Standing Up to Bullying

Every workplace should be a place where employees feel safe, respected, and valued.

Unfortunately, bullying- whether subtle or more distinguishable- can still be an issue for organizations to manage. Pink Shirt Day, which is acknowledged on the last Wednesday of February every year, is a strong reminder that we all play a role in creating inclusive and supportive workplaces. 

 

What is Pink Shirt Day? 

Pink Shirt Day began in 2007 when a group of high-school friends in Nova Scotia, Canada organized a protest to wear pink in solidarity with a Grade 9 boy who was bullied for wearing a pink shirt. These students took a stand against bullying by distributing pink T-shirts to all the boys in their school. Awareness of this movement quickly spread, gaining national and international attention. Today, Pink Shirt Day represents the importance of kindness, respect, and standing up against bullying in schools, workplaces, and in the community. 

 

The Impact of Workplace Bullying 

Bullying comes in various forms-verbal abuse, exclusion, intimidation, or even microaggression. If left unaddressed, can increase stress, reduce workplace productivity, and higher employee turnover. In a study done by the Workplace Bullying Institute, 37% of employees have experienced bullying, with 57% of the targets being women. This greatly emphasizes the need for HR professionals to be proactive in preventing and addressing workplace harassment. 

 

HR’s Role in Preventing Workplace Bullying 

As HR professionals, we are responsible for creating policies and, nurturing positive workplace culture, and immediately addressing concerns of bullying and harassment to avoid it from getting out of hand. Here are some key methods HR can help create a respectful, and inclusive workplace. 


  1. Establish Clear Anti-Bullying Policies 
    Every organization should have clear, well-defined policies on what is considered bullying, how to report it, and the consequences for inappropriate behaviour. Employees should feel assured that their concerns will be taken seriously and that there are methods for confidential reporting. 
  2. Lead by Example 
    HR professionals and management teams must demonstrate respectful and inclusive behaviour in the workplace. When employees see leaders promoting values of kindness and inclusivity, there’s a greater likelihood that they adopt the same values in their daily interactions. 
  3. Training and Education 
    Workshops and training sessions on workplace bullying, recognizing the signs, conflict resolution, and bystander intervention can also be greatly effective. Educating employees on what bullying looks like, how to report it, and methods to support colleagues that may be affected is important. 
  4. How to Get Involved in Pink Shirt Day 
    HR teams can use this day as an opportunity to promote workplace kindness and reinforce current anti-bullying policies. Below, are some ways any organization can participate: 
  • Encourage Employees to wear Pink: As the name of Pink Shirt Day implies, wearing pink is an easy yet powerful way to take a stand in solidarity, and initiate conversations about workplace bullying 
  • Kindness Initiatives: Encourage employees to do small acts of kindness throughout the day, like writing positive notes to colleagues 
  • Share Educational Resources: Share articles, videos, or statements about the impact of workplace bullying, as well as how to prevent it 

 

Final Thoughts 

Pink Shirt Day is not just a symbolic event-it’s a message. To take a stand against bullying and promote kindness. HR professionals play a significant role in this, by shaping a positive workplace culture, and by nurturing inclusivity organizations can foster a workplace environment where employees feel safe, empowered, and respected. We can use this as an opportunity to take a stand against bullying, and create a culture based on kindness beyond Pink Shirt Day. 


“About Pink Shirt Day.” Pink Shirt Day, www.pinkshirtday.ca/about. Accessed 7 Feb. 2025. 

“What Are the Financial Impacts of Workplace Bullying.” Canada Safety Training Center, www.canadasafetytraining.com/Safety_Blog/financial-impacts-of-workplace-bullying.aspx. Accessed 7 Feb. 2025. 

This blog was written by Rheya Patel, a member of the Social Media Committee at CPHR Alberta. 

LinkedIn URL: www.linkedin.com/in/rheya-patel 

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.



Mental Health in the Agriculture Industry

By Jessica Jaithoo • August 8, 2025
Author : Nicole Mahieux, Nick Canning & Kendal Tremblay Mental health is increasingly recognized as a cornerstone of employee well-being, business resilience and community strength. For HR professionals, supporting mental health is no longer optional—it’s imperative. While conversations around mental health have gained traction in many industries, one critical sector still faces unique and persistent challenges: agriculture. Farmers and agricultural workers play a vital role in food production and national food security. Yet they are among the most vulnerable when it comes to mental health struggles. In fact, they experience some of the highest rates of stress, anxiety, depression—and even suicide. This is not just a personal issue. It's a workforce issue. It's a public health issue. It's a business issue. There are a range of compounding pressures makes farming one of the most mentally taxing professions.  These include: 1.Financial Stress & Unpredictability Unstable markets, weather-dependent outcomes, and shifting government policies contribute to a constant sense of economic uncertainty. 2. Isolation Many farmers work alone and live in rural areas where access to social support is limited. Social isolation increases vulnerability to mental health concerns. 3. Stigma Although mental health stigma is slowly decreasing, it remains a barrier—especially among men, who represent 74% of the agricultural workforce. Traditional gender norms often discourage open conversations or help-seeking.

