HR Professionals as Entrepreneurs

08
Aug 2022
215
A light bulb is surrounded by colorful splashes of paint.

Author:  Ada Tai, MBA, CPHR, SHRM-SCP

Entrepreneurship seems to be a very trendy word and an occupational choice these days. In my recent conversations with various HR professionals, a common question arose: How can HR people become entrepreneurs? In other words, if I want to set up my own HR consulting practice, how do I start?

Before we dive into “how” to start an HR business, let’s first understand what being an entrepreneur means. My favourite definition of an entrepreneur is: “An entrepreneur is an individual who creates a new business, bearing most of the risks and enjoying most of the rewards . The process of setting up a business is known as entrepreneurship.” 1 This definition emphasizes a few key takeaways: first, being an entrepreneur is a journey of inventing and building something from the ground up. During this journey, you will experience many challenges and joys because of the uncertainty and the potential benefits you will gain through a successful venture. Running an HR consultancy as a business entails helping clients solve problems.

1. A business starts with an idea. (What’s your niche?)

Generally speaking, for HR professionals to utilize their established knowledge and skills, the idea for a business is likely to provide general or a specific area of human resources support, and/or offer training and coaching services. HR consulting is part of the large Management Consulting industry. In the US, the Management Consulting industry revenue is estimated at $250 billion 2 .  In Canada, the industry revenue is estimated to be about $22 billion 3 . Human resources consulting services account for roughly 12% of management consulting revenue 4 .

To set yourself up for success, several key questions to consider include:

  • Do I want to be a generalist or a specialist?
  • Do I want to be a business person or a technical expert?
  • Do I want to eventually build a company or stay as a one-person shop?
  • What is the niche that I can offer to clients?

2. Narrow your ideas down to concrete plans. (What’s your value proposition?)

Although many people prepare great plans, to be effective, these plans need to be tailored to the wonderful service you will provide. Since being a consultant is to solve clients’ problems, your value proposition should clearly communicate the benefit that clients will receive by using your service. In other words, a potential client should be able to distinguish what you offer from the offerings of other consultants. Questions to consider include:

  • Who is my target audience? What are their needs and wants?
  • How will I offer my services? When? Where? And, How?
  • With whom am I competing? What distinguishes my service from theirs?

3. Set up your business or join another business. (Let’s get serious.)

To take the HR consulting idea to the next level, you may set up your business as a Sole Proprietorship, Partnership, or Corporation. Any such form has its pros and cons. Then you will use your creativity to come up with an attractive business name, register for a business number and GST, open up a business bank account, etc. A clear and useful article in which this sort of information can be found is, “Your ultimate guide to starting a business in Canada”. 5

A large portion of the entrepreneurs-to-be choose to join other firms as freelancers or contractors, either full-time or part-time. This gives these consultants who are not ready to go all in on being their own boss a taste of being an independent consultant without bearing the full risk. They also use this option to test whether there is a demand for their skillsets. Some HR professionals decide to be a member of growing boutique companies. Others welcome the opportunities and challenges that large international consulting firms present.

4. Marketing, marketing. (And marketing)

By putting your business plan together, you now know who your targeted audience is. Using different methods to reach your potential clients and convince them to use your service is the magic of marketing. Setting up a website, and creating an email signature and business cards are the fundamentals to get one started. Once you generate a budget and are ready to go one step further, some HR entrepreneurs choose to engage marketing experts who specialize in social media establishment, search engine optimization, advertising campaigns, etc.

What I have found most useful is to create a professional and consistent presence for yourself and your business. This can be done by actively participating in in-person and virtual networking events tailored for your potential clients. Nowadays, while businesses are fighting to hire and retain talents, I find it quite easy to start a chit chat with business representatives about how HR consultants can add value. Be ready to give your elevator pitch about your credentials and your business offerings wherever you go. Furthermore, content marketing has also proven effective. It includes presenting publicly and creating educational articles, blogs, books, videos, podcasts, etc. The key emphasis here is “content.” I firmly believe that without valuable content, marketing becomes meaningless.

5. Let’s get to work! (No promotion can replace quality results.)

Now you have identified your niche area and value proposition, registered a business and utilized marketing efforts to engage one or more clients to understand potential solutions you can offer, the next step is to put a proposal together and present it to the client for approval. Several good templates are explained and included in the book, The Basic Principles of Effective Consulting , by Linda K. Stroh 6 .

Once the agreement is signed by both parties, you will immerse yourself in planning your project approach and methodologies, diagnosing the client’s issue, proposing solutions, gathering feedback from the client throughout the process, and implementing the solutions (if required). In my experience, great consultants are also great business people who can see client’s issues from 3000 feet and offer scalable and sustainable solutions.

