Fostering Psychological Safety in the Workplace
Author : Insight Psychological Inc.
How well does your workplace prioritize mental health? According to the Mental Health Commission of Canada, "seventy per cent of Canadian employees are concerned about the psychological health and safety of their workplace, and 14 per cent don't think theirs is healthy or safe at all."
World Mental Health Day is on October 10 th which is a perfect time to address mental health in all aspects of our lives, including at the office. A psychologically safe workplace is one where employees feel comfortable expressing themselves, taking risks, owning their mistakes, and sharing their opinions without fear of negative consequences. This environment actively prevents harm to employees' mental health resulting in employees feeling valued and supported.
There are thirteen factors that impact psychological safety in the workplace. These include:
- Psychological Support : An environment supportive of employees’ mental health. A lack of support can lead to absenteeism, conflict, turnover, productivity loss, and strain.
- Organizational Culture: An organization characterized by trust and fairness. Its absence can result in workplace stress, low morale, and burnout.
- Clear Leadership & Expectations: Effective leadership that clarifies roles and contributions. A lack of clarity can make staff irritable and anxious.
- Civility & Respect : An environment of respectful interactions. Its absence can cause emotional exhaustion, health issues, increased conflict, and job withdrawal.
- Psychological Competencies & Requirements : Ensuring a good fit between employees’ skills and job demands. Misalignment can lead to job strain, emotional distress, and absenteeism.
- Growth & Development: Support for personal and emotional skill development. A lack of growth can lead to boredom, frustration, and decreased performance.
- Recognition & Reward : Acknowledgment of employees’ efforts. In its absence, employees may lack confidence, leading to burnout and distress.
- Involvement & Influence: Inclusion in work discussions and decision-making. Exclusion can lead to feelings of alienation and disengagement.
- Workload Management: Achievable tasks within a given timeframe. Poor management can cause fatigue, increased stress, burnout, and decreased productivity.
- Engagement: A connection to work that motivates employees. A lack of engagement can result in reduced productivity, higher absenteeism, and negative health consequences.
- Balance: The need for equilibrium between work, family, and personal life. An imbalance can lead to stress, fatigue, and turnover.
- Psychological Protection : A safe space for questions and feedback. Its absence can create feelings of threat and disengagement, damaging the organization’s reputation.
- Protection of Physical Safety: Measures to ensure employee safety are implemented. A lack of protection can create dangerous work environments and increase mental health issues.
Strategies for Creating and Improving Psychological Safety in the Workplace
Here are eight organizations can implement to enhance psychological safety:
- Commitment from Top Leadership: Ensure that executives visibly support mental health initiatives, demonstrating that employee well-being is a core organizational value.
- Clear Policies and Programs: Develop well-defined policies that explicitly support psychological safety, such as anti-bullying measures and protocols for reporting concerns.
- Educate Employees: Implement training sessions that raise awareness about mental health issues, reducing stigma and empowering employees to prioritize their well-being and that of their colleagues.
- Continuous Learning Opportunities: Offer workshops and seminars focused on mental health, resilience, and coping strategies.
- Foster a Culture of Innovation: Encourage an environment where employees feel safe to ask questions and seek help without fear of judgment. This can be facilitated through open-door policies and regular check-ins.
- Promote Work-Life Balance: Advocate for flexible working arrangements and encourage employees to take breaks and use vacation time.
- Clear Communication: Ensure that organizational goals and expectations are communicated transparently. When employees understand how their roles align with broader objectives, they are more likely to feel engaged and secure in their contributions.
- Create a Resource Hub: Develop an easily accessible online platform that offers mental health resources, including articles, toolkits, and contact information for support services.
Creating a psychologically safe workplace isn’t something that will happen overnight. Committing to creating an environment where people feel safe to be in is an ongoing process that requires consistent effort from everyone in the organization. By prioritizing mental health and implementing these strategies, we can create work environments that not only boost productivity but also support the overall well-being of employees.
References
[1] Mental Health Commission of Canada. (n.d.). Workplace mental health. https://mentalhealthcommission.ca/what-we-do/workplace/#:~:text=Seventy%20per%20cent%20of%20Canadian,contribute%20to%20staggering%20economic%20costs.
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.
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.
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!
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
