Navigating the Future: Implications of Pay Equity Legislation for HR Professionals in Alberta, Northwest Territories, and Nunavut

Authors : The Calgary Chapter Committee
 
March 8, 2024, is International Women’s Day (IWD).  "The Government of Canada's theme for 2024 is Invest in women: Accelerate progress. It’s a call to action and a reminder that gender equality is one of the most effective ways to build healthier, more prosperous, and more inclusive communities." 
 
As organizations respond to the changing demands of Diversity, Equity, and Inclusion (DEI) requirements, a crucial component is the examination and adjustment of pay equity. This holds particular significance for HR professionals in Alberta, Northwest Territories, and Nunavut. In anticipation of potential implications associated with adopting British Columbia's progressive approach, this blog delves into essential concepts, recent legislative changes, and offers insights to guide through this potential shift.
 
Before delving into the specifics, it’s essential to clarify the scope of this discussion. To comprehend these implications fully, we’ll first distinguish between pay equity and equal pay for equal work.
 
Pay Equity vs. Equal Pay for Equal Work
 
 
Pay equity goes beyond the principle of equal pay for equal work. While the latter ensures that employees receive the same pay for the same job, pay equity aims to address wage gaps that may arise from historically undervalued roles regardless of gender. It involves comparing the value of different jobs and adjusting compensation to ensure fair remuneration.

Recent Legislation Across Canada

To contextualize the potential changes in Alberta, it’s imperative to highlight recent pay equity legislation in other provinces. We’ll specifically explore developments in Ontario and British Columbia, as they provide valuable insights into the evolving landscape.

Ontario Pay Equity Act 

The Pay Equity Act in Ontario, effective since 1990, applies to provincially regulated private sector organizations with 10 or more employees. It requires employers to establish and maintain compensation practices aligned with pay equity principles, ensuring fair compensation regardless of gender job classes. Additionally, the Ontario Pay Transparency Act, 2018, is poised to introduce new pay transparency obligations for provincially regulated employers.

British Columbia: Pay Transparency Act, Bill 13 

Passed on May 11, 2023, the Pay Transparency Act in British Columbia applies to various government entities and reporting employers based on the number of employees. Notably, it mandates employers to specify expected salary or wage information in job advertisements, prohibits seeking pay history information from applicants, and safeguards employees against reprisals for inquiries about pay transparency.

Federally Regulated Employers 

Federally regulated employers in Canada, as per the Budget Implementation Act, 2018 No. 2, are required to evaluate their compensation practices to ensure equal pay for work of equal value. This legislation, proclaimed in force on August 31, 2021, necessitates the establishment of pay equity plans within three years of becoming subject to the act.

Other Provinces 

Newfoundland and Labrador, as of November 2022, prohibits employers from asking about salary histories, mandates inclusion of salary ranges on job postings, and protects salary discussions. In Manitoba, proposed legislation in March 2022 aimed at achieving similar objectives but was not passed.

Why It Matters

With the growing momentum for pay equity across Canada, HR professionals in Alberta, Northwest Territories, and Nunavut must acknowledge the potential for similar regulations in their regions. Recognizing the implications and understanding the significance of pay equity is vital for ensuring compliance and cultivating a fair and inclusive work environment. Taking proactive measures to address pay equity is crucial to steer clear of legal, financial, and reputational consequences and to create a positive workplace atmosphere conducive to attracting and retaining top talent. Additionally, it is imperative for companies operating in multiple provinces to stay abreast of pay equity legislative changes specific to each province.

Tips for HR Professionals to Ensure Compliance and Drive Progress

Preparing for potential pay equity regulations involves proactive measures by HR professionals. Here are key strategies to ensure compliance and drive progress:

1. Audit Compensation Practices.

  • Regularly review and assess policies and procedures concerning recruitment, salary structures, and advancement.
  • Identify and rectify any gender-based disparities.
  • Be prepared to implement any required changes.
2. Promote Transparency 
 
  • Foster a culture of transparency by providing clear information on pay structures and salary ranges in job advertisements.
  • Assess workplace policies to eliminate any restrictions on employees sharing information about their compensation.
 
3. Educate Leadership and Employees: Conduct training sessions to educate leadership and employees on the importance of pay equity and its alignment with organizational values.
 
4. Establish Pay Equity Committees: Consider establishing pay equity committees, especially if your organization has 100 or more employees, to develop and update pay equity plans.
 
