HR As A Shared Vision - solutions for small business HR needs

Author : Ada Tai, MBA, CPHR, SHRM-SCP

"HR as a shared service" typically refers to large, multi-location corporations that require centralizing their less strategic HR tasks. These organizations often leverage a call-center HR platform that provides general HR services, such as payroll and HRIS, as well as some specialized services like recruitment and policy inquiries, thus allowing them to focus their efforts on more strategic HR functions. This approach has been proven to reduce costs and streamline support services more efficiently.

In contrast, small businesses without the budget to afford full-scope HR support face a different challenge. In recent years, smaller firms have begun collaborating and sharing support functions, including HR, IT, and finance. This trend emphasizes a common goal among businesses, which I refer to as "HR as a shared vision ". By pooling their resources, small businesses can access common business services, enjoy cost savings, and streamline support without incurring excessive expenses.

A shared HR vision for small businesses is to achieve the companies’ goals through effective and efficient ways of managing people resources. 

One HR professional I admire was a pioneer in creating a shared vision. She pooled together a group of five non-profit organizations and offered them HR support in recruitment and employee relations issues. All of her clients shared similar needs, challenges, and concerns. Although one might think that these organizations would compete for talent, this HR professional encouraged them to collaborate. For candidates who were not successful in one organization's job, she would ask the top candidates if they would be interested in another similar organization within the pool. The results were astounding!

Three of our clients operate in different industries, but the small business network helped the owners meet and become each other's sounding boards. I started working with one of them on several people challenges. The owner then asked if I'd be open to meeting with two other business owners with similar issues. One meeting turned into two, into four, and into a continuous pattern. To enhance their people management skills, three discerning business owners have availed themselves of my customized learning sessions and consultations. These individuals split the cost of attending these sessions, designed to enable them to solve their personnel-related challenges with greater proficiency.

The cost factor and lack of awareness have presented significant challenges to small businesses seeking HR services. Often, these enterprises only seek HR consultation after hitting a wall, such as encountering a human rights complaint, a need to terminate, an extended leave of absence, or turnover issues. However, HR support is a critical tool for expanding business operations. Outsourcing HR support provides a viable solution for small businesses that lack the need or budget for a full-time in-house HR department.

Businesses often seek out HR service providers through various channels, such as networking, referrals, or business advisory services offered by various agencies. Alternatively, some organizations choose to purchase enterprise software that comes bundled with some HR consultation provided by the vendor. When considering potential HR service providers, businesses should carefully evaluate several factors.

1. Define the need for HR service and commit to it

  • ​Often, small businesses are busy with operational duties, and although they recognize the need for professional help, they often do not follow through. 

2.Identify a budget and allow some room for flexibility if people challenges arise

  • Be aware that the common pricing model consultants charge can include hourly, monthly/quarterly, project-based, or retainer-based rates. Businesses should seek out service providers who offer transparent and competitive pricing, and who can deliver value for money.

3. Outline your desired HR support delivery model

  • For example, the delivery can be in-person vs. remotely, on-site vs. on-call, and on a regular touch point vs. as needed.

4. Shortlist 3 service providers 

  • Of course, you can go for fewer or more providers.

5. Assess the providers and select the most suitable one

  • Like a hiring process, you want to evaluate which provider is the most suitable for your business and situation. An experienced HR firm/consultant can help you navigate the complex world of talent management and compliance. Companies should assess the HR provider's experience and expertise. A provider with significant experience in a wide range of HR management and consulting can offer valuable insights and guidance. Previous clients’ reviews, referrals, and consultants’ backgrounds and qualifications can provide valuable information about the quality of service and customer satisfaction. 

To ensure optimal outcomes, it is crucial to cultivate a mutually beneficial relationship with the consultant. As your business grows and evolves, HR requirements will invariably transform. Businesses should treat the HR consultants as business partners and apprise them of changes to ensure they remain equipped to cater to these evolving needs. 

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 15+ years. 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 local universities. 

Contact information: 

Website 

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LinkedIn at adatai or BadaB-Consulting-Inc

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BadaB Consulting Inc. provides a wide range of solutions, including Strategic HR and Succession Planning, Organizational Design & Development, Merger & Acquisition Support, Recruitment, Training Facilitation, Compensation Design, Performance Management, Workplace Investigation, Policy Development, etc. Another specialty of BadaB’s services is 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.



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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