Many of you are probably already performing the HR consultant role for your organization as an internal consultant. You may have also helped friends fix resumes, advised your family about workplace situations, etc. In this sense, we are all consultants utilizing our expertise. In my recent webinar, “ HR Entrepreneurs - Have You Ever Thought About Becoming an HR Consultant? ”, invited and hosted by CPHR AB, I shared that to be an effective consultant in this competitive environment, it is critical that we adopt a life-long learning approach with the ability to continuously innovate. The problems we are helping clients solve today may not be the problems the clients face tomorrow.

Reference:

1 Hayes, A. (2022, July 19). What is an entrepreneur? Investopedia. Retrieved July 25, 2022, from https://www.investopedia.com/terms/e/entrepreneur.asp

2 Industry market research, reports, and Statistics. IBISWorld. (n.d.). Retrieved July 26, 2022, from https://www.ibisworld.com/united-states/market-research-reports/management-consulting-industry/

3 Government of Canada, S. C. (2022, February 17). Consulting Services, 2020. The Daily - . Retrieved July 26, 2022, from https://www150.statcan.gc.ca/n1/daily-quotidien/220217/dq220217e-eng.htm

4 Industry Overview: Management Consulting in Canada. Industry Overview: Management Consulting in Canada | Small Business Accelerator. (n.d.). Retrieved July 26, 2022, from https://sba.ubc.ca/industry-overview-management-consulting-canada

5 Your ultimate guide to starting a business. BDC.ca. (2022, July 20). Retrieved July 25, 2022, from https://www.bdc.ca/en/articles-tools/start-buy-business/start-business/how-start-business-canada

6 Stroh, L. K. (2019). The basic principles of effective consulting. Routledge, Taylor & Francis Group.

 

I see. I hear. I experience . is a column created by and written by Ada Tai, a chartered member of CPHR Alberta. The column is written in a blog format where Ada and invited co-authors will present their own experiences and interpretations of the world of human resources and its impact on business management. This and the subsequent posts are copyrighted materials by the author(s) and only reflect their personal views, not CPHR Alberta’s.

Author bio: With an MBA Degree, a CPHR, and an SHRM-SCP designation, Ada Tai has been working as an HR professional in a variety of industries for over a decade. Through her consulting firm, Ada and the team provide a variety of strategic and pragmatic management consulting services.  Ada’s public speaking skills have enabled her to be regularly invited to speak about HR, people management, career search, and networking topics throughout the province. She is also a well-respected Instructor at the University of Alberta and MacEwan University.

Contact information:

BadaB Consulting Inc. provides a wide range of human resources solutions, including Strategic HR and Succession Planning, Organizational Design & Development, Diversity & Inclusion Program, Merger & Acquisition Support, Recruitment, Skills Development Training, Compensation Design, Performance Management, Workplace Investigation, Policy Development, etc. Another specialty of BadaB’s services is a personal job search and career coaching. The team has effectively helped over 500 people to find work.

 

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.



There's Still Time to Learn, Connect, and Earn CPD Hours

By Jessica Jaithoo • September 29, 2026
As the year draws to a close, now is the perfect time to invest in your professional growth. Whether you're looking to maximize your remaining professional development (PD) budget, complete your CPD requirements, or build skills in emerging areas, CPHR Alberta's fall lineup offers practical learning opportunities designed for today's HR professionals. A Timely Conversation: Workplace Suicide Awareness and Prevention October's Suicide Prevention Month serves as an important reminder that mental health and wellbeing continue to be critical workplace priorities. HR professionals are often called upon to support employees, leaders, and teams through difficult situations. Our Workplace Suicide Awareness for HR Practitioners: Masterclass (October 28) , led by Tara Adams, Founder of Abridge Consulting, provides practical guidance on understanding suicide in the workplace, implementing prevention strategies, and creating a more supportive workplace culture. * Earn 3 CPD hours. Lead Through the AI Shift with Confidence Artificial intelligence is rapidly transforming the workplace, making AI literacy an increasingly important skill for HR professionals. Our 3-day AI Certificate (AI Adoption that improves productivity without overwhelming the organization December 9-11) and Leading Through the AI Shift – Master Class (November 4) provide practical insights into AI adoption, workforce transformation, and the evolving role of HR. Build the knowledge and confidence needed to support AI initiatives and help your organization navigate change. Learn on Your Schedule with Conference On-Demand Access more than 20 recorded conference sessions, including keynotes, concurrent sessions, micro-sessions, and expert panels, anytime and anywhere. Gain practical HR insights, access speaker resources and presentations, and learn at your own pace. * Earn up to 5 CPD hours. Build Expertise in High-Demand HR Areas In addition to our featured offerings, this fall's PD calendar includes opportunities to strengthen core HR competencies through: Law Symposiums across Alberta chapters (September, October and November) Investigation Report Writing Workshop (November 5) Investigation Interviewing Techniques Workshop (November 18) Conducting Credibility Assessments Workshop (December 2) Workplace Investigation Training Certificate (November 24-26 and December 8-10) These programs provide practical, immediately applicable knowledge that can help strengthen decision-making, reduce organizational risk, and enhance your effectiveness as an HR professional. Don't Forget Your Complimentary Learning Opportunities  As part of your membership, you also have access to a variety of complimentary professional development opportunities throughout the fall, including: Monthly member roundtables Noon-hour webinars: Expert-led discussions on topics such as managing intergenerational teams, workplace agility, and common recognition and rewards mistakes. Finish the Year Strong Don't let unused professional development dollars or outstanding CPD requirements carry into year-end. Explore our fall learning opportunities and invest in skills that will support your success today and into the future—then round out the year by reconnecting with your professional community. Join your HR community at one of our Holiday Mingles , taking place across the province this November and December. These gatherings offer a chance to celebrate the year, expand your network, and reconnect with colleagues before the holiday season. View the Professional Development Calendar

