Mental Health in the Workplace

Author: Rheya Patel , 2026 Social Media Committee Member Leading with Courage, Empathy, and Connection Over the past two days, people leaders and business professionals as well as members of our CPHR Alberta community gathered at the BMO Center in Calgary to explore the ever-evolving terrain of Human Resources, firmly reminding me just how incredibly interesting, as well as important our work is in daily organizational operations. Coming from an in-person perspective, the energy was incredible. As Co-Chair of this year’s Social Media Committee, I had the privilege of attending both days, capturing these moments and learning alongside all of you. The overarching theme of this year's conference was clear: while technology and processes are evolving, the future of HR is fundamentally asking us to be more human. Day 1: Adaptability and Breaking New Paths We kicked off Day 1 with a focus on Change Management. The first panel emphasized that in a world defined by constant shifts, HR must prioritize workforce planning and clear communication to remain resilient. One of the most unique panels on day 1 explored the world of Military Reservists led by three actively serving reservists. It was intriguing to learn about skills that can be transferred both "on and off the field"—such as leadership under pressure and community networking—and how undoubtedly invaluable they are to the professional world. Our panelists also touched on the vital importance of motivating and connecting with Canadian youth to build our future talent pipelines. Our closing panel was a powerful discussion on Leading the Future. The message was bold: do not wait for a path to be cleared for you. Courage is the Catalyst: Small ideas can spark massive change. Validation through Action: When you take the lead, others join the idea, creating the momentum needed to become a changemaker. A New Approach to Leadership: Instead of leading solely with data, processes, or solutions, the panel challenged us to lead with stories, questions, and silence. However, this was not the end. After all scheduled events, the day wrapped up with an HR Social in our exhibit hall. And though my duties were finished for the day, I took full advantage of the opportunity to meet with other HR professionals to continue to learn and grow. Receiving invaluable tips on starting off my own career as an emerging HR professional. Day 2: Culture, Integrity, and the AI Balance Day 2 shifted our focus toward the internal health of our organizations. I firmly believe that organizations should take care of the people within, just as they care about the people on the outside. We can think of it as how we take care of ourselves and each other. Empathy causes us to care deeply for others, but sometimes caring for ourselves can lose priority in our day to day lives, but our bodies are tuned in to making sure we don’t forget. Such as internal signals to let us know when we’re tired, our stomachs rumbling to indicate hunger. These internal signals can be a mini, personal version of an HR group, taking care of the internal needs while we take care of external needs. Starting bright and early, our opening keynote speaker addressed the difficult reality and complexities of toxic bosses. As HR professionals, it is our responsibility to ensure toxicity isn't "hidden in plain sight," to hold these bosses accountable, and to protect employees from potential retaliation when reporting harmful behavior. It is part of our role to reach the root of the issue and help to resolve it before the weeds grow out of control. Our first micro-session of the day dove into a matter that has become a topic of intense discussion as of recently. Our Aging Workforce. The speaker brought up insightful thoughts on mitigating the impacts, redesigning work environments to support employees at every life stage. By debunking the myth that older workers are "more expensive" and encouraging mentorship between generations, we create a more inclusive culture. The Role of Trust and Culture The second microsession of the day served as a great reminder to all those who attended the conference, that culture and trust are formed much earlier than we often assume. From the transparency of the hiring process to the clarity of defined roles, the employee experience begins the moment trust is established. And this can serve as a defining factor in a candidate’s decision when applying for roles as well as accepting offers. The "Ghost of AI" vs. Human Connection I had the pleasure of attending one of the three offered breakout sessions for day 2, and it touched on an increasingly more relevant concern emerging in the HR world and in the workforce in general. Artificial Intelligence. While AI is a powerful tool for managing vast amounts of data and streamlining applications, we must be wary of its "ghosts." The AI Limit: While AI can assist in conflict analysis, it is largely useless in resolving conflict if there is no genuine human connection. Three Smarts: To navigate conflict, we need a balance of book smarts, street smarts, and—most importantly—emotional smarts. Connection is the Cure: As we use AI more, we risk connecting with each other less. Conflict resolution requires building real bridges, not just analyzing data. With AI becoming much more prevalent in today’s workforce, being more reliable in terms of productivity and efficiency, it is missing the lifeblood of any organization. Being human. While AI has many uses and can easily adapt on the flick of a dime, it is us, the culture, being human, that makes a workplace come to life. Closing with Empathy To close out this years’ CPHR conference, our final keynote on transformative leadership was led by the Honourable, Beverley McLachlin, the first female and longest-serving Chief Justice. While short, it had to be the most powerful session I got to attend over the two day conference. The lesson was simple, yet profound: Leading with integrity and empathy means finding the best in your people and highlighting their unique strengths to succeed as a unified team. And I believe this is what HR is about. Working with people that bring out the best in each other to form strength and unity in the workforce. Looking Ahead to 2027 I hope everyone learned something invaluable that changes the way they work. That we all remember, in the end, the future isn't just about efficiency; it's about courage, flexibility, and a deep commitment to the people we serve. It was a privilege to be part of capturing insights from the Conference with the Social Media Committee. You’ll soon have the opportunity to revisit select sessions when our On Demand offering launches. Stay tuned this fall for ticket sales for the CPHR Alberta 2027 Conference, happening in Edmonton on June 9th and 10th. We can’t wait to welcome you back!

As the governing voice of CPHR Alberta, the Board of Directors meets quarterly to provide oversight and guidance across key strategic and operational priorities.  To maintain transparency with members and stakeholders, we continue to share post-meeting updates to highlight progress, key decisions, and how we are advancing the HR profession while ensuring a strong and sustainable organization. The Board of Directors met in June 2026 to review organizational performance, governance priorities, and long-term sustainability. The Board’s key messages for the membership are as follows: Continued Membership Growth CPHR Alberta continues to grow, with membership increasing by 4% year-over-year to 7,559 active members. Growth is being driven by strong engagement from students, future HR professionals, and members pursuing the CPHR designation, demonstrating the continued strength and relevance of the HR profession across Alberta, the Northwest Territories, and Nunavut. Strong Financial Position The Board reviewed Q1 2026 financial results and continues to closely monitor financial performance and long-term sustainability. CPHR Alberta remains committed to responsible stewardship of member resources while investing in programs, services, technology, and professional development opportunities that deliver value to members. Investing in the Future of the Profession Advancing the visibility and influence of the HR profession remains a strategic priority. A new province-wide marketing campaign has launched to position CPHRs as trusted business leaders and strategic partners, while increasing awareness of the value of the designation among employers and the broader business community. Supporting Future HR Professionals Student membership continues to be a key driver of growth, reflecting strong interest in HR careers and the CPHR designation. CPHR Alberta remains committed to supporting students, candidates, and emerging professionals as they progress through their HR careers. Continuous Improvement in Governance and Member Service The Board and its committees continue to strengthen governance practices, review policies, and enhance Board effectiveness. This ongoing work ensures oversight remains aligned with leading practices and supports a strong, sustainable organization for members. Focus on Long-Term Sustainability The Board continues to review long-term financial planning, revenue diversification, and future membership dues strategy. These efforts are aimed at ensuring financial sustainability while maintaining the value delivered to members. Looking Ahead The Board’s focus for the remainder of 2026 includes: Continuing to grow membership and engagement Expanding the visibility and influence of the HR profession Supporting a future-ready HR community Maintaining strong governance, risk management, and financial oversight Delivering high-quality programs, services, and member experiences The next Board meeting takes place in November 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!