Respecting Trans Gender Diversity in the Workplace: What HR Needs to Know
30
Jun 2023
337
Author: Central Alberta Chapter Committee
2SLGBTQI+ (Two-Spirit, lesbian, gay, bisexual, transgender, queer, intersex, and additional sexually and gender diverse people in Canada) Pride Month is celebrated in June and this month, the Central Alberta CPHR Volunteer Chapter wished to focus on supporting and respecting Trans Gender Diversity in the Workplace. We asked, how can we ensure we create inclusive practice and through our research and dialogue, are there additional resources we can provide to CPHR members in Alberta to assist in this endeavor?
Inclusive Communication:
In many organizations, HR has the responsibility to build a culture and environment of inclusivity and respect, that assists in the growth of the employees. When developing an inclusive language strategy, it is important to understand how employees communicate with one another and you must be aware of how communication, written and oral, can impact someone’s view of the workplace.
Inclusive communication is about focusing on recognizing, understanding and responding to various backgrounds and identities. It goes beyond communication, it’s about listening and being empathetic and having an open mind to other people’s perspectives, feelings and experiences.
In many organizations, HR has the responsibility to build a culture and environment of inclusivity and respect, that assists in the growth of the employees. When developing an inclusive language strategy, it is important to understand how employees communicate with one another and you must be aware of how communication, written and oral, can impact someone’s view of the workplace.
Inclusive communication is about focusing on recognizing, understanding and responding to various backgrounds and identities. It goes beyond communication, it’s about listening and being empathetic and having an open mind to other people’s perspectives, feelings and experiences.
Creating inclusive communication does not need to be expensive or difficult. Some simple tips to using more inclusive communication, organizations can consider the following:
- Listen to multiple perspectives and create a safe space for others.
- Promote inclusive language when referring to gender, race, ethnicity or religion
- Be adaptable in your communication style
- Implement DEI committees and consider inclusive policies and recruitment strategies to attract and retain people with different backgrounds and experiences.
- Provide training on inclusive communication and recognizing bias
How Leadership can support Transgender Diversity in the Workplace
As organizations strive to foster inclusive environments, it is essential to address the specific needs and challenges faced by transgender individuals in the workplace. By embracing transgender diversity and implementing supportive policies, leaders can create an inclusive culture that values and empowers every employee. Below are a few practical ways that leadership can support transgender individuals.
Establishing Inclusive Policies and Practices:
Developing and implementing inclusive policies that protect and support transgender employees requires the support of Leadership. Some areas to consider having policies and/or guidelines include, gender identity and expression, restroom and changing facilities access, dress code, and preferred name and pronoun usage. Something as simple as swapping out ‘he/she’ language in policies, procedures, or job postings and replacing it with gender neutral language like ‘employees' or ‘individuals' can make a big difference.
It is also important to have policies that clearly state that discrimination, harassment or any form of prejudice against individuals will not be tolerated. By ensuring the presence of clear guidelines that respect and affirm transgender individuals, and by holding all employees accountable for maintaining a respectful workplace, leadership can create a safe and inclusive environment for all employees.
Educating and Raising Awareness:
Leadership should actively promote education and awareness regarding transgender issues within the organization. This can involve training programs or workshops to educate employees about transgender identities, terminology, and the challenges faced by transgender individuals. By fostering a culture of understanding and empathy, leadership can create an environment where transgender employees feel accepted, respected, and supported.
Providing Support and Resources:
Leadership should ensure that appropriate resources and support networks are available to assist transgender employees throughout their journey. This can involve offering access to gender-affirming healthcare benefits, counseling services, or partnering with external organizations specializing in transgender support. By providing a supportive framework, leadership helps transgender employees navigate their professional and personal lives with confidence.
Building an Ally Network:
Leadership can foster an inclusive culture by encouraging the formation of ally networks within the organization. These networks provide a platform for employees to engage, support, and advocate for transgender individuals. By empowering allies and encouraging their active participation, leadership demonstrates its commitment to transgender diversity and creates a strong support system within the workplace.
Resources and Support for 2SKLGBTQIA+ in Alberta
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Calgary Sexual Health Centre: The Calgary Sexual Health Centre provides education, counseling, and support services related to sexual health and wellbeing. They offer inclusive services for the LGBTQ+ community. Visit their website at: https://www.centreforsexuality.ca/
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Skipping Stone Foundation: The Skipping Stone Foundation supports transgender and gender diverse youth and their families. They provide resources, programs, and services aimed at improving the well-being and empowerment of the community. Check out their website at: https://skippingstone.ca/
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Alberta Trans Support: Alberta Trans Support is an organization that provides support, resources, and advocacy for transgender and gender diverse individuals in Alberta. Their website is: https://transwellnessinitiative.ca/alberta-trans-health-network/
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Camp fYrefly: Camp fYrefly is a leadership retreat for LGBTQ+ and allied youth. It offers a safe and inclusive space for personal growth, community building, and empowerment. For more information, visit their website: https://www.fyrefly.ualberta.ca/
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Alberta LGBTQ+ Chamber of Commerce: The Alberta LGBTQ+ Chamber of Commerce supports LGBTQ+ businesses and professionals in the province. They provide networking opportunities, resources, and a directory of LGBTQ+-owned businesses. You can find more information on their website: https://ab-lgbtq.ca/
Want to learn more? Check out the many Pride Events offered in Alberta this summer.
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.
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
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
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!
