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.



By Marina Perkovic July 15, 2025
Over the past month, I spoke with three professionals who had recently been laid off. April , a former schoolmate, has over 20 years of experience and has held management roles at several organizations. Most recently, she led a team at a large oil and gas company, where she was instrumental in building out a new service area. Despite her accomplishments, a combination of economic challenges and a lack of connection with her new boss led to her dismissal. Having been involved in layoffs before, she understood the process, but when she called me, she admitted it was much harder to be on