Creating Safe Workplaces for Transgender and Gender-Diverse People

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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.



By Jessica Jaithoo March 16, 2026
Author: Rheya Patel, 2026 Social Media Committee Member As days become longer and the weather warms up, the first day of spring brings a sense of renewal and new beginnings. A time that feels more energizing and people are more motivated to reset their routines, look for new opportunities and clear away old habits. While spring is commonly associated with “spring cleaning” in the home, perhaps the same principal can be applies to the workplace. For organizations and HR groups, spring can be the perfect opportunity to encourage employees to reflect and construct new meaningful goals and “clean” out the “clutter” of goals that no longer help them grow or have already been achieved. Why is Spring the Perfect Time for Goal Setting? With the rush of returning to work after the holidays and resuming normal life, spring gives a perfect moment to pause and reflect. Employees can check on their progress, realign priorities and continue the year with renewed motivation. For HR teams, encouraging this reflection can re-engage employees and increase motivation. In turn, employees are more likely to be focused and productive while creating a space for meaningful conversations about growth, development, and career progression. How Can We Encourage Goal Reflection? Believe it or not, HR plays a crucial role in goal setting whether it is realized or not. Creating an open work environment where employees feel supported and encouraged with professional development is key in reflection and goal setting. Below are several ways organizations can use the season of renewal to inspire growth and goal setting. Encourage Reflection What accomplishments have employees made that they are proud of? What challenges have they faced? Asking these kind of questions and having one-on-one check-ins with employees can help support employees to openly discuss their goals and aspirations, and potentially create new goals. Promote Professional Development and Growth The arrival of spring can also create the chance to introduce new learning opportunities. Having a fresh mindset combined with training, workshops, mentorship initiatives, or skill-building programs, employees can feel more motivated and supported in pursuing growth.  This helps employees expand their skillsets and strengthen the organization as a whole. Foster Collaboration and New Ideas Tying back to renewed energy, organizations can encourage teams to collaborate and share new ideas. Brainstorming sessions, innovation workshops, or team goal-setting can foster inspiration and connectivity, Having an open space for discussions can help teams align goals with organizational priorities to promote innovation and productivity. Celebrate Progress Recognizing progress along the way is essential. Celebrating achievements and acknowledging progress have a significant impact on employee morale. Employee recognition programs, team shoutouts, or words of appreciation can go a long way to remind employees how valuable their efforts and contributions are and continue to motivate them to strive towards their goals. Final Thoughts The arrival of spring represents renewal, growth, and new possibilities. For HR professionals, it’s also the opportunity to encourage employees to pause, reflect, and move through the rest of the year with renewed purpose. Encouraging goal setting, promoting professional development, fostering collaboration, and celebrating progress, can tie the season of newness to inspire meaningful growth. The new season reminds us that progress doesn’t need to start January 1st. Sometimes, a change in perspective, and a little springtime inspiration, can be the step towards pursuing new goals and growth with confidence.
March 16, 2026
As the governing voice of CPHR Alberta, the Board of Directors meets quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, have began delivery on the association's new strategic priorities developed in the 2026-2028 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on March 14, 2026 to review organizational performance, governance matters, and strategic priorities for the coming year. The Board’s key messages for the membership are as follows: Strong Association Performance in 2025 The Board reviewed the 2025 year-end financial statements and Q4 Management Discussion & Analysis. Key highlights include: 7,332 active members in 2025 (+409), a 6% year-over-year increase Student membership drove much of the growth, strengthening the profession’s long-term pipeline 76 professional development events delivered, reaching 7,000+ participants across Alberta 2025 CPHR Alberta Conference exceeded attendance targets with strong sponsor engagement 2026 conference outlook is strong, with sponsorship commitments nearing target levels The Board approved the 2025 audited financial statements, confirming the organization remains financially stable and well-positioned to support continued growth. Strengthening the Value of Recognition of the CPHR Designation The Board reviewed updates on thought leadership, marketing, and labour-market recognition of the designation. Key insights include that 52% of qualifying HR job postings now require or prefer a CPHR designation, demonstrating strong labour-market recognition. Strategic partnerships also continue to expand, including advancement in opportunities with the Academy to Innovate HR (AIHR). Marketing initiatives and industry engagement are focused on building awareness of the designation across employers and HR professionals. The Board remains focused on protecting and strengthening the credibility and value of the designation. Self-Regulation and Advocacy The Board discussed the current self-regulation review. Governance and Board Leadership The Board received updates from its committees and discussed key governance matters, including the Finance & Audit Committee’s oversight of audited financial statements and financial performance and the Governance Committee’s work on governance policy and board practices. The Human Resources Committee also provided updates on governance processes, including expressions of interest and board director voting results. The Board also reviewed board effectiveness practices, succession planning, and interest in the Vice-Chair role as part of ensuring strong leadership continuity. Looking Ahead The Board discussed priorities for the coming months, including: Preparation for the 2026 Annual General Meeting (May 7) Continued membership growth and engagement Delivering a successful 2026 CPHR Alberta Conference (June 2-3) The Board remains focused on supporting members, advancing the HR profession, and ensuring the organization remains strong and sustainable. The next Board meeting takes place in June 2026, after which we will again 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!
By Jessica Jaithoo March 16, 2026
The 2026 HRC West Case Competition, hosted by CPHR BC & Yukon and CPHR Alberta, concluded with outstanding student performances from across British Columbia and Alberta, showcasing the next generation of human resource professionals. The first-place team, ThriveSpire from Mount Royal University’s Bissett School of Business (Alberta), consisting of Nicole Sivertson, Brooke Jenkins, Jam Roda, and Gabrielle Vadnais, secured the $1,500 grand prize for their winning case presentation. Second place was awarded to HRInnovate from Bow Valley College (Alberta), followed by HRmony Solutions from Acsenda School of Management (British Columbia) in third and Innocore from Douglas College (British Columbia) in fourth place. This year’s competition featured 16 teams from post-secondary business schools across BC and Alberta. The exceptional quality of presentations reflected the passion, innovation, and practical expertise students will bring to the human resources profession as they begin their careers. CPHR BC & Yukon and CPHR Alberta extend their sincere thanks to all participating students, coaches, and judges for their dedication and contributions to the success of the event. Special appreciation is also extended to KPU’s Melville School of Business for hosting the 2026 HRC West Case Competition. Plans are already underway for the 2027 HRC West Case Competition, which will take place at Mount Royal University in Alberta on March 5 and 6, 2027. For more information visit: https://cphrbc.ca/hrc-west About the HRC West Case Competition The HRC West Case Competition is an annual student competition organized and co-hosted by CPHR BC & Yukon and CPHR Alberta, bringing together post-secondary students from across Western Canada to apply human resource theory to real-world business challenges while fostering professional growth, collaboration, and industry readiness. About CPHR BC & Yukon CPHR BC & Yukon is a non-profit organization dedicated to advancing the HR profession through education, advocacy, awareness, and professional development opportunities. Established in 1942, the association is the Voice of the HR Profession with a mandate to enhance the profession and advance member value. The organization provides leadership to more than 8,500 members and is both a founding member of the Chartered Professionals in Human Resources of Canada (CPHR Canada) and the exclusive grantor of the Chartered Professional in Human Resources (CPHR) designation in British Columbia and the Yukon. www.cphrbc.ca Media Contact: Quinne Davey Senior  Member Relations Manager, CPHR BC & Yukon quinnedavey@cphrbc.ca 604-694-6943 www.cphrbc.ca
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