A Message of Hope From Chief Dr. Robert Joseph

27
Sep 2022
185
A group of teepees in a field at sunset.
Photo Credit: 
James Gabbert

The Truth and Reconciliation Commission of Canada spent 6 years traveling across the country interviewing more than 6500 witnesses and survivors of the residential school system. In 2015 they released a series of reports outlining the horrible crimes committed against Canada’s Indigenous Peoples in the residential school system, along with 94 calls to action. 

The full reports can be accessed here HERE.

We recognize that many organizations and their employees are at different stages on their path to reconciliation. We encourage our community to continue the discussions with those around them.  

In August 2022, CPHR Alberta had the privilege of interviewing  Chief Dr. Robert Joseph , a Hereditary Chief of the Gwawaenuk First Nation and Ambassador for Reconciliation Canada. We intended to interview him on what Albertan businesses can do in addition to land acknowledgments, and what the state of reconciliation is in Canada. Turns out that in his experience, most Canadians want reconciliation and Albertan businesses are ahead of the curve. For these reasons, this quickly became an interview about hope. 

About Chief Dr. Robert Joseph

A man wearing glasses and a hawaiian shirt is smiling in front of a wooden wall.

 

Chief Dr. Robert Joseph acted as a Ceremonial House Speaker and is the recipient of many honorary degrees and awards, such as the Diamond Jubilee Medal which was presented to him by the Governor General of Canada. He was also an honorary witness to Canada’s Truth and Reconciliation Commission (TRC) and has met with many world leaders from countries such as Japan, South Africa, the United States, Israel and more. Here are some of the questions we asked him:

1. What is your overall opinion of land acknowledgments? 

 “ Land acknowledgments are a prompt to ask all others who hear these land acknowledgments to become interested. They are the first ever introduction for many to suddenly realize there’s an issue that’s ongoing that will be resolved through reconciliation. We need to always be reminding each other of the history we share together, of the brokenness and despair that was caused by colonization. If we can rediscover our commonality and common humanity, all sides can appreciate the idea of equality, of belonging and that we (Indigenous Peoples) are not sub-human.”

2. Do you believe that most organizations do anything beyond land acknowledgments?

“Some companies may take advantage of it, but for the most part, I know that in all of the land acknowledgments I’ve heard, there have been various degrees of work underway promoting and encouraging reconciliation. It’s more than you think. We always hear the critics and naysayers louder than everybody else, but reconciliation is happening across the country and I’m so proud that Canadians have taken up the call to engage and to discover what reconciliation means.” 

3. What level of responsibility do you believe private companies and non-profits have? 

“ To my amazement and gratitude, corporations and other public organizations have responded really well and have done better than the government in many instances. When the government interacts with Indigenous People it’s political, and it’s based on political analysis. If companies like yours and other organizations or civil societies engage where we are actually talking to each other and are creating deeper meaning and appreciation for each other, that is when transformation begins to take place.

Because you really can’t trust politicians, they break their word every day, they break treaties historically, everything. But if you and I can create a covenant between us that is deeper than politics, and is somehow spiritual in nature, we have a good chance of having a really great country reconciled.”

4. Have you noticed anything unique in how Albertan businesses approach truth and reconciliation? 

“I hate to brag about Alberta, because I’m from British Columbia, but in the times that I’ve been to Alberta and talked to CEO’s and civil groups, (early in the release of the commission report) I found that businesses in Alberta were thinking seriously about what reconciliation might mean for them.

You know, one morning I went to a breakfast meeting with about 600 volunteers and I thought ‘holy crow what’s going on in Alberta? All of these people must have gotten up at 4 in the morning to get to this meeting and are all interested in hearing more about reconciliation!” 

5. If Albertan businesses are ahead of the curve, why do many believe that they aren't doing enough?

“Reconciliation has taken root in Canada, yet we hear nay-sayers all the time. They are the loudest voices. They say reconciliation is dead. Well, I beg to differ. Reconciliation is alive and well and is rooted deeply now in our psyche. I always remind myself of a poll that was taken after the release of the Truth and Reconciliation Report that said more than 8/10 Canadians wanted to reconcile with Indigenous Peoples. 84% to be exact.”