World Mental Health Day: Key Lessons for HR Professionals

By Jessica Jaithoo • September 28, 2026
Author: Volunteers from the Wood Buffalo Chapter Observed annually on October 10th, World Mental Health Day highlights the importance of promoting mental health awareness and improving access to mental health support worldwide. The day was established by the World Federation for Mental Health and is supported internationally by the World Health Organization. In Canada, mental health challenges increasingly affect workplace productivity, employee engagement, and organizational sustainability. For HR professionals in Alberta, World Mental Health Day provides an opportunity not only to raise awareness but also to evaluate policies, workplace culture, and leadership practices that support psychological safety. HR professionals have a significant role in ensuring compliance with provincial legislation while building supportive work environments that address emerging mental health risks. Recent Canadian research indicates that workplace mental health challenges are widespread and growing. Several key statistics illustrate the scope of the issue: 1 in 5 Canadians experiences a mental health problem each year (Employment and Social Development Canada). Mental health problems remain the leading cause of disability in Canada . Approximately 58% of employed Canadians are affected by a mental health diagnosis either personally or through a family member. 52% of employees report mental health challenges that affected their work performance , yet only 33% disclose these challenges to their employer . 39% of Canadian workers report experiencing burnout , demonstrating a significant increase compared with previous years. Nearly 47% of Canadians identify work as the most stressful part of their daily life . The economic implications are also substantial. Mental health problems cost the Canadian economy approximately $51 billion annually, including $20 billion directly related to workplace impacts such as absenteeism and reduced productivity. These statistics demonstrate that workplace mental health is no longer solely an individual concern; it is a strategic organizational issue requiring active engagement from HR and Business leaders. Alberta Legislative Context: HR Responsibilities HR professionals in Alberta must navigate both occupational health and safety requirements and workers’ compensation frameworks related to psychological injuries. The Alberta Occupational Health and Safety Act requires employers to ensure the health and safety of workers, which increasingly includes psychological health and safety. While the legislation traditionally focused on physical hazards, workplace harassment, violence, and psychosocial risks are now recognized as hazards that must be addressed through prevention and policy. Under Alberta OHS requirements, employers must: Identify workplace hazards, including psychological hazards such as harassment or excessive workload Implement prevention measures and policies addressing workplace violence and harassment Provide training and reporting mechanisms for workers In practice, this means HR departments must develop policies addressing psychological safety, respectful workplaces, and harassment prevention. Failure to address these risks may expose organizations to legal liability and regulatory scrutiny. Another legislative body of work comes through the Workers' Compensation Board (WCB) Alberta which recognizes that psychological injuries can occur as workplace injuries similar to physical injuries. It provides income replacement to workers with a diagnosed injury or illness that is shown to arise out of and in the course of employment. For HR professionals, this has several implications: Workplace psychological injuries may result in WCB claims Employers may need to participate in claim investigations and return-to-work planning Organizations must demonstrate that reasonable steps were taken to prevent psychological harm Key Lessons for HR Professionals Integrate Psychological Safety into Workplace Safety Programs Mental health should be treated as part of occupational health and safety rather than a separate wellness initiative. HR professionals should integrate psychological risk assessments into safety management systems and identify workplace factors such as: excessive workloads toxic workplace culture violence, harassment or bullying lack of managerial or organizational support Proactive management of these risks can reduce absenteeism, disability claims, and employee turnover. Train Managers to Respond to Mental Health Concerns Managers often serve as the first point of contact when employees experience psychological distress. However, research shows that many supervisors feel unprepared to address mental health issues effectively. HR professionals should implement training programs that equip leaders to: recognize early signs of burnout or distress conduct supportive workplace conversations connect employees to resources such as Employee Assistance Programs Managerial support is particularly important, as studies show that support from managers and coworkers significantly improves workplace mental health outcomes. Address Workplace Stigma Despite increasing awareness, stigma remains a major barrier to mental health support. A significant proportion of Canadian employees report that they would hesitate to disclose mental health challenges due to fear of career consequences. HR professionals can reduce stigma by: encouraging senior leaders to discuss mental health openly integrating mental health awareness campaigns into workplace culture ensuring confidentiality when employees seek support Strengthen Workplace Supports Effective mental health support systems may include: Employee Assistance Programs (EAPs) flexible work arrangements mental health leave policies access to counselling services Research suggests that time off, flexible schedules, and supportive management are among the most effective workplace mental health supports. For HR professionals in Alberta, World Mental Health Day serves as an important reminder that mental health is both a legal responsibility and a strategic workforce issue. Organizations that prioritize psychological safety and employee wellbeing are better positioned to reduce disability claims, improve employee engagement, and retain skilled workers in a shrinking talent pool. With rising burnout levels, increasing psychological injury claims, and evolving legislative expectations, HR professionals in Alberta must take a leadership role in promoting mental health and wellbeing in the workplace. By aligning organizational practices with occupational health and safety requirements, supporting employees experiencing psychological challenges, and fostering open workplace cultures, HR professionals can help create healthier and more sustainable workplaces for the future.

