How Health Spending Accounts Accommodate Intergenerational Living

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Nov 2022
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Two hand prints with a red heart in the middle
Photo Credit: 
Rod Long

Author:  Shannon Hughes

When asked what the primary source of their motivation and purpose is, nearly 19,000 adults in 17 countries who participated in a recent study by Pew Research, reported that family ranks higher than any other factor 1 .    They mentioned quality time with parents, siblings, children and grandchildren as something that makes their lives fulfilling.  

Multigenerational households (those housing three or more generations) have not been a dominant living arrangement in Canada. However, census data shows that they have become the fastest-growing family household type in recent decades.  Since 2001, the number of multigenerational households has increased by 50%, and this is driven by an aging population and the dramatic rise in housing and living costs 2

For employers who are struggling to find qualified talent, how can these statistics inform decision-making about one of the key tools you use to attract and retain great employees, your benefits plan?

Let’s connect the dots.  As an employer, you want to take care of your employees.  It’s becoming more and more likely that they have extended family living with them.  Providing resources to take care of what matters most to them, will be well received, create tremendous goodwill and have a positive impact on your employees’ engagement, productivity and loyalty.

There is an employee benefit solution that enables employees to cover medical, dental and wellness expenses for any member of their household who is either connected by blood, marriage or adoption, as based on CRA’s definition of a dependent.

The solution is a Spending Account, highly desired by employees and advantageous for employers as the cost is contained.  Unlike a traditional benefits plan, which has a strict definition of who is eligible (where extended family is not covered), a Spending Account may cover parents, grandparents and other relatives who cohabitate with an employee.  

Under the Spending Account umbrella, there are two types of accounts:

  1. Health Care Spending Accounts: These accounts provide non-taxable reimbursements for common medical and dental expenses such as glasses, massage therapy, prescription drugs and dental work.
  2. Wellness Spending Accounts: These are taxable accounts that give employees a much broader scope of eligible claims. These accounts are used to reimburse expenses such as gym memberships, personal development books and courses, fitness equipment, etc. Wellness accounts can be especially effective to address needs tied to diversity, equity and inclusion, including spiritual needs.

The 2022 Benefits Canada Healthcare Survey found that of plan members who have a health-care spending account, 94% agree that it’s an important part of their health benefits plan.  Presently, approximately half of the employers who participated in the survey offer a HCSA.  Of the plan members without these accounts, 87% would like to have an HCSA and 89% would like to have a wellness account.

A few of the reasons that it’s worth considering a health spending account are:

  1. The employer sponsoring the program only pays for what is used, and has full control over the budget.
  2. It can be offered as an add-on to a traditional benefit plan, or as a stand-alone for smaller organizations that aren’t quite ready for the full package.
  3. Administering a Spending Account is extremely straightforward.
  4. Employees want flexibility, and this allows them to personalize their benefits and claim what is meaningful to them.

As with any benefit or perk that is part of the compensation package, ongoing education to raise awareness and engagement is key.  Consistent communication about the program will help employees learn what is covered, how to submit claims as well as some of the finer intricacies of the program.  Education is vital in particularly when extended family members are eligible, which is not the norm and might be overlooked or misunderstood by employees.  Lean on your benefits advisor to assist with creating communications, and while they’re at it, they can shout from the rooftops to your staff about the care you’ve put into designing a benefit program that meets their needs.

If you’d like to go deeper on this topic, please don’t hesitate to reach out to Shannon@captivatebenefits.com.


 

References: 

1 https://www.pewresearch.org/global/2021/11/18/what-makes-life-meaningful-views-from-17-advanced-economies/

2 https://vanierinstitute.ca/sharing-a-roof-multigenerational-homes-in-canada-2021-census-update/


 

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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