5. Advocate for Inclusivity: Actively advocate for inclusivity and diversity within the workplace, addressing not only pay disparities but also other aspects of equity.
 
In conclusion, the potential adoption of pay equity regulations in Alberta, mirroring the practices in British Columbia, requires HR professionals to be proactive, informed, and strategic. By staying ahead of the legislative curve, organizations can not only ensure compliance but also contribute to the larger goal of fostering a fair and inclusive work environment. As the landscape of employment regulations continues to evolve, HR professionals in Alberta, Northwest Territories, and Nunavut must be prepared to navigate these changes and lead the way toward a more equitable future.

The Calgary Chapter Committee:  Joelle Mason, Sina Gunzenhauser, Jody Sekias, Maria Raimondi, Janet Jacques, Mark Readman, Vivi Spooner, Cristy Viberg & Ameera Bhatti 

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.



An Update from your Board of Directors – September 2025

By Jessica Jaithoo • October 7, 2025
As the governing voice of CPHR Alberta, the Board of Directors meet 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 September 22, 2025, and the Board’s key messages are as follows: 2026 – 2028 Strategic Plan The Board unanimously approved CPHR Alberta’s new 2026 – 2028 Strategic Plan, which includes a refreshed organizational vision and mission. This forward-looking plan focuses on: Enhancing member value Promoting self-regulation Elevating the visibility of the CPHR designation Fostering a future-ready HR community Implementation begins immediately, with further details to be shared in the coming months. Stay tuned, our new Strategic Plan will be released this fall via email! Board Recruitment The Board has initiated preparations for the 2026 elections. We will once again be seeking CPHR, Retired CPHR, and public members. Additional details will be available in November. CPHR Canada and Collaboration Across Provinces The Board welcomed Philippe de Villers, Chair of CPHR Canada, who presented the national organization’s new strategic plan and the strong collaboration across provinces. Further updates will follow after CPHR Canada’s December Board meeting. You can view the CPHR Canada Strategic Plan here. Financial Management The Board reported that CPHR Alberta remains on track for a balanced 2025 budget, with no current financial risks identified. Engagement Board members will be attending our holiday mingles across the province starting in November. We invite you to join us in celebrating another successful year as a growing HR community. Visit the CPHR Alberta events page and watch your inbox, registration opens soon!  The next Board meeting takes place in November 2025, 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!

Supporting Employee Well-Being: How HR Plays a Role in World Mental Health Day

By Jessica Jaithoo • October 7, 2025
Each year on October 10th we commemorate World Mental Health day. A day dedicated to raising awareness, minimize stigma, and promote meaningful connections and conversations about mental well-being. In the modern fast-paced and high-pressured working world, mental health support comes as a crucial element beyond a wellness initiative. It helps to build a more resilient, compassionate, and productive workplace. For HR professionals this day is an important reminder in the role we play in creating a culture that prioritizes empathy, balance, and care. When employees are mentally supported, they are more engaged, collaborative, and better equipped to excel in their roles. Why Mental Well-Being Matters Mental health can affect anyone, regardless of position, age, industry, or experience. The World Health Organization (WHO) reported that in 2019, 970 million people globally battled mental health issues. Anxiety and depression being the most common disorders. The economic costs become substantial, with loss in productivity outstripping direct cost of care. Beyond numbers, the impact can ripple through teams and affect morale. Stress, burnout, and disengagement have real, impactful consequences. Acknowledging mental health and proactively making efforts to take care of employees strengthens companies as a whole. How Can Employers Support Employee Mental Health? While there is no “cookie cutter” formula to promote mental wellness – creating an environment where employees feel seen, heard, and supported is key. Here are a few actions HR can implement to make an impact: Foster Open Conversations Break the silence. Openly encouraging judgement-free conversations around mental health can reduce the stigma around the topic. Practicing empathy and sharing personal experiences can encourage others to also discuss their own experiences and current challenges. Access to Mental Health Resources Ensure employees know where they can turn to for help. Having an Employee Assistance Program (EAP) with access to counseling, therapy, or mental-health hotlines and online support tools can increase awareness and better access to resources that can help employees whom are struggling with their mental health. HR can also work with benefits providers to increase coverage for mental health services or host workshops that focus on stress management and mindfulness as well as recognizing signs of burnout or emotional distress. Creating an environment within the workplace that promotes these habits also is important. Having quiet spaces to decompress, offering mental health days, or acknowledging small employee achievements can go a long way. Work-Life Balance Having a balance between work and personal life is key in maintaining mental health. Encourage employees to set realistic goals and expectations, honour their time off, and model such balanced behaviour themselves. Flexible work schedules, options to work remotely, regular check-ins, and encouraging boundaries can help employees better manage their workload and reduce burnout. Celebrating World Mental Health Day in the workplace  World Mental Health Day is a great opportunity to remind and emphasize an organization’s commitment to well-being. Here are a few ways HR can promote and celebrate the day: Host a wellness workshop: Invite a speaker or mental-health professional to talk about coping strategies or tools for mindfulness Coffee & Connection: Have an informal meeting where employees can share their own ways to de-stress and support one another Share Resources: Share educational material or mental health tips through internal communication channels Closing Thoughts Mental health shouldn’t just be a one-day topic. It’s a constant year-round commitment to help take care of ourselves. On this World Mental Health Day, we should reflect on how to make our own workplaces safer, fostering compassionate and stigma-free spaces for everyone. As HR professionals we are in a key role to lead this change. We can advocate for open dialogue, sharing helpful resources, and nurturing an inclusive culture that values well-being just as much as performance. By working together, united we can create safer workplaces where employees can thrive both professionally and personally. When people feel supported, everyone benefits. Resources: https://www.who.int/health-topics/mental-health#tab=tab_2 About the Author: Rheya is a volunteer with the CPHR Alberta Social Media Committee, a young professional passionate about HR and creativity. With a Diploma and Bachelor's in Business Administration from SAIT, Rheya brings experience in project management, SEO, and social media. When not working, Rheya enjoys crocheting, writing a first novel, and binge-watching Harry Potter movies.

