CPHR Alberta 2024 Research Outlook

It is important to us to provide research to our membership that produces data and supports resources and tools that highlight the Human Resources profession as the profession that it is, a strategic thought leader and valuable voice within organizations and industries making significant impacts for all Albertans. Through our strategic priorities, we are also responsible to our membership to be a reliable source of knowledge and data on the state of the profession and the challenges that we will face. We prioritize this so that the membership can be prepared to navigate changes for employees and within organizations and industries. We know that the HR profession drives progress within organizations that reflects the progress we make as a society, so we are committed to providing resources to support our members as they do this crucial work.

Together with our members, we will develop our association’s capacity to be the source of knowledge for the HR profession and to be seen as influential with the broader stakeholder community.

In 2023, we supported CPHR Canada-led research through HR Trends, DEI, and the Creating People Advantage and CIPD reports on the profession. We also connected with community partners to engage with our membership on hiring practices and biases, new recruitment tools and HR benchmarking surveys.

In 2024, CPHR Alberta will produce three (3) research pieces, independent of CPHR Canada, to provide our members Alberta focused and produced research. HR Trends, a Salary Survey and Gender-Based Violence (GBV) in the Workplace will be the focus areas for research. We know that HR Trends and the salary survey are tools used by our membership and post-secondaries and are routinely provided to Ministries and industry organizations to support and inform their mandates. Our research also has the goal of expanding the influence of CPHR Alberta to the stakeholder community, and so we continue to note priorities in the stakeholder community in which the expertise of the profession is crucial.

Our HR Trends and salary survey will cover the basics while also growing to look at emerging trends and issues here in our province. In HR Trends, we will look at matters pressing to Alberta, labour market shortages, gaps in upskilling and reskilling burdening industries like Construction, and the ability to scale up the labour market in fast-growing industries like Technology.

Our salary survey will explore will again be aimed at meeting the everyday data our profession relies on. We will expand our curiosity to look at pay equity and the intersectionality within, reflective of Alberta and our profession’s demographics and the emergence of pay transparency legislation.

Our work in gender-based violence (GBV) in the workplace coincides with the mandate for the Ministry of Arts, Culture and Status of Women to develop a ten (10) year plan to end GBV in Alberta and support survivors. Human resource professionals have long been the profession to bring forward and uphold the rights, protections and supports for employees in organizations. Whether ensuring an end to GBV being experienced in the workplace or ensuring benefits that support employees experiencing it outside the workplace, workplaces have a role to play.  As on many occasions before, the profession will lead the way in tackling this.  Our research will work to identify the gaps in the workplace against the National Plan to End GBV and extend to discussing real solutions for closing those gaps. 

Good research requires thoughtful and engaged participation by the membership. We encourage you to reach out with any questions and look forward to having you participate in the 2024 research. 

 

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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