Pink Shirt Day – The Connection to Bullying in the Workplace

21
Feb 2022
291
A woman is standing in front of a group of people.

Author: Rob Dombowsky, MBA, CPHR – Lethbridge, Alberta Chapter Committee

Many people look back on their childhood in fond memory of their time at school with their classmates and friends. Unfortunately, many people do not have the same fond memories because they were victims of bullying and harassment. They were singled out for this behaviour for many reasons, which could include their race, ethnicity, sexual orientation, disability or family. Many people were also picked on for any perceived minor social infraction such as belonging to a certain clique, such as the skaters, geeks, metalheads or because a boy wore a pink shirt or a girl wore a boy’s shirt. In truth, kids could use any excuse they could justify.

Unfortunately, as we grew up, graduated, entered the workforce, some of those bullies came with us. Most people undergo a period of growth or maturation. By the end of young adulthood, most people have matured enough and understand social norms of behaviour.  Others though carry on the behaviour for several reasons such as feelings of inadequacy, insecurity, powerlessness and a subsequent need to control others. [1]  It can be described as a type of paranoia in which the bully misreads hostility in neutral situations. [2] That said, there are many reasons for being a bully and there is no age limit.

Bullies can also be male or female, and the behaviour of either gender can be equally damaging to the victims. Male bullies are more likely to engage in overt acts of aggression, such as verbal abuse, taking something or violence. Females are less likely to engage in overt acts and bully by manipulating or damaging relationships, such as starting a false and hurtful rumour, excluding people or giving the silent treatment amongst other negative behaviours. [3]

This type of behaviour became such an issue in workplaces, that governments decided to intervene. The OHS Act definition of harassment is paraphrased as an incident of objectionable or unwanted conduct, comment, bullying or action taken by a person that they should reasonably know it could cause offence or humiliation or affect health and safety. [4] Which includes physical as well as psychological health and safety. This is a very broad definition and includes bullying, discrimination, violence and sexual solicitation.

The OHS Act also requires employers to ensure, as reasonably as practicable, that workers are not subjected to or participate in harassment or violence in the workplace. [5]  Supervisors are required to ensure that their workers are not subjected to harassment or violence. [6] Workers are also required by the act to not participate in acts of bullying or harassment. [7] Similar obligations exist at the federal level and can be found in the Canada Labour Code.

Employers should be aware of the direct and indirect costs that bullying and harassment can have on their organizations.  Several employers have been taken to the Human Rights Commission, others have had claims for psychological injuries resulting from bullying and harassment accepted by WCB. Other employers simply had to defend themselves in civil court against such charges. No matter the outcome, there is a real financial cost to employers.

I would argue, that bullying and harassment are learned behaviours. Kids learn it from their friends, classmates or family. I don’t believe that a child is born a bully. In watching my kids at a young age, I see only the best of humanity. As they aged, they made mistakes and their friends and family would correct the behaviour. In my experience, I think friends and peers have a lot of influence over a young person, and perhaps more than some parents. I have seen kids standing up and saying loudly, that this type of behaviour is not OK. I have also seen others learn from that and support their peers.

On Feb 23, 2022, the world will celebrate Pink Shirt Day. Pink Shirt Day resulted from two Canadian junior high students protesting the bullying of a young boy by classmates for wearing a pink shirt to school. They bought 50 pinks shirts from a discount store, texted their friends about the plan, went to school the next day, and handed out the shirts. By the end of the day, 200 students were protesting the behaviour by proudly supporting their bullied classmate by wearing pink. Today, pink shirt day is celebrated around the world. [8]

I know for one, my family will be proudly supporting pink shirt day. If we as a society can teach children respect, one day those children will become our employees and employers. How different will the workplace be then?


References

[1] Kirby, S.,The Top Reasons Why People Bully (June 16, 2021), Betterhelp.com, https://www.betterhelp.com/advice/self-esteem/the-top-reasons-why-people-bully/

[2] Bullying. (Retrieved 1 February 2022). Psychology Today. https://www.psychologytoday.com/ca/basics/bullying

[3] Bullying. (Retrieved 1 February 2022). Psychology Today. https://www.psychologytoday.com/ca/basics/bullying

[4] Occupational Health and Safety Act, Statutes of Alberta, 2020 Chapter O-2.2 (1 December 2021) Section 1(n), https://www.qp.alberta.ca/1266.cfm?page=O02P2.cfm&leg_type=Acts&isbncln=9780779826728

[5] Occupational Health and Safety Act, Statutes of Alberta, 2020 Chapter O-2.2 (1 December 2021) Section 3(1)(c), https://www.qp.alberta.ca/1266.cfm?page=O02P2.cfm&leg_type=Acts&isbncln=9780779826728

[6] Occupational Health and Safety Act, Statutes of Alberta, 2020 Chapter O-2.2 (1 December 2021) Section 4(a)(iii), https://www.qp.alberta.ca/1266.cfm?page=O02P2.cfm&leg_type=Acts&isbncln=9780779826728

[7] Occupational Health and Safety Act, Statutes of Alberta, 2020 Chapter O-2.2 (1 December 2021) Section 5(1)(d), https://www.qp.alberta.ca/1266.cfm?page=O02P2.cfm&leg_type=Acts&isbncln=9780779826728

[8] Our Mission. (Retrieved 4 January 2022). Pink Shirt Day. https://www.pinkshirtday.ca/about


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.