6. What Can Businesses do to Foster Truth and Reconciliation?

“ I think there are some things that employees can do: They can start reconciling at home . Starting with their parents and families, and begin to reconcile things that have been pent up between them.

What’s important is that you start with you. When you learn how you as an individual are reconciled, adopt that as a core value and apply it in your life. Ideally in the workplace, everyone would be a family, yet people get little time or room and are too busy to even talk to each other about these very important, sometimes very personal matters involving separation, division, hurt or harm. It’s important, even in the workplace, to discuss these matters.

Employees can also reach out and engage with nearby indigenous communities to encourage mutual gatherings. If there’s a Powwow they should call up and say ‘we aren’t indigenous, but could we attend?’ Maybe they can collaborate on social events together. It’s really about taking down fences .”

According to Chief Dr. Robert Joseph, we must reconcile with ourselves before we can find community and reconcile with others. 

In this interview, Chief Dr. Robert Joseph provided us with a powerful tool: HOPE. He reminds us that most Canadians want reconciliation and that Albertan businesses are doing a great job at moving towards it. As community-focused as his advice is, it’s also empowering to the individual. This isn’t just about what your HR department can do, it’s about what you can do. It’s about reconciling your personal relationships, having important conversations with others, leading with love and doing the right thing. 

We will leave you with this special quote that Chief Dr. Robert Joseph prepared for us: 

“When we are reconciled, Canada will be whole and not divided. We will all belong to this time and place together. Walking together, without marginalization. Every child born will have the same potential and opportunity. I see a Canada that celebrates the depth and breadth of its diversity. Everyone has value, everyone has a purpose, and all will share in the prosperity and the wealth.”

To learn more about reconciliation, check out Chief Dr. Robert Joseph’s new book titled “NAMWAYUT - WE ARE ALL ONE: A PATHWAY TO RECONCILIATION”.  

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.



