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: 

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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.



Mental Health in the Agriculture Industry

By Jessica Jaithoo • August 8, 2025
Author : Nicole Mahieux, Nick Canning & Kendal Tremblay Mental health is increasingly recognized as a cornerstone of employee well-being, business resilience and community strength. For HR professionals, supporting mental health is no longer optional—it’s imperative. While conversations around mental health have gained traction in many industries, one critical sector still faces unique and persistent challenges: agriculture. Farmers and agricultural workers play a vital role in food production and national food security. Yet they are among the most vulnerable when it comes to mental health struggles. In fact, they experience some of the highest rates of stress, anxiety, depression—and even suicide. This is not just a personal issue. It's a workforce issue. It's a public health issue. It's a business issue. There are a range of compounding pressures makes farming one of the most mentally taxing professions.  These include: 1.Financial Stress & Unpredictability Unstable markets, weather-dependent outcomes, and shifting government policies contribute to a constant sense of economic uncertainty. 2. Isolation Many farmers work alone and live in rural areas where access to social support is limited. Social isolation increases vulnerability to mental health concerns. 3. Stigma Although mental health stigma is slowly decreasing, it remains a barrier—especially among men, who represent 74% of the agricultural workforce. Traditional gender norms often discourage open conversations or help-seeking.

CPHR Alberta’s Commitment to Supporting Reservists

By Jessica Jaithoo • August 7, 2025
As a proud participant in the Glowing Hearts program , CPHR Alberta continues to champion the value that Canadian Armed Forces reservists bring to our workplaces. Since joining the program, we’ve seen firsthand how supporting reservists not only strengthens our communities but also enhances organizational resilience and leadership. The Value of Reservists in the Workplace Reservists are more than military personnel—they are strategic thinkers, adaptable leaders, and skilled collaborators. Their training equips them with discipline, problem-solving abilities, and a mission-focused mindset that translates seamlessly into civilian roles. Captain McKenzie Kibler of The Loyal Edmonton Regiment exemplifies this. In a recent deployment on Operation REASSURANCE, he developed leadership and operational skills that now enrich his civilian career. Watch his story here. Support, Recognition, and Incentives for Employers Supporting reservists doesn’t mean sacrificing business continuity—in fact, it opens the door to meaningful recognition and financial support. Through the Compensation for Employers of Reservists Program (CERP) , employers can receive grants to help offset operational costs when a reservist-employee is away for 30 days or more. At the same time, organizations that register their reservist leave policies with the Glowing Hearts program are publicly recognized on the Canadian Forces Liaison Council website and receive a certificate of support and digital badge. These benefits not only ease the logistical challenges of supporting reservists but also position your organization as a leader in community engagement and national service. Tools and Templates for HR Leaders To make it easier for organizations to support reservists, CPHR Alberta offers a Reservist Leave Policy Template. This resource outlines eligibility, leave procedures, compensation, and compliance with federal and provincial legislation—making it simple to implement a supportive policy. Access the template through the Member Portal.

Leadership Risk Isn't Just a C-Suite Concern

By Marina Perkovic • July 29, 2025
Companies that invest in leadership development see real returns. According to Brandon Hall Group, organizations with strong leadership development programs are 1.5 times more likely to be financially high-performing, reinforcing the clear connection between leadership strength and business success (Brandon Hall Group, 2015). For small to mid-sized businesses, this risk can be especially high. As teams expand and complexity increases, the informal leadership structures that worked early on can start to crack. That’s where proactive leadership development and risk mitigation go hand-in-hand. The Leadership Gap Is a Hidden Business Risk According to a recent CPHR Alberta report, talent development and leadership gaps remain one of the top five organizational risks (CPHR Alberta, 2023). The consequences are rarely immediate, but they compound over time: • Missed growth opportunities • High-potential employees leaving due to lack of career clarity • Poor team morale when unprepared managers struggle to lead • Strategic drift from lack of alignment at the top A growing company without a leadership pipeline is like a car without a spare tire, it might keep rolling, but one unexpected bump can send the whole operation into a tailspin. Risk Mitigation Starts with Leadership Insight The first step in mitigating leadership risk is to move from guesswork to clarity. That means using structured tools like leadership assessments, succession planning frameworks, and targeted coaching to surface the actual capabilities of current and emerging leaders. In professional services firms, for example, it’s common to see technically strong employees promoted into management roles. While they excel in their areas of expertise, they often lack key leadership capabilities like delegation, feedback, and emotional intelligence (Gallo, 2016). Without proper development, this can lead to stalled projects, disengaged teams, and higher turnover. Leadership assessments and focused coaching are essential to identify these gaps early and build the skills needed to lead effectively. Common Leadership Risks in SMBs Every organization faces different risks, but these are some of the most common leadership vulnerabilities seen in growth-stage companies (SHRM, 2022): • Lack of succession planning: Only one person knows how to run a key function, creating bottlenecks and burnout. • Unclear decision-making authority: Teams waste time waiting for approvals or duplicating efforts due to ambiguous roles. • Promotion without preparation: High performers are promoted into leadership roles without training, leading to micromanagement or misalignment. • Poor feedback culture: A lack of honest dialogue means small issues snowball into bigger people problems. • Leadership misfit: A leader’s natural style may clash with the culture or needs of a specific team or situation. Mitigating these risks requires more than a one-time workshop. It takes intentional development, structured tools, and reinforcement over time (SHRM, 2022). What Effective Mitigation Looks Like The most successful companies don’t wait for a leadership crisis to take action. They build leadership strength proactively. Here’s what that looks like: • Leadership assessments are used during hiring and promotions to identify fit, style, and potential blind spots. • Customized coaching programs help leaders build the exact skills they need in real time, tied to their actual challenges (International Coaching Federation, 2022). • Leadership training cohorts (such as PowerUp Leadership’s “Coaching Skills for Managers” or “Authentic Leadership” programs) create a shared foundation across the organization. • Succession maps identify who is ready or could be ready for key roles in 12–24 months, creating a proactive development plan (SHRM, 2022). As companies grow, the complexity of people management increases exponentially. Systems, tools, and strategy all matter but none of them work without effective leadership behind them (McKinsey & Company, 2018). Investing in leadership development isn’t a “nice to have” for big companies, it’s a risk management strategy for every business serious about sustainable growth. 
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