Creating Safe Workplaces for Transgender and Gender-Diverse People

28
Jun 2022
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A person is holding a sign that says hello my pronouns are

Author: Jenna Wenkoff

I specifically wanted to write about transgender (trans for short) and gender-diverse people for pride month because the validity of their existence seems to be a hot topic for debate recently. Unfortunately, this has resulted in a large percentage of workplaces being unsafe for trans and gender-diverse people. The Survey of Safety in Public Places found that 22.5% of cisgender people and 69.4% of transgender people have experienced inappropriate behaviours in the workplace in the past 12 months such as unwanted physical contact and comments that they are not behaving like their gender. While this number is still higher than it should be for cisgender people, it is clearly significantly higher for trans people.

I wanted to get a better understanding of how we can fight this stigma and create safer workplaces for trans people, so I met with Haley Wray (she/they) from the Skipping Stone Foundation. The Skipping Stone Foundation supports trans and gender-diverse people by offering things like gender-inclusive swimming sessions and group consult sessions from mental health providers. They even train businesses on how to create safe spaces for trans and gender-diverse people.

A heart shaped sticker that says skipping stone empower support love.

What Does Transgender and Gender-Diverse Mean?

I started by asking Haley to define trans and gender-diverse.

“Gender-diversity is the existence of diversity outside of what our culture tells us is the norm. Somebody at birth is determined to be either male or female and from that, there are expectations, rules and boundaries around what that means as far as colours, clothes or what they might be inclined to like or enjoy in work. At birth in our culture across the board, everybody is assumed to be straight, heterosexual or cisgender. That they are gonna be completely ok with the gender they have been assigned at birth.”

The important distinction here is the difference between sex and gender. Sex refers to biological characteristics whereas gender refers to cultural characteristics which can be related to the concepts of male and female. Sex pertains to one’s biology whereas gender pertains to one’s identity. Transgender/gender-diverse means your gender identity does not align with your biological sex, and/or any expectations/cultural norms associated with your biological sex, while cisgender on the other hand means your gender identity does align with your biological sex, and that you are mostly/all comfortable with how you are allowed to express, & identify.

Are Workplaces Safe for Trans People?

I asked Haley if they have experienced any challenges in their advocacy due to the stigma surrounding trans people.

“I would venture to say unless an organization, team or business professional is actually explicitly looking into shifting on policy, this exists everywhere and it’s safer for anybody in the community to assume that the risk for coming out is actually still quite high, especially in Alberta.”

This broke my heart. There’s truly no excuse that most organizations in Alberta are potentially unsafe for trans people. Thankfully The Skipping Stone Foundation offers something to help combat this.

“Skipping Stone has something called the Trans Affirming Network , and it’s a group of businesses and professionals who have taken training with us and they are committing to 10 steps to create inclusive spaces for transgender and gender-diverse people.”

These 10 steps include:

  1. Being explicitly welcoming by openly displaying your support for trans and gender-diverse people.
  2. Not making gender assumptions based on how someone looks, sounds or speaks.
  3. Asking for and using pronouns.
  4. Using gender-neutral language such as avoiding phrases like “guys” or “ladies”.
  5. Including non-binary folks by using inclusive language and gender-neutral pricing, forms and product sections.
  6. Creating inclusive facilities such as washrooms or fitting rooms.
  7. Putting people’s needs before their identities by not expecting trans people to take on all the emotional labour of educating us about them.
  8. Holding dead names sacred by cherishing their privacy.
  9. Acknowledging and growing from mistakes by apologizing and correcting our behaviour.
  10. Keep learning by acknowledging that these 10 steps are ever-changing.

How to Improve Gender and Sexual Diversity Training Sessions

I asked Haley if there are any improvements that can be made to gender and sexual diversity training sessions. I wonder how well they work considering that most workplaces still aren’t safe for trans people. Haley reminded me that gender and sexual identity don’t overlap.