Navigating Mental Health in the Workplace Amid Political Uncertainty

By Jessica Jaithoo • October 24, 2025
Author: Calgary Chapter Committee The political climate has become an undeniable force in our lives, influencing not only public discourse but also personal well-being. Whether it is uncertainty surrounding federal policies, international conflicts, or provincial conversations about autonomy, employees are increasingly bringing political anxiety into the workplace. For HR professionals, this growing tension presents unique challenges. The task is not to take sides, but to foster environments where mental health is supported and respectful dialogue can take place. According to the Mental Health Commission of Canada, political anxiety is not a passing trend. It is a persistent stressor with real consequences for how individuals feel and function at work. The Commission highlights how political stress mimics other forms of chronic anxiety, causing sleep disturbances, irritability, and a sense of hopelessness ( MHCC, 2024 ). Constant exposure to polarizing news and divisive topics can leave employees feeling overwhelmed. This emotional fatigue, if left unaddressed, affects focus, performance, and team dynamics. A recent CBC feature underscores the cumulative effect of ongoing political and economic instability. It describes how stress can build over time, eroding emotional resilience and making it harder for people to manage conflict, remain productive, or feel safe expressing themselves ( CBC, 2023 ). These dynamics are not just playing out in public forums; they are showing up in team meetings, informal conversations, and leadership decisions.  HR professionals often find themselves at the intersection of these pressures. They are expected to support others while managing their own reactions to difficult news and evolving policies. They are tasked with implementing wellness strategies, fostering respectful communication, and ensuring compliance with changing legislation. It is a complex and emotionally demanding role. However, there are practical ways HR professionals can help reduce the burden of political anxiety in the workplace. The goal is not to suppress conversation, but to provide thoughtful, respectful guidance and tools that help people navigate uncertainty together. 1. Normalize the Conversation Begin by acknowledging that political stress exists and can impact work. A short message in a wellness newsletter or internal briefing can go a long way. When people feel that their experience is valid, they are more likely to seek help and less likely to internalize stress. Headspace, a leader in workplace wellness, emphasizes that validating emotions is a foundational step in reducing their intensity ( Headspace, 2024 ). 2. Communicate Proactively and Clearly When organizations face potential impacts from political or economic changes, silence can worsen fear. Clear, honest communication builds trust. The Mental Health Commission of Canada cites a national survey in which over half of respondents said that uncertainty was more stressful than bad news itself ( MHCC, 2024 ). Leaders should not speculate, but they should share what is known and outline the steps being taken to support employees. 3. Expand Mental Health Support Ensure that all employees know how to access support, whether through an employee assistance program, mental health benefits, or external community resources. Consider adding or promoting mindfulness programs, mental health first-aid training, or virtual therapy services. Managers in particular need support, as they are often the first people employees turn to during moments of stress. 4. Provide Strategies to Employees for Managing Political Anxiety in the Workplace Limit news exposure to reduce anxiety and protect mental health through digital detoxes. Highlight shared values such as respect, integrity and collaboration to help anchor people – reinforce a strong organizational culture rooted in community. Encourage volunteering and community engagement to restore control and purpose, which are critical to mental well-being. Support ongoing self-care and stress management practices. 5. Reinforce Respectful Conduct and Psychological Safety Review your organization’s code of conduct, respectful workplace policies, and social media guidelines. Ensure that employees understand expectations around respectful communication. Reinforce that differing opinions are welcome, but harassment or retaliation are never acceptable. A psychologically safe workplace benefits everyone by fostering trust, encouraging open communication, and enhancing overall productivity and well-being. 6. Equip Managers with Tools Offer training for people leaders on how to recognize signs of stress and respond with empathy. Provide scripts or toolkits for addressing politically charged questions in a way that keeps conversations respectful and focused on shared purpose. HR professionals do not need to have all the answers to the political questions of the day. Their role is to create structures that protect employee well-being and promote a respectful, inclusive workplace. By encouraging open dialogue, providing clear communication, and expanding access to wellness resources, HR leaders can reduce the impact of political uncertainty and help their teams thrive. As the landscape continues to evolve, it is critical to stay grounded in compassion and clarity. Utilizing the above tools and strategies, HR professionals can be a steady and reassuring presence for their organizations in uncertain times.