A Strategic Guide to Organization Restructuring, Part 2

By Jessica Jaithoo • November 19, 2025
Author: Ada Tai, MBA, CPHR, SHRM-SCP After publishing “ A Strategic Guide to Organization Restructuring, Part 1 ,” I heard a consistent follow-up question from leaders: “How do you actually re-design an organizational structure so it aligns with strategy, future needs, and the realities of the day-to-day operations?” In this post, I will take you behind the scenes of a recent restructuring project our firm completed and walk you through the steps for designing a structure that works not just today, but also for the next 3 - 5 years. Step One: Understand the Organization Restructuring is not a mechanical exercise. Before anyone touches boxes on an org. chart, leaders must understand the full context of the organization: its challenges, aspirations, constraints, and people. Recently, our team worked with a large public-sector entity that hadn’t reviewed its structure in more than a decade. Over time, several issues had emerged: Long-standing role ambiguity and workflow friction Significant retention and succession challenges A rapidly growing industry and expanding service demands A CEO overwhelmed with too many direct reports Insufficient leadership depth in the layer immediately below the CEO The mandate was clear: Design a structure that could carry the organization for the next 3–5 years. Before jumping in, we partnered with the executive team to answer a set of foundational questions: Why is a new structure needed now? What pressures, risks, or opportunities are driving the change? What is the organization trying to achieve long-term? We reviewed vision, mission, values, strategic priorities, and expected growth. How is the organization currently designed? We examined complexity, formality, decision flows, span of control, talent mix, communication channels, policies, and people challenges. What work must happen to deliver services successfully? We mapped critical processes and clarified who is responsible for what work today and tomorrow. What resources and budget constraints shape the options? We did a reality check. Answering these questions transforms guesswork into a strategic foundation. Step Two: Plan for the Structure Review Once aligned on objectives and constraints, we co-created a plan for the whole structure review. 1. A small project team was assembled within the organization. This was a group of leaders/champions who would serve as our partners, sounding board, and communication anchors throughout the process. 2. To design a structure that reflects reality rather than assumptions, we needed both qualitative and quantitative insights. Together with the project team, we developed a data-collection plan that included: On-site tours to understand operations and workflow in context In-person interviews with employees across departments, tenure levels, roles, and demographic groups Review of organizational documents , including strategy, service data, operational metrics, etc. 3. We also conducted external research to understand the demand for the organization’s services, the competitive landscape, and industry benchmarks. The goal was to build a complete, nuanced picture of how work actually gets done. Step Three: Design the Structure Over the next several weeks, we conducted interviews with 80% of the head office staff and 60% of the frontline workforce. One important message we emphasized to every group is: “This review is not a performance assessment, nor an attempt to eliminate jobs. It is about building a structure that sets everyone up for success.” Gradually, as we gained insights, a clear picture emerged of what the future structure could and should be. We facilitated a series of structural design sessions with the project team. These sessions were collaborative, candid, and grounded in both data and lived experience. Together, we co-created: A transition structure for the upcoming year — providing stability while preparing for change. A future-state, growth-oriented structure designed for the next 3 – 5 years — with more substantial leadership depth, transparent accountability, and defined pathways for talent development and succession. The result was not just an org. chart. It was a blueprint for how the organization would operate, make decisions, support employees, and deliver services at a higher level. Step Four: Support the People Side of Change Even the best-designed structure can fall apart without thoughtful implementation. Once the project team felt confident in the proposed structures, the next steps were: Securing Board approval Preparing a comprehensive communication plan Engaging employees with clarity, empathy, and transparency We had the privilege of presenting the new design and its rationale to the Board. After approval, we supported the organization as it rolled out the change to staff, ensuring leaders were prepared to answer questions, set expectations, and guide their teams through the transition. Structure isn’t just architecture; it impacts morale, trust, and people’s sense of security. The human side must be handled with the same care as the technical side. Final Thoughts Restructuring is a strategic redesign of how an organization works, leads, and delivers value. A thoughtful structure review requires three things: Deep understanding of the organization’s reality Collaborative design grounded in data Careful implementation that supports people When these pieces come together, restructuring becomes more than a response to pressure. It is an opportunity to strengthen leadership capacity, improve clarity and accountability, and position the organization for sustainable growth. Check out my previous blog: “ A Strategic Guide to Organization Restructuring, Part 1 ” 

Essential Resources for HR Professionals in Alberta: Stay Ahead in Workforce Planning

By Jessica Jaithoo • November 19, 2025
Alberta’s labour market is dynamic, and HR professionals need timely insights and practical tools to make informed decisions. To help you navigate hiring trends, funding opportunities, and compliance requirements, here are three key resources you should know about: 1. Labour Market Information Bulletin The Regional Employer Supports Bulletin provides a snapshot of Alberta’s labour market, including: Employment Trends: September saw a 1.7% increase in employment , reversing previous declines. Unemployment Rate: Currently at 7.8% , slightly above the national average. Wage Updates: Average weekly wages rose to $1,433.62 . Upcoming Webinars: Topics include hiring foreign workers, employment standards, and psychological health and safety. Explore Labour Market Notes 2. Hiring Demand Bulletin The September Hiring Demand Bulletin offers detailed insights into job postings and hiring patterns: Job Postings: Over 30,500 new openings in September, with Calgary and Edmonton leading the way. Top Occupations: Retail salespersons, cooks, registered nurses, and material handlers. Sector Trends: Sales and service roles dominate (31%), followed by trades and transport. Regional Highlights: Calgary posted 11,004 openings , Edmonton 10,032 . View full hiring demand details 3. Employer Resources Guide Looking for ways to attract, train, and retain talent ? The Employer Resources Guide is packed with programs and funding opportunities: Grants & Funding: Canada-Alberta Productivity Grant – supports training to boost productivity. Workforce Strategies Grant – funds innovative workforce development solutions. Industry-Specific Programs: Food Futures Program – wage subsidies for food industry placements. ECO Canada – training and wage subsidies for environmental jobs. Youth & Apprenticeship Incentives: CAREERS Internship Programs – up to $7,500 for hiring youth. Student Work Placement Program – funding for co-op and internship positions. Recruitment Tools: Job Bank – free job posting platform. Agriculture Job Connector – match workers with agri-food employers. Access the full Employer Resources Guide Why These Resources Matter Together, these tools help HR professionals: Plan strategically with accurate labour market data. Fill critical roles by understanding hiring trends. Leverage funding to reduce recruitment and training costs. Stay compliant with employment standards and best practices. Take Action Today: Register for upcoming webinars on employment standards and workforce programs. Connect with a Workforce Consultant for tailored advice. Bookmark these resources to keep your HR strategies future-ready.