“Gender identity, sexual orientation and individual expression are actually three completely unique areas that often don’t overlap. Sometimes it might look like they do, but those are three unique spaces. A lot of work around LGBTQIA+ training and awareness has really centred around the orientation factor so people seem to be a lot more comfortable around who somebody is or isn’t attracted to. But a lot of different work has to be done to create spaces where people can identify genuinely as who they are.”

Haley and I both agreed that it might be better to host diversity sessions that focus on one of these topics at a time or even to start just by talking about gender.

“In our culture, I feel like we don’t talk about gender. We don’t discuss if someone feels comfortable having been assigned values and expectations around being a man or a woman based on parts. Just talking about gender is often the starting point.”

It’s also important that we remember to include non-binary people in these discussions.

“When we think of transgender sometimes we still think of that as a binary, but there is this beautiful space where people don’t necessarily fit into any of those spaces explicitly and sometimes there is a lot of fluidity.”

How to Support People Who Are Currently Transitioning in the Workplace

Here are Haley’s tips on how you can support a coworker who is currently transitioning or who recently came out as trans:

  • Ask them on an individual level what they need for support, but never out the person, let the person have some agency.
  • If it’s an option, have a 1 on 1 conversation with them.
  • Offer to run an education or information session. Ask them if they would like a speaker to come in and if they have resources that they like.
  • Make sure you are using the correct names and pronouns.
  • If there is a cohort that isn’t safe for them to work around, consider a desk change or re-scheduling shifts.

Again, a great place to start is by discussing gender and challenging why gender diversity makes some people uncomfortable.

“Paying attention to where there is discomfort and really taking that step back to look and be like is this discomfort legitimate? Is there a risk? Is there a threat? Because that’s kind of the discourse around gender diversity and if you pause for a moment, I have yet to find out where this threat is. Like, what is the threat? Usually, in all of our spaces, the more authentic we get to be, the more at ease we are, the more creative we can be, the more focused on work we are and the more energy we have. We sleep better, we communicate better and we tend to thrive. So, I’m not sure where the hesitation, threat and fear come from.”

 

About the author: Jenna Wenkoff is the Communications Assistant at CPHR Alberta. With a background in philosophy and communications, she loves asking 'why' and always tries to incorporate DEIB into her communications. She has experience with the Canadian Celiac Association, environmental non-profits, and is excited to learn more about the intersection of communications and human resources.

 

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.

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.



