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.



By Marina Perkovic July 15, 2025
Over the past month, I spoke with three professionals who had recently been laid off. April , a former schoolmate, has over 20 years of experience and has held management roles at several organizations. Most recently, she led a team at a large oil and gas company, where she was instrumental in building out a new service area. Despite her accomplishments, a combination of economic challenges and a lack of connection with her new boss led to her dismissal. Having been involved in layoffs before, she understood the process, but when she called me, she admitted it was much harder to be on the receiving end. She felt overwhelmed by a mix of emotions: denial, anger, betrayal, and a deep sense of failure. Carol , once a mentee of mine, built a strong foundation in the finance sector, and her persistence earned her a team lead role at a competitive mid-sized firm. Therefore, her call caught me off guard; she was trying to make sense of being included in a round of layoffs that affected 12 others. Having just been promoted, she struggled to understand why she had been chosen. She reached out for support as she navigated both the practical and emotional aftermath. Joe had been a student in one of my classes. With a master’s degree and excellent communication skills, he established a respected career in the regional non-profit sector. We maintained contact and often crossed paths through work. Joe was frequently involved in launching new initiatives and was recognized by both his boss and the board for his contributions. However, when the sector faced financial strain, he and his manager were among the 15% let go. He contacted me a month after the layoff; he had taken time to process everything and was now reflecting on what direction to take next. These stories are not uncommon. In fact, with ongoing economic uncertainty, many professionals, regardless of their experience or performance, are facing unexpected career changes. While layoffs are always challenging, the way they are handled can significantly impact both the individuals affected and the organization. This highlights a critical challenge for organizations: how can companies manage necessary workforce changes with both strategic foresight and genuine care? In addition to engaging the Human Resources department early in the planning and execution process, many businesses are increasingly recognizing the value of utilizing third-party outplacement services. Outplacement services are employer-sponsored programs designed to support both the business and departing employees during layoffs or organizational restructuring. Typically included as part of a severance package, these services offer more than just logistical support; they help individuals navigate a difficult transition with confidence. Outplacement services can be customized based on the needs and budget of the employer. Offerings often include planning for workforce reductions in collaboration with the business, delivering termination messages, and providing one-on-one career transition coaching and emotional support to affected staff. More importantly, these services help affected employees regain focus by offering practical job search guidance, resume coaching, and career direction tailored to their experience and industry. For employers, outplacement services can deliver a clear return on investment. Companies that provide structured transition support often experience fewer legal disputes and benefit from a stronger employer brand, which can positively influence talent attraction and retention. Showing care during a difficult time speaks volumes to internal teams, affected employees, clients, and the broader market. Having worked closely with businesses and professionals throughout this process, I’ve witnessed the significant difference that experienced, neutral third-party support can make. In fact, a 2023 CBIZ report, referencing Bureau of Labor Statistics data, noted that individuals who received outplacement assistance secured new roles 40% faster than those who did not receive support (CBIZ, 2023). Just imagine if April had access to a coach experienced in private sector transitions, or if Carol had received immediate help with processing her layoff and planning her next steps; the positive impact would have been immediate. In today’s environment, outplacement isn’t merely a nice option; it is a strategic necessity. How will your organization ensure a respectful and supportive transition for its workforce? When selecting an outplacement partner, consider factors such as industry experience, the ability to customize services, the quality of career coaches, and the integration of digital tools for job seekers. Not all providers offer the same level of support or results, so thorough vetting is essential. 
By Marina Perkovic July 10, 2025
The countdown to the CPHR Alberta 2025 Conference has officially begun!
By Marina Perkovic July 9, 2025
As the governing voice of CPHR Alberta, the Board of Directors meet quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we share post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on June 24, 2025, and the Board’s key messages are as follows: Financial Update CPHR Alberta remains in a stable financial position with a forecasted break-even year-end as per the approved Budget. The Board reappointed Cascade Chartered Professional Accountants LLP as auditor for 2025–2027. Strategic Planning The Board held a focused one-day Strategic Refocus Workshop to explore how CPHR Alberta delivers value to its members. This work will guide the development of an updated three-year strategic plan, aligned with the evolving needs of the profession. Self-Regulation The Professional Governance Act received Royal Assent in May 2025 and Royal Proclamation expected for Spring 2026. CPHR Alberta anticipates review of its self-regulation application in Spring 2027. Ongoing work focuses on legislative alignment, internal readiness, and member communications. CPHR Alberta Conference Join us at the CPHR Alberta 2025 Conference, Human-Centric HR on September 23–24 in Edmonton. Be sure to stop by the CPHR Alberta booth to meet and connect with your Board of Directors. The next Board meeting will take place on September 22, 2025, after which we will 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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