Overcoming Adversity and Inspiring Others

By Jessica Jaithoo • November 10, 2025
Author: Jennifer Muellers, Katy O’Brien-Watson, and Mandy Ingraham (Grande Prairie Chapter Committee) Every October, Alberta celebrates Disability Employment Awareness Month (DEAM) which promotes employment inclusion and increased participation of workers with disabilities in Alberta’s economy. DEAM celebrates the contributions of workers with disabilities and supports employers in practicing inclusive hiring (Government of Alberta, 2025). The Grande Prairie Chapter chose a local story of a girl named Kiesha, who was told after her car accident she would likely never walk again. Kiesha uses her story to inspire and uplift others through her journey of perseverance through public speaking engagements. Kiesha frames her journey not just as healing for herself, but as something that can help and inspire others in similar situations. Her film touches on living and working with disability in a rural setting like Grande Prairie and how accessibility, advocacy, community support and awareness are so important to her success. It shows through her positive outlook she empowers those around her even through her job at Costco. A local business owner speaks on his experience of having Kiesha as a client at his business and how this made him think differently about his business environment to be welcoming and accessible for all within the community. The film Able is a production supported by STORYHIVE and is made available (free on-demand) via TELUS Optik. The Changing World of Work The world of work is always evolving, and it is more accepting of individuals and their unique abilities than ever before, however, each instance of disability and accommodation cannot be given a ‘one size fits all’ mentality. There are many different types of disabilities and health factors that organizations need to be mindful of and accommodate. For example: cognitive and mental health disabilities (learning disabilities, autism spectrum, ADHD, etc.), physical disabilities (colour blindness), and chronic health issues (addiction, diabetes, epilepsy, Ehler Danlos syndrome, lupus). Even temporary conditions, such as pregnancy and menopause need to be accommodated in the workplace. The partnership between Human Resources and Management along with employees and other stakeholders can lead to deeper understanding and appreciation to what individuals are facing day to day. Some key items for the Human Resources Role to consider when Accommodating Employees: Have policies regarding accommodation in the workplace Ensure leaders and employees are walking the walk and talking the talk Train managers on accommodation in the workplace a) This could include Mental Health First Aid, Crisis Interventionist training, Drug and Alcohol Awareness training b) Employer’s Duty to Inquire and Duty to Accommodate Consider Emotional Intelligence training Work with managers and the employee requesting accommodation as per the employer’s Duty to Accommodate and establish an acceptable accommodation Employee Feedback a) Have questions regarding DE&I in the annual employee survey b) Have an open-door policy for employees to make suggestions on how to make the workplace more accessible Work with a local disability organization for assistance on determining if your organization is physically accessible a) is your handicapped parking space large enough? Do you have an automatic door opener? Can someone in a wheelchair reach the automatic door opener? Disability Employment Awareness Month serves as an important reminder that inclusion is not just a celebration—it’s a commitment to equitable workplaces and meaningful participation. Kiesha’s story in Able demonstrates the power of perseverance, the impact of inclusive employment, and the vital role employers play in shaping accessible and supportive environments. Her journey reminds us that when individuals are empowered to bring their full selves to work, everyone benefits—teams grow stronger and perspectives broaden. As HR professionals, we have the responsibility and privilege to lead this change. Through thoughtful policies, continuous training, and genuine engagement with employees, we can remove barriers and foster workplaces where inclusion is lived, not just stated. By prioritizing accessibility, empathy, and flexibility, we create cultures that value every person’s contribution. We can ensure that every employee—regardless of ability—has the resources and support needed to succeed and add meaningful value to Alberta’s workforce.
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