Making Waves & Inspiring Connections in Our Mentorship Community of Practice

By Jessica Jaithoo • October 23, 2025
Every mentorship match has the potential to create a ripple – one that extends far beyond the program itself. In our January–June 2025 intake, the CPHR Alberta Mentorship Program received over 225 applications across four unique streams, resulting in 100 mentor-protégé pairings, 17 peer matches, and 7 student group cohorts. This momentum reflects the strength of our HR community and its commitment to shared growth and learning. This year, we invited participants to reflect on three powerful questions: How has this mentorship experience shaped your perspective, and how do you plan to share the wisdom you’ve gained with others in our community? How will participation in the mentorship program create a wave in your career and support the impact you leave on your workplace and broader community? What has been your 'golden nugget' from this experience that will leave a lasting ripple in your career? Their responses were as thoughtful as they were inspiring. Testimonial #1 One of the main benefits of mentoring relationships, aside from the enjoyment of getting to know a colleague, is the ability to consider current situations I am dealing with in light of the other person's experiences. Often, these relationships help me with fresh insights I can use to benefit my team and organization. Over the past few years, I have enjoyed the mentorship program, and have taken the opportunity to encourage others to consider the benefits of the program when chatting at CPHR functions, etc. - Bob Wiebe Testimonial #2 Through participation in the CPHR Alberta Mentorship Program, my sense of belonging in the profession has grown and I have gained a personal sense of connection to the community of practice that spurs me to continue to professionally grow to enable others to find their voice and professional belonging in our community to leave a lasting impact. - Amanda Van Haaften Testimonial #3 My golden nugget from this experience has been the realization of how powerful intentional communication and active listening can be in building trust and relationships, solving problems, and influencing outcomes. This insight has shifted how I approach conversations—whether with colleagues, clients, or leaders. It’s a simple concept, but its impact is lasting. - Archana Malhotra Throughout the intake, our Mentorship Committee stayed meaningfully connected with participants through support groups, live webinars, monthly mentoring e-newsletters, and on-demand micro-sessions – with more to come. Each touchpoint offered space to pause, reflect, and grow – together. Mentorship is never one-directional – it’s a cycle of giving, learning, and leading. We’re thrilled to welcome our new applicants for the upcoming intake and continue building a community rooted in connection and growth. Whether you're a mentor or protégé, you’ll gain valuable insights, meaningful relationships, and the chance to leave a lasting impact.

Strong Internal Controls Make Good Business Sense

By Jessica Jaithoo • October 16, 2025
Internal controls are not just a box on a checklist; they are a trust-building tool. When HR leads with transparency, integrity, and strong processes, it sends the message that the organization values trust and accountability. Internal controls can also protect against errors, fraud, and damage to its reputation. Internal controls support fair hiring, secure data management, and consistent documentation, helping HR stay aligned with laws, privacy standards, and compliance expectations. What are internal controls? Internal controls are an organization’s procedures, policies, and processes. They ensure: Compliance with laws, regulations, and policy Accuracy in reporting Overall efficiency and transparency in operations Internal controls include setting out approval authority, role-based system access, audit trails, and segregation of duties. Once your controls are in place, continuous monitoring them further reduce risk by identifying issues early and providing timely feedback on areas where additional training may be needed. Examples of HR internal controls and why an accountant might consider them important Hiring Background checks ensure individuals hired to handle sensitive data don’t have histories of financial misconduct Signed employment agreements support key inputs into the payroll process and can serve as audit documentation Approval workflow for hiring decisions help prevent unauthorized payroll expense s Payroll Segregation of duties between the person hiring and the person setting up payroll can prevent conflicts of interest and fraud Reconciliations of payroll reports with HR records help ensure records match the source data, which supports accurate financial reporting Compensation An assignment of authority for employee events (e.g., salary change, promotions) ensures changes are authorized and reduces the risk of unauthorized payments Supervisor approval on timecards ensures information sent to payroll is accurate Employee records Secure employee records ensure payroll, benefits, and compensation figures used in financial reporting are reliable and safe Tracking changes made to records provides a trail for internal and external auditors Policy and compliance Key company policies requiring an employee’s signature can mitigate financial risks and ensure employees are expected to be aware of an organization’s policies A whistleblower policy provides a mechanism to uncover fraud or misappropriation of an organization’s assets Access and data controls Role-based access to systems limits access to financial systems and reduces the risk of data manipulation Monitoring controls Exception reporting (e.g., duplicate payments) supports quick identification of errors and accuracy of financial reporting Internal HR audits help ensure HR-related financial activities have proper controls and the controls are working as designed By having an HR department that designs and implements internal controls, you are creating a stable system of checks and balances, minimizing risk in more ways than you might expect! About the author: Kristy Mielke CPA, CA fosters the professional growth of Alberta’s 32,000 Chartered Professional Accountants (CPAs) as the Director of Professional Development and Learning at CPA Alberta. She has previously worked in public practice and internal audit, and in addition to being a CPA, she is a Certified Internal Auditor and Certified Fraud Examiner.
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