A Strategic Guide to Organization Restructuring, Part 1

By Jessica Jaithoo • September 29, 2025
Author: Ada Tai, MBA, CPHR, SHRM-SCP I’ve been watching the pace of corporate restructuring accelerate this year, and it’s striking how no sector seems immune. ConocoPhillips is reducing its global workforce by a quarter. Intel is preparing to slash 24,000 jobs in one of the largest shake-ups in its history. Salesforce is eliminating 4,000 positions as it doubles down on its AI strategy. Paramount Skydance, fresh off its blockbuster merger, is shedding up to 3,000 roles; while Hudson’s Bay, a retailer that’s been part of Canada’s identity for more than 350 years, is closing its doors and letting go of more than 8,300 employees. Add to that layoffs at Starbucks, Amazon, PwC, Burberry and even Recruit Holdings, the parent company of Indeed and Glassdoor 1 , and the picture becomes clear: we’re in the middle of a global restructuring storm, where technology, cost pressures, and shifting markets are re-writing the rules of work. In my recent conversations with business leaders, one theme keeps surfacing: many are contemplating a restructuring of their own. However, they’re not just looking to cut costs; they’re seeking a clear strategy. That’s what this guide is about: how to prepare for restructuring with purpose, clarity, and humanity. Step One: Define the "Why" Restructuring is one of the most complex decisions a company can make. Done poorly, it can destabilize operations and damage culture. Done well, it can reset the business for future success. The starting point is always the “why.” What problems are you solving? Common drivers include: Financial distress - Reducing costs and/or improving profit margin to stabilize the business Market changes - Pivoting toward new products, services, or geographical territories Technology shifts - Re-organizing to adopt AI, automation, or other innovations Efficiency and competitiveness: Streamline structures or flatten hierarchies The objectives must be specific, measurable, and aligned with the company's long-term vision. This "why" is the foundation for the entire plan and is essential for communicating with stakeholders. Step Two: Define the “What” Once the purpose is clear, organizations can proceed to define the scope. Which functions are absolutely critical to preserve? And which areas could be restructured, consolidated, or phased out? This stage is about mapping priorities. In my work with clients, I often find that once they clarify their non-negotiables, the rest of the plan comes into focus much more easily. Step Three: Plan the “How” Too often, companies jump straight to layoffs, but effective restructuring requires scenario planning. Before jumping to layoffs, I’d advise businesses test different options to see which will lead to the best results for their company. This might include a hiring or salary freeze, reduced hours, offering voluntary exits, retraining employees, or re-deploying talent to new roles. Each option carries different financial, operational, and cultural impacts. Running these scenarios before making cuts prevents costly missteps.  Equally important: restructuring can’t be run by a single department in isolation. Organizations need a cross-functional team of leaders, supported where needed by external advisors who bring objectivity and specialized expertise.
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