuous Improvement in Governance and Member Service The Board and its committees continue to strengthen governance practices, review policies, and enhance Board effectiveness. This ongoing work ensures oversight remains aligned with leading practices and supports a strong, sustainable organization for members. Focus on Long-Term Sustainability The Board continues to review long-term financial planning, revenue diversification, and future membership dues strategy. These efforts are aimed at ensuring financial sustainability while maintaining the value delivered to members. Looking Ahead The Board’s focus for the remainder of 2026 includes: Continuing to grow membership and engagement Expanding the visibility and influence of the HR profession Supporting a future-ready HR community Maintaining strong governance, risk management, and financial oversight Delivering high-quality programs, services, and member experiences 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!
