CEO Year-End Message 2024

As we close out another year, I reflect on the incredible work our association has completed in 2024. With the support of CPHR Canada we have developed a national network of over 33,000 human resources practitioners and professionals across the country and over 6,900 in Alberta. We continue to work closely with our provincial counterparts to promote the value of hiring a designated  professional and streamlining professional standards processes across Canada. 

The association continues to grow with another record-setting year, including over 3,200 chartered members. Thank you to all our members for the incredible work you do every day. 


This past year, I challenged my team to push initiatives that bring value back to our members. With the support and guidance of our Board of Directors, the operational team strategically invested our resources and finances towards several priorities aligning with our strategic plan. 


In 2024, with support from our government relations firm, CPHR Alberta operations and Board continued to engage in various events and meetings to increase our visibility within the Alberta government. This has included UCP Caucus presentations, department meetings, MLA invites and attendance at CPHR Alberta events, Board and operations presence at government events and contributing data to current government projects like our Gender-Based Violence in the Workplace report. Every connection has allowed us to open doors for conversations and engagement of the profession and the association which we are already building on for 2025. 


We continue to makes strides with our application for self-regulation, and I encourage any members interested in supporting the association to review our Advocacy Toolkit. 


Our stakeholder work has not stopped there. We continue to work closely with provincial post-secondary institutions to increase awareness and ensure our student members are career ready upon graduation. We are proud to support and empower the future generation of our profession through scholarships, mentorship opportunities, network building and career appropriate professional development. 


With our members at the heart of what we do, professional development (PD) is a key focus for our team. In 2024, we refined our PD offerings per chapter to tailor to the individual needs of each market. This included in-person HR Afterhours events mixing PD and networking for engaging sessions in each chapter. The year was marked by innovation, collaboration and growth as we successfully hosted  DisruptHR bring together members and non-members within the HR community.   


A highlight for our team, was the delivery of our Annual Hybrid Conference held at the Hyatt Regency Calgary in October. The positive feedback we received from members was overwhelming, and it was amazing to see the support and passion exhibited by members throughout the two-day event. With over 320 in-person attendees and an additional 120 individuals from across our jurisdiction joining us virtually, Reimagine was an inspirational event that we will continue to expand on in 2025 in Edmonton. 


Showcasing our members and their incredible work is imperative to advancing our profession. In January, we launched a Member Growth Campaign alongside CPHR Canada, promoting the designation and the impact CPHRs have on organizational success. Featuring CPHR Alberta members, our provincial campaign ran digitally through online platforms and throughout our jurisdiction, including airports, business towers, movie theatres, and transit. 


I want to thank our members for your incredible work in protecting the public and maintaining a high standard of practice for the profession. Your work does not go unseen and prepare us for a successful self-regulated profession in the near future! Thank you to my incredible team at CPHR Alberta for all their great work and the many volunteers who supported us again this year! 


Lastly, I would also like to thank our Board Chair, Geordie MacPherson and all of our Board of Directors for their support and guidance this past year. The work our Board has done engaging with stakeholders, attending government events and being visible and active within the business community is greatly appreciated and is setting us in the right direction for 2025. 


I wish everyone a very joyous holiday season and a happy new year. 


Ioana Giurca,
CEO, 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.



Mental Health in the Agriculture Industry

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.

CPHR Alberta’s Commitment to Supporting Reservists

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.

Leadership Risk Isn't Just a C-Suite Concern

By Marina Perkovic • July 29, 2025
Companies that invest in leadership development see real returns. According to Brandon Hall Group, organizations with strong leadership development programs are 1.5 times more likely to be financially high-performing, reinforcing the clear connection between leadership strength and business success (Brandon Hall Group, 2015). For small to mid-sized businesses, this risk can be especially high. As teams expand and complexity increases, the informal leadership structures that worked early on can start to crack. That’s where proactive leadership development and risk mitigation go hand-in-hand. The Leadership Gap Is a Hidden Business Risk According to a recent CPHR Alberta report, talent development and leadership gaps remain one of the top five organizational risks (CPHR Alberta, 2023). The consequences are rarely immediate, but they compound over time: • Missed growth opportunities • High-potential employees leaving due to lack of career clarity • Poor team morale when unprepared managers struggle to lead • Strategic drift from lack of alignment at the top A growing company without a leadership pipeline is like a car without a spare tire, it might keep rolling, but one unexpected bump can send the whole operation into a tailspin. Risk Mitigation Starts with Leadership Insight The first step in mitigating leadership risk is to move from guesswork to clarity. That means using structured tools like leadership assessments, succession planning frameworks, and targeted coaching to surface the actual capabilities of current and emerging leaders. In professional services firms, for example, it’s common to see technically strong employees promoted into management roles. While they excel in their areas of expertise, they often lack key leadership capabilities like delegation, feedback, and emotional intelligence (Gallo, 2016). Without proper development, this can lead to stalled projects, disengaged teams, and higher turnover. Leadership assessments and focused coaching are essential to identify these gaps early and build the skills needed to lead effectively. Common Leadership Risks in SMBs Every organization faces different risks, but these are some of the most common leadership vulnerabilities seen in growth-stage companies (SHRM, 2022): • Lack of succession planning: Only one person knows how to run a key function, creating bottlenecks and burnout. • Unclear decision-making authority: Teams waste time waiting for approvals or duplicating efforts due to ambiguous roles. • Promotion without preparation: High performers are promoted into leadership roles without training, leading to micromanagement or misalignment. • Poor feedback culture: A lack of honest dialogue means small issues snowball into bigger people problems. • Leadership misfit: A leader’s natural style may clash with the culture or needs of a specific team or situation. Mitigating these risks requires more than a one-time workshop. It takes intentional development, structured tools, and reinforcement over time (SHRM, 2022). What Effective Mitigation Looks Like The most successful companies don’t wait for a leadership crisis to take action. They build leadership strength proactively. Here’s what that looks like: • Leadership assessments are used during hiring and promotions to identify fit, style, and potential blind spots. • Customized coaching programs help leaders build the exact skills they need in real time, tied to their actual challenges (International Coaching Federation, 2022). • Leadership training cohorts (such as PowerUp Leadership’s “Coaching Skills for Managers” or “Authentic Leadership” programs) create a shared foundation across the organization. • Succession maps identify who is ready or could be ready for key roles in 12–24 months, creating a proactive development plan (SHRM, 2022). As companies grow, the complexity of people management increases exponentially. Systems, tools, and strategy all matter but none of them work without effective leadership behind them (McKinsey & Company, 2018). Investing in leadership development isn’t a “nice to have” for big companies, it’s a risk management strategy for every business serious about sustainable growth. 
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