Celebrating Our Volunteers!

17
Apr 2023
117
A group of people are posing for a picture in front of a thank you sign.

It’s National Volunteer Week, and we can’t brag about our incredible volunteers enough. Each year CPHR Alberta staff collaborate with our members to deliver on a number of initiatives, including professional development opportunities, engaging industry content, post-secondary and student engagement, continued evaluation and measurement of member conduct, mentorship and more. We are very fortunate to have an engaged HR community that is passionate about the profession.

In 2022, CPHR Alberta had 149 volunteers on 19 committees putting in over 1,300 volunteer hours!

Our staff leads have shared a few fun facts about our committees and some of the work our volunteers have completed this past year.

Chapter Committees

“The Chapter Committees are very instrumental in how CPHR Alberta delivers in-person and virtual Mingles and PD sessions. They are the face of the association; without them, CPHR Alberta would not be able to execute these events so efficiently. The care and detail they bring to the in-person events are amazing, engaging with Members and Non-members representing the best that CPHR Alberta and the HR Profession have to offer.”

Committee Lead – Nicole Bourgeois, Coordinator, Member Engagement

Conference Learning Committee

“This all-star committee is a close group and has a great time working together. They have the honoured task of vetting all of the proposals that are submitted for the conference and creating the line-up of stellar concurrent sessions for our annual hybrid conference. “

Committee Lead – Jessica Greenway, Manager, Manager, Conferences and Sponsorship

Editorial Committee

“This incredibly knowledgeable committee identifies annual industry hot topics that act as operational themes influencing our magazine, blog, research and professional development. They write over 20 original articles for the CPHR Alberta Magazine annually!”

Committee Lead – Bailey Beauchamp, Manager, Marketing and Communications

Mentorship Committee

“Our Mentorship Program matched over 130 relationships this past January! The committee has facilitated various Support Groups and is committed to better educating our members on the program with new initiatives in the upcoming intake. “

Committee Lead – Lynda Bergeron, Lead, Member Engagement

Discipline Committee

“Our Discipline Committee has reviewed and closed 17 formal complaints over the last three years. They exist to ensure that our members continue to adhere to the Code of Ethics and Standards of Professional Practice.”

Committee Lead – Erica Blain, Director, Professional Standards, Registrar

Appeals Committee

“The Appeals Committee is comprised of five Chartered Members, two of whom have been with the committee for 5+ years. In 2022, the committee received only one formal Appeal for review!”

Committee Lead – Erica Blain, Director, Professional Standards, Registrar

Registration Committee

“The Registration Committee is our largest committee with 32 Chartered Members. Our Registration Committee reviewed 21 Senior Path EVA applications and 113 EVA applications in 2022.”

Committee Leads – Erica Blain, Director, Professional Standards, Registrar and
Fiona Amamoh, Professional Standards Coordinator

Student Advisory Council

“This pilot program launched in September 2022, and we are excited to announce that the program will continue into 2023-24!”

Committee Lead – Avi Sidhu, Coordinator, Post-Secondary

Ambassador Program

“The September 2022-23 intake of the ambassador program had representation from four chapters in Alberta!”

Committee Lead – Avi Sidhu, Coordinator, Post-Secondary

Awards Committee

"The Awards Committee sees the importance of the recognition in the HR community by nominating peers for excellent work. They may not have the easiest job with selecting the top candidates, but they are dedicated to learning about each nominee and the contributions and impact they have made!"

Committee Lead - Lynda Bergeron, Team Lead, Member Engagement

 

A huge thank you to all of our volunteers for their dedication and willingness to share their time and expertise with our staff, members and profession!


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.



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.
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.
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.
MORE NEWS