CPHR Alberta’s Commitment to Supporting Reservists

By Jessica Jaithoo • August 7, 2025
As a proud participant in the Glowing Hearts program , CPHR Alberta continues to champion the value that Canadian Armed Forces reservists bring to our workplaces. Since joining the program, we’ve seen firsthand how supporting reservists not only strengthens our communities but also enhances organizational resilience and leadership. The Value of Reservists in the Workplace Reservists are more than military personnel—they are strategic thinkers, adaptable leaders, and skilled collaborators. Their training equips them with discipline, problem-solving abilities, and a mission-focused mindset that translates seamlessly into civilian roles. Captain McKenzie Kibler of The Loyal Edmonton Regiment exemplifies this. In a recent deployment on Operation REASSURANCE, he developed leadership and operational skills that now enrich his civilian career. Watch his story here. Support, Recognition, and Incentives for Employers Supporting reservists doesn’t mean sacrificing business continuity—in fact, it opens the door to meaningful recognition and financial support. Through the Compensation for Employers of Reservists Program (CERP) , employers can receive grants to help offset operational costs when a reservist-employee is away for 30 days or more. At the same time, organizations that register their reservist leave policies with the Glowing Hearts program are publicly recognized on the Canadian Forces Liaison Council website and receive a certificate of support and digital badge. These benefits not only ease the logistical challenges of supporting reservists but also position your organization as a leader in community engagement and national service. Tools and Templates for HR Leaders To make it easier for organizations to support reservists, CPHR Alberta offers a Reservist Leave Policy Template. This resource outlines eligibility, leave procedures, compensation, and compliance with federal and provincial legislation—making it simple to implement a supportive policy. Access the template through the Member Portal.

Leadership Risk Isn't Just a C-Suite Concern

By Marina Perkovic • July 29, 2025
Companies that invest in leadership development see real returns. According to Brandon Hall Group, organizations with strong leadership development programs are 1.5 times more likely to be financially high-performing, reinforcing the clear connection between leadership strength and business success (Brandon Hall Group, 2015). For small to mid-sized businesses, this risk can be especially high. As teams expand and complexity increases, the informal leadership structures that worked early on can start to crack. That’s where proactive leadership development and risk mitigation go hand-in-hand. The Leadership Gap Is a Hidden Business Risk According to a recent CPHR Alberta report, talent development and leadership gaps remain one of the top five organizational risks (CPHR Alberta, 2023). The consequences are rarely immediate, but they compound over time: • Missed growth opportunities • High-potential employees leaving due to lack of career clarity • Poor team morale when unprepared managers struggle to lead • Strategic drift from lack of alignment at the top A growing company without a leadership pipeline is like a car without a spare tire, it might keep rolling, but one unexpected bump can send the whole operation into a tailspin. Risk Mitigation Starts with Leadership Insight The first step in mitigating leadership risk is to move from guesswork to clarity. That means using structured tools like leadership assessments, succession planning frameworks, and targeted coaching to surface the actual capabilities of current and emerging leaders. In professional services firms, for example, it’s common to see technically strong employees promoted into management roles. While they excel in their areas of expertise, they often lack key leadership capabilities like delegation, feedback, and emotional intelligence (Gallo, 2016). Without proper development, this can lead to stalled projects, disengaged teams, and higher turnover. Leadership assessments and focused coaching are essential to identify these gaps early and build the skills needed to lead effectively. Common Leadership Risks in SMBs Every organization faces different risks, but these are some of the most common leadership vulnerabilities seen in growth-stage companies (SHRM, 2022): • Lack of succession planning: Only one person knows how to run a key function, creating bottlenecks and burnout. • Unclear decision-making authority: Teams waste time waiting for approvals or duplicating efforts due to ambiguous roles. • Promotion without preparation: High performers are promoted into leadership roles without training, leading to micromanagement or misalignment. • Poor feedback culture: A lack of honest dialogue means small issues snowball into bigger people problems. • Leadership misfit: A leader’s natural style may clash with the culture or needs of a specific team or situation. Mitigating these risks requires more than a one-time workshop. It takes intentional development, structured tools, and reinforcement over time (SHRM, 2022). What Effective Mitigation Looks Like The most successful companies don’t wait for a leadership crisis to take action. They build leadership strength proactively. Here’s what that looks like: • Leadership assessments are used during hiring and promotions to identify fit, style, and potential blind spots. • Customized coaching programs help leaders build the exact skills they need in real time, tied to their actual challenges (International Coaching Federation, 2022). • Leadership training cohorts (such as PowerUp Leadership’s “Coaching Skills for Managers” or “Authentic Leadership” programs) create a shared foundation across the organization. • Succession maps identify who is ready or could be ready for key roles in 12–24 months, creating a proactive development plan (SHRM, 2022). As companies grow, the complexity of people management increases exponentially. Systems, tools, and strategy all matter but none of them work without effective leadership behind them (McKinsey & Company, 2018). Investing in leadership development isn’t a “nice to have” for big companies, it’s a risk management strategy for every business serious about sustainable growth. 
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