Navigating Mental Health in the Workplace Amid Political Uncertainty

By Jessica Jaithoo • October 24, 2025
Author: Calgary Chapter Committee The political climate has become an undeniable force in our lives, influencing not only public discourse but also personal well-being. Whether it is uncertainty surrounding federal policies, international conflicts, or provincial conversations about autonomy, employees are increasingly bringing political anxiety into the workplace. For HR professionals, this growing tension presents unique challenges. The task is not to take sides, but to foster environments where mental health is supported and respectful dialogue can take place. According to the Mental Health Commission of Canada, political anxiety is not a passing trend. It is a persistent stressor with real consequences for how individuals feel and function at work. The Commission highlights how political stress mimics other forms of chronic anxiety, causing sleep disturbances, irritability, and a sense of hopelessness ( MHCC, 2024 ). Constant exposure to polarizing news and divisive topics can leave employees feeling overwhelmed. This emotional fatigue, if left unaddressed, affects focus, performance, and team dynamics. A recent CBC feature underscores the cumulative effect of ongoing political and economic instability. It describes how stress can build over time, eroding emotional resilience and making it harder for people to manage conflict, remain productive, or feel safe expressing themselves ( CBC, 2023 ). These dynamics are not just playing out in public forums; they are showing up in team meetings, informal conversations, and leadership decisions.  HR professionals often find themselves at the intersection of these pressures. They are expected to support others while managing their own reactions to difficult news and evolving policies. They are tasked with implementing wellness strategies, fostering respectful communication, and ensuring compliance with changing legislation. It is a complex and emotionally demanding role. However, there are practical ways HR professionals can help reduce the burden of political anxiety in the workplace. The goal is not to suppress conversation, but to provide thoughtful, respectful guidance and tools that help people navigate uncertainty together. 1. Normalize the Conversation Begin by acknowledging that political stress exists and can impact work. A short message in a wellness newsletter or internal briefing can go a long way. When people feel that their experience is valid, they are more likely to seek help and less likely to internalize stress. Headspace, a leader in workplace wellness, emphasizes that validating emotions is a foundational step in reducing their intensity ( Headspace, 2024 ). 2. Communicate Proactively and Clearly When organizations face potential impacts from political or economic changes, silence can worsen fear. Clear, honest communication builds trust. The Mental Health Commission of Canada cites a national survey in which over half of respondents said that uncertainty was more stressful than bad news itself ( MHCC, 2024 ). Leaders should not speculate, but they should share what is known and outline the steps being taken to support employees. 3. Expand Mental Health Support Ensure that all employees know how to access support, whether through an employee assistance program, mental health benefits, or external community resources. Consider adding or promoting mindfulness programs, mental health first-aid training, or virtual therapy services. Managers in particular need support, as they are often the first people employees turn to during moments of stress. 4. Provide Strategies to Employees for Managing Political Anxiety in the Workplace Limit news exposure to reduce anxiety and protect mental health through digital detoxes. Highlight shared values such as respect, integrity and collaboration to help anchor people – reinforce a strong organizational culture rooted in community. Encourage volunteering and community engagement to restore control and purpose, which are critical to mental well-being. Support ongoing self-care and stress management practices. 5. Reinforce Respectful Conduct and Psychological Safety Review your organization’s code of conduct, respectful workplace policies, and social media guidelines. Ensure that employees understand expectations around respectful communication. Reinforce that differing opinions are welcome, but harassment or retaliation are never acceptable. A psychologically safe workplace benefits everyone by fostering trust, encouraging open communication, and enhancing overall productivity and well-being. 6. Equip Managers with Tools Offer training for people leaders on how to recognize signs of stress and respond with empathy. Provide scripts or toolkits for addressing politically charged questions in a way that keeps conversations respectful and focused on shared purpose. HR professionals do not need to have all the answers to the political questions of the day. Their role is to create structures that protect employee well-being and promote a respectful, inclusive workplace. By encouraging open dialogue, providing clear communication, and expanding access to wellness resources, HR leaders can reduce the impact of political uncertainty and help their teams thrive. As the landscape continues to evolve, it is critical to stay grounded in compassion and clarity. Utilizing the above tools and strategies, HR professionals can be a steady and reassuring presence for their organizations in uncertain times.