Why Workforce Analytics Requires More Than Technology

By Jessica Jaithoo • September 10, 2026
Author: Eleanor Hecks As workforce analytics becomes more sophisticated, organizations have more ways to understand how work gets done. But introducing these tools without clear communication can create uncertainty around privacy, data use and employee trust. HR leaders should make the purpose and boundaries of these tools clear from the start. The Rise of Employee Monitoring The workforce analytics market has reached $2.92 billion in 2026 as organizations pursue hybrid-work optimization, data-driven talent decisions and AI-powered analytics. Within this broader market, organizations are increasingly using tools such as productivity-monitoring software, keystroke logging, application and activity tracking and other systems that analyze employees' work patterns. These technologies can give HR greater visibility into workloads, staffing needs, productivity and broader workforce trends. However, as these tools become more sophisticated, HR also needs to consider how employees will understand and respond to data collection. What Can Go Wrong When Employers Introduce Productivity Trackers? Problems can arise when employees do not know what information the organization collects or how it will use it. Workers may worry that screenshots or time away from a device could become measures of their value or performance. These concerns are worth taking seriously. The American Psychological Association found that 45% of workers who experienced workplace monitoring said their work environment had a negative impact on their mental health. The finding highlights why HR should consider the employee experience when introducing these tools. Building Trust in Workforce Analytics Introducing monitoring works best when employees understand the decision and see themselves as part of the process. Transparency and early communication often build confidence and trust. Address Employee Concerns Before They Become Questions HR should explain the basics before introducing the software, including which activities the system will track and which it will ignore. Managers should also let teams know whether the tracker data can influence performance decisions. Proactively explaining the tool's capabilities and limitations can help prevent an unexpected discovery from becoming a trust issue. Have a Clear Purpose for the Technology HR should identify the specific problem before choosing a solution. This becomes especially important as organizations race to adopt emerging technologies without defining clear objectives first. This pattern is visible in how many companies are currently approaching AI adoption. A survey found that about half of organizations have deployed AI or plan to do so this year, but only one-third have a strategy for it. These numbers show that organizations are implementing tools simply because they feel like they “should,” faster than they can define what success looks like. Workforce analytics tools — many of which now include these AI-powered features — present the same challenge. “We need to use more tools that integrate AI” or “Everyone else is tracking productivity” are not strategies. Without a clear purpose, HR may collect more data than it needs or track metrics that don't align with actual business decisions. Before selecting a monitoring tool, HR should determine what it needs to learn and what decisions the data will support. Explain the Difference Between Aggregate and Individual Data Employees should understand whether HR is looking for broader workforce patterns or evaluating individual behavior. Aggregate data might show that a department is consistently handling a heavy workload, while individual data could reveal how a specific employee spends their time. Making this distinction clear can reduce uncertainty about how the organization will use employee information. Build Trust Through Inclusive Practices Employee involvement should begin before committing to a vendor or a tool. Representatives can help assess what a system collects and whether intrusive features align with organizational goals. HR can invite employees to ask questions and solicit their feedback on monitoring policies. California's proposed AB 1883 illustrates the emerging regulatory conversation around workplace monitoring. The bill seeks to prohibit employers from using workplace surveillance tools that predict emotional states or collect neural data. As proposed legislation, it is not currently a requirement for California employers, but it demonstrates how policymakers are beginning to address newer forms of workplace surveillance. Trust Starts Before the Monitoring Does Workforce analytics can deliver real insight into workforce needs. Organizations that communicate openly about purpose and involve employees often create monitoring systems that support better resource allocation and planning.
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