Fostering Dignity in the Workplace

21
Sep 2023
CPHR Alberta
56
A woman is shaking hands with a man in an office.

Author : Sheri Dolomont

In the intricate tapestry of the modern workplace, one thread stands out as both timeless and indispensable - human dignity. The way employees are treated, respected, and valued is not only a moral obligation but also a cornerstone of organizational success. Human Resources professionals play a vital role in championing and preserving dignity within the workplace.

The Essence of Dignity

Dignity in the workplace encompasses the fundamental belief that every individual, regardless of their role, background, or beliefs, deserves to be treated with respect and fairness. It transcends regulations and legal statutes, echoing the very essence of our shared humanity. HR professionals are at the forefront of translating this concept into actionable policies and practices that foster a culture of respect and inclusivity.

Navigating the Legal Landscape

While established statutory acts, regulations, and statutes related to human resources may not explicitly mention "dignity," they are firmly rooted in the principles of fairness, equal treatment, and respect. HR practitioners must not only adhere to these legal frameworks but also proactively work to ensure that they are translated into everyday workplace practices that uphold human dignity.

The following scenarios demonstrate HR’s imperative of fostering dignity in the workplace, where the principles of fairness, respect, and inclusion are not just buzzwords but the very foundation upon which successful organizations are built.

Scenario 1: Dignity Respected - A Respectful Promotion Process

In this scenario, a company is promoting an employee to a higher position within the organization. HR professionals have ensured that the promotion process is conducted with utmost respect for dignity:

  1. Transparency with HR's Guidance: The HR department plays a pivotal role in maintaining transparency throughout the promotion process. HR professionals work closely with department managers to ensure that all eligible employees are informed about the vacant position, and the criteria for selection are openly shared. This includes qualifications, experience, and specific performance indicators, with HR acting as a guiding hand to ensure fairness and clarity.
  2. Equal Opportunity with HR's Oversight: HR actively oversees the promotion process to ensure equal opportunity. They monitor that every employee is given a fair chance to apply for the promotion, irrespective of their background or personal characteristics. HR is vigilant in discouraging favoritism and nepotism, ensuring that the playing field remains level.
  3. Fair Evaluation with HR's Expertise: HR professionals and managers collaborate to conduct a fair and thorough evaluation of all applicants based on the established criteria. This evaluation process is closely monitored by HR, which ensures that personal biases do not influence decision-making. Comprehensive feedback is provided to unsuccessful candidates under HR's guidance.
  4. Respectful Communication with HR's Support: HR takes the lead in communicating the promotion decisions respectfully to all applicants. Even those who were not selected receive constructive feedback on areas for improvement, fostering a culture of growth and development. HR ensures that confidentiality is maintained, and sensitive information is handled discreetly, maintaining the dignity of all involved.
  5. Supportive Transition with HR's Involvement: The employee who is promoted receives extensive support from HR. HR professionals provide the necessary training and resources to facilitate a smooth transition into their new role. This support demonstrates HR's commitment to the individual's success and acknowledges their potential contribution to the organization's growth.

In this workplace, HR professionals actively champion dignity throughout the promotion process, ensuring that every employee feels valued, respected, and that they have an equal opportunity for career advancement.

Scenario 2: Dignity Not Respected - Discrimination Complaint

In this scenario, an employee has filed a formal complaint with HR, alleging workplace discrimination:

  1. Employee's Complaint and HR's Response: An employee approaches HR with a formal complaint of workplace discrimination. They allege that they have been consistently passed over for opportunities and subjected to derogatory comments based on their sexual orientation. HR's initial response is to ensure their safety and provide them with Employee and Family Assistance Program support information. 
  2. Investigation by HR: HR professionals launch a thorough investigation into their complaint. They interview the employee, gather evidence, and speak with witnesses to determine the validity of the allegations. HR ensures that the employee’s dignity is upheld throughout the investigation by maintaining confidentiality and sensitivity.
  3. Compliance with Legal Frameworks: HR closely examines Alberta's Human Rights Act to ensure that they adhere to all statutory requirements related to discrimination complaints. They ensure that all necessary steps are taken to protect the rights and dignity of both the complainant and any involved parties.
  4. Mediation and Resolution: If the investigation reveals evidence of discrimination, HR takes steps to mediate the situation. They facilitate a constructive dialogue between the employee and the individuals involved, aiming for a resolution that upholds dignity and promotes a respectful workplace environment.
  5. Preventive Measures: HR does not stop at resolving the immediate issue. They work on preventive measures, such as diversity and inclusion training, to educate all employees about respecting diversity and maintaining a respectful workplace culture. HR monitors the situation to ensure that discrimination does not recur.
  6. Transparency and Communication: Throughout the process, HR communicates transparently with the employee, keeping them informed about the progress of the complaint and any actions taken. They also ensure that they are aware of their rights and avenues for external recourse, if necessary.

In this scenario, HR professionals play a pivotal role in addressing workplace discrimination, protecting the dignity of the complainant, and taking proactive measures to prevent future incidents. Their expertise in navigating the legal framework ensures that all actions are compliant with Alberta's laws, highlighting the crucial role HR plays in upholding dignity in the workplace.


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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