Making Waves & Inspiring Connections in Our Mentorship Community of Practice

By Jessica Jaithoo • October 23, 2025
Every mentorship match has the potential to create a ripple – one that extends far beyond the program itself. In our January–June 2025 intake, the CPHR Alberta Mentorship Program received over 225 applications across four unique streams, resulting in 100 mentor-protégé pairings, 17 peer matches, and 7 student group cohorts. This momentum reflects the strength of our HR community and its commitment to shared growth and learning. This year, we invited participants to reflect on three powerful questions: How has this mentorship experience shaped your perspective, and how do you plan to share the wisdom you’ve gained with others in our community? How will participation in the mentorship program create a wave in your career and support the impact you leave on your workplace and broader community? What has been your 'golden nugget' from this experience that will leave a lasting ripple in your career? Their responses were as thoughtful as they were inspiring. Testimonial #1 One of the main benefits of mentoring relationships, aside from the enjoyment of getting to know a colleague, is the ability to consider current situations I am dealing with in light of the other person's experiences. Often, these relationships help me with fresh insights I can use to benefit my team and organization. Over the past few years, I have enjoyed the mentorship program, and have taken the opportunity to encourage others to consider the benefits of the program when chatting at CPHR functions, etc. - Bob Wiebe Testimonial #2 Through participation in the CPHR Alberta Mentorship Program, my sense of belonging in the profession has grown and I have gained a personal sense of connection to the community of practice that spurs me to continue to professionally grow to enable others to find their voice and professional belonging in our community to leave a lasting impact. - Amanda Van Haaften Testimonial #3 My golden nugget from this experience has been the realization of how powerful intentional communication and active listening can be in building trust and relationships, solving problems, and influencing outcomes. This insight has shifted how I approach conversations—whether with colleagues, clients, or leaders. It’s a simple concept, but its impact is lasting. - Archana Malhotra Throughout the intake, our Mentorship Committee stayed meaningfully connected with participants through support groups, live webinars, monthly mentoring e-newsletters, and on-demand micro-sessions – with more to come. Each touchpoint offered space to pause, reflect, and grow – together. Mentorship is never one-directional – it’s a cycle of giving, learning, and leading. We’re thrilled to welcome our new applicants for the upcoming intake and continue building a community rooted in connection and growth. Whether you're a mentor or protégé, you’ll gain valuable insights, meaningful relationships, and the chance to leave a lasting impact.

Strong Internal Controls Make Good Business Sense

By Jessica Jaithoo • October 16, 2025
Internal controls are not just a box on a checklist; they are a trust-building tool. When HR leads with transparency, integrity, and strong processes, it sends the message that the organization values trust and accountability. Internal controls can also protect against errors, fraud, and damage to its reputation. Internal controls support fair hiring, secure data management, and consistent documentation, helping HR stay aligned with laws, privacy standards, and compliance expectations. What are internal controls? Internal controls are an organization’s procedures, policies, and processes. They ensure: Compliance with laws, regulations, and policy Accuracy in reporting Overall efficiency and transparency in operations Internal controls include setting out approval authority, role-based system access, audit trails, and segregation of duties. Once your controls are in place, continuous monitoring them further reduce risk by identifying issues early and providing timely feedback on areas where additional training may be needed. Examples of HR internal controls and why an accountant might consider them important Hiring Background checks ensure individuals hired to handle sensitive data don’t have histories of financial misconduct Signed employment agreements support key inputs into the payroll process and can serve as audit documentation Approval workflow for hiring decisions help prevent unauthorized payroll expense s Payroll Segregation of duties between the person hiring and the person setting up payroll can prevent conflicts of interest and fraud Reconciliations of payroll reports with HR records help ensure records match the source data, which supports accurate financial reporting Compensation An assignment of authority for employee events (e.g., salary change, promotions) ensures changes are authorized and reduces the risk of unauthorized payments Supervisor approval on timecards ensures information sent to payroll is accurate Employee records Secure employee records ensure payroll, benefits, and compensation figures used in financial reporting are reliable and safe Tracking changes made to records provides a trail for internal and external auditors Policy and compliance Key company policies requiring an employee’s signature can mitigate financial risks and ensure employees are expected to be aware of an organization’s policies A whistleblower policy provides a mechanism to uncover fraud or misappropriation of an organization’s assets Access and data controls Role-based access to systems limits access to financial systems and reduces the risk of data manipulation Monitoring controls Exception reporting (e.g., duplicate payments) supports quick identification of errors and accuracy of financial reporting Internal HR audits help ensure HR-related financial activities have proper controls and the controls are working as designed By having an HR department that designs and implements internal controls, you are creating a stable system of checks and balances, minimizing risk in more ways than you might expect! About the author: Kristy Mielke CPA, CA fosters the professional growth of Alberta’s 32,000 Chartered Professional Accountants (CPAs) as the Director of Professional Development and Learning at CPA Alberta. She has previously worked in public practice and internal audit, and in addition to being a CPA, she is a Certified Internal Auditor and Certified Fraud Examiner.
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