The Importance of Employee Feedback for Identifying Crises

Author : Shannon Walker 

The Problem 

Regular employee feedback is necessary for a comprehensive risk management strategy. Employees, partners, investors and management are all key stakeholders in maintaining the health of your operations. Strong employee feedback mechanisms allow everyone to ask questions, provide suggestions, and report on ethical breaches or security risks. When feedback is taken and implemented, employees feel more valued, which helps to increase retention, foster trust and create a sense of mutual accountability. The reverse of this situation is low employee engagement and satisfaction and an increased risk of internal breaches. 

Understanding Employee Feedback 

Employee feedback in the workplace should be transparent, accessible, and enforce a culture of non-retaliation. This means all concerns are taken seriously, actionable steps are outlined and shared with respective parties, and employees do not fear that they will be punished for anything they have reported on. From workplace frustrations to more serious issues like organizational fraud and misconduct, the necessary procedures must be in place to encourage reporting and facilitate escalation when necessary.

Proactive Mechanisms for Conducting Employee Feedback 

Employee Feedback Surveys 

Organizations can generally keep their finger on the pulse of company culture and employee angst–if any—through regularly scheduled employee feedback surveys. Most organizations schedule surveys every few months that ask both closed-ended and open-ended questions. These surveys should be administered anonymously and can give a general idea of overall employee satisfaction with the organization. Unfortunately, employee feedback surveys fall short of finding situational insight and identifying specific areas needing improvement. 

1-1 Meetings

A better mechanism for gaining valuable information from employees on a regular basis is through having recurring 1-1 meetings between employees and managers at all levels. This includes having the highest-level executives meet with operational managers to help avoid large disconnects in compliance and company objectives from forming. These meetings share two-way flows of feedback where employees can bring their input and concerns to the table in an environment that is focused on their professional growth. Employees should feel comfortable sharing their concerns and have confidence that when a sensitive issue is brought forward, it will be escalated to the right person. 

Anonymous Reporting Tools 

Lastly, anonymous reporting tools are used in various industries, on both large and small scales, to help encourage employee feedback and mitigate crises before they happen. Employees are provided with a process to report any wrongdoing they’ve witnessed in the workplace. In the primarily digital workforce, most companies chose to implement an omnichannel reporting system that combines online intake and hotlines. Whether the employee is reporting to an agent directly or filling out an intake form, the goal is to create a comprehensive report of the complaint without recording identifiable information about the employee. 

Whether you decide to run your reporting tool internally or outsource to a third-party provider, you must ensure it is available 24/7/365 to encourage employees to make reports at their earliest convenience. Additionally, for larger, more diverse firms, having the reporting tool available in multiple languages will be crucial for creating a truly accessible tool and encouraging participation. Tracking reports in an organized and efficient manner will be vital for maintaining the integrity of the reporting system. By streamlining the filing process, cases will be forwarded to the appropriate department and allow for any necessary investigations to take place faster. 

Implement policies and processes for employee feedback

To increase confidence in feedback tools, all mechanisms for performance reviews and employees reporting their concerns should have outlined policies and best practices. Organizations must ensure all reports are dealt with in a timely manner through auditing regularly and keeping their reporting systems up to date. Managerial levels can help maintain the integrity of feedback and the process, by only sharing details on a need-to-know basis. Ensure your policy outlines what kinds of issues need transparency, versus what issues should be kept confidential. The anonymity clauses should be supported through robust anti-retaliation policies that confirm no employee will be reprimanded for coming forward, further solidifying your organization’s commitment to creating a speak-up culture.

There is no silver bullet solution for encouraging employee feedback in the workplace. However, having the right feedback mechanisms will be vital for identifying and addressing crises sooner. Combining surveys, 1-1 meetings and self-starting feedback tools with varying degrees of anonymity will help encourage a speak-up culture in your organization. Ensure you have the necessary policy in place for how to use these tools best then work to maintain a transparent environment and catch potential crises before it affects your business.

About the Author

Shannon Walker is the founder and president of WhistleBlower Security Inc. (WBS), a global provider of ethics reporting services and the EVP Strategy at Case IQ.

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.



2025 Year-End Message - Geordie MacPherson

By Jessica Jaithoo • December 17, 2025
As we close out 2025, I’m feeling genuinely proud of what CPHR Alberta has accomplished this year, and grateful for the members, volunteers, partners, and staff who made it possible. Together, we’ve continued to strengthen the value of the CPHR designation, expanded professional development opportunities, and deepened relationships with government, post-secondary institutions, and business leaders. This year also brought some milestones worth celebrating. We’re ending 2025 in a financially stable position, and our membership grew by 7% , which is a nice reminder that the HR community is thriving, and that we are still the kind of people others willingly choose to join. One of the most important pieces of work this year was launching our 2026–2028 Strategic Plan. This roadmap was shaped by member input, market research, and alignment with CPHR Canada’s national priorities. It’s the product of a truly collaborative process led by our Board and operations team, forward-looking, grounded in data, and practical in how it positions us for what’s next. At its core, the plan strengthens the HR profession and supports the people who drive it, reinforcing our commitment to a resilient and inclusive HR community. I encourage you to read it and see where we’re headed. View the Strategic Plan here. Our pursuit of self-regulation remains a priority, and our advocacy efforts this year continued to deepen relationships with government and position HR as a trusted profession. We’re making progress, ensuring HR’s voice is present in key policy conversations and recognized where it matters most. If nothing else, we are getting very good at showing up, staying thoughtful, and keeping the conversation moving forward. To build on this momentum, we’re currently recruiting two Chartered Members and up to one Public Members to join our Board. We’re looking for candidates with prior governance experience and strengths in areas such as strategic business leadership, financial management, legal expertise, or IDEA. It’s also important to us to have meaningful geographic representation from outside Calgary and Edmonton, because Alberta is bigger than two postal codes, and our Board should reflect that. You can learn more about the process and requirements through our blog , and I’d encourage you to apply or share the opportunity with someone who’d be a great fit. Applications close January 9, 2026. Chartered and Retired Members: Apply through your member portal Public Members: Contact Heather McMaster at hmcmaster@cphrab.ca for application details As the holiday season approaches, I hope you find time to rest, recharge, and take a moment to acknowledge what you’ve contributed this year, professionally and personally. Thank you for everything you do to advance the HR profession. I’m confident that, together, we’ll continue building something even stronger in 2026. And if your out-of-office message is already drafted, I respect the efficiency. Geordie MacPherson, CEC, CPHR, SHRM-SCP Chair, Board of Directors, CPHR Alberta

2025 Year-End Message - Ioana Giurca

By Jessica Jaithoo • December 17, 2025
As we close out 2025, I am proud to reflect on the incredible work our association has accomplished this year. With the support of CPHR Canada, we continue to strengthen a national network of over 33,000 HR practitioners and professionals, including more than 7,300 in Alberta. Our collaboration with provincial counterparts, post-secondary institutions, local chambers, and government partners remains central to promoting the value of hiring a designated professional and advancing consistent standards across Canada. This year, CPHR Alberta grew by 7%, with the majority of new members coming from students and emerging HR professionals—the future of our profession. Thank you to all our members for the work you do every day to elevate the profession. Operationally, 2025 was a year of engagement and impact. We hosted 76 events across Alberta, the Northwest Territories, and Nunavut, welcoming over 6,300 attendees to workshops, roundtables, webinars, and community sessions. Complimentary events played a key role in sustaining access to learning and connection for our members. Our Annual Conference was a highlight, bringing together a sold-out audience, a fully booked exhibitor space, and earning strong satisfaction ratings with 77% of attendees rating their experience positively. Thoughtful planning is already underway for our 2026 Conference on June 2 and 3 at the BMO Centre in Calgary, where expanded attendee capacity, increased exhibitor space, and enhanced programming will elevate the experience for HR professionals across our jurisdiction. Through our marketing campaign, we focused on raising awareness of the strategic value a CPHR brings to organizations. The results speak for themselves with 10% of new members joined after seeing our campaign, and website traffic increased by 17%, averaging over 55,000 views per month. In 2025, CPHR Alberta navigated Ministry changes, new mandate letters, and changes to professional governance. The Professional Governance Act (PGA) was introduced in the Spring of 2025 and received royal assent in May. This was a long-awaited and important step forward. CPHR Alberta operations and the Board are at work reviewing the legislation and anticipating the incoming regulations. We have continued our focus in broader advocacy and engagement to promote the profession as a leading voice, valued partner and knowledge expert. Throughout the year, we deepened our existing relationships, built new ones, and partnered on impactful projects at various levels of government and with community partners. We look forward to continuing to highlight the significance and impact of the profession within our organizations and communities throughout 2026. Looking ahead, we are excited to implement our 2026–2028 Strategic Plan , continue rolling out our new member recognition program, and shine a spotlight on our incredible HR community at our Member Recognition Gala in April. We will also advance our work toward self-regulation, ensuring the HR profession is recognized and trusted for its impact on organizations and communities. I want to thank our incredible team at CPHR Alberta and the many volunteers who make our work possible. Your dedication ensures we deliver value to our members and advance the HR profession every day. Thank you also to our Board of Directors for their guidance and leadership throughout the year.  As the holiday season approaches, I wish you joy, rest, and time to celebrate your accomplishments. Together, we are shaping the future of HR—and I look forward to all we will achieve in 2026. Ioana Giurca, CEO, CPHR Alberta

An Update from your Board of Directors – November 2025

By Jessica Jaithoo • December 4, 2025
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, continues to deliver on the association's strategic priorities developed in the 2020 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 November 27, 2025, and is proud to share the strong momentum we are experiencing across our community. The Board’s key messages are as follows: Membership Growth As of September 30, 2025, we reached 7,213 active members, a 7% year-over-year increase, with the majority coming from student and emerging HR professionals. This growth affirms the momentum of our HR profession and the impact of our student engagement initiatives. Professional Development Member participation remains strong with 53 events held year-to-date, with 5,013 attendees across workshops, roundtables, webinars, and community sessions. Our complimentary events have played a key role in sustaining engagement and access to learning. Annual Conference The Annual Conference was a heavy focus for the association in Q3. The sold-out event continues to bring together our community for valuable professional development and networking opportunities, creating a strong foundation for 2026. Attendees reported high satisfaction, with over 370 in attendance, and a sold-out exhibitor hall. “The CPHR conference was incredibly educational and inspiring. The speakers motivated me, and it was an experience I’ll never forget. I really enjoyed it, grew closer to my team, and I definitely want to attend again.” – 2025 Conference Attendee The 2026 event will be held at the BMO Centre, in Calgary on June 2 and 3 – with increased capacity, expanded exhibitor space, and enhanced programming will elevate the experience for all HR professionals across Alberta, NWT and Nunavut. Self-Regulation The Board continues to assess the implications of Alberta’s Professional Governance Act (PGA), including: Advocacy, legal, and governance impact assessments are being commissioned. Preliminary recommendations from management will be brought to the Board in March and June 2026, leading to a formal decision. Further information will be shared, when ready.  Future Vision Approved: 2026-2028 Strategic Plan Our new 2026–2028 Strategic Plan will be rolled out in December to all members. The 3-year Strategic Plan, crafted from member feedback, market research, and collaboration with CPHR Canada – aims to strengthen our profession’s influence, amplifies leadership, and creates pathways for all members to thrive. Fiscal Responsibility Our Q3 financial review remains on track for a balanced year-end forecast. The 2026 draft budget has been approved – aligning resources with our strategic priorities while maintaining a disciplined and responsible financial approach. Board Governance Our board continues to focus on good governance practice, ensure stability, clarity, and accountability across our organization. FCPHR Nominations A reminder that the prestigious Fellowship Award is open for nominations! This national program recognizes Chartered Professionals in Human Resources (CPHRs) who have made exemplary contributions to the HR profession. Recipients are granted recognition as a Fellow of the Chartered Professionals in Human Resources (FCPHR). Click here to learn more about the Fellowship Award, including the guidelines and completing your nomination. You can also download a copy of the nomination form here. The next Board meeting takes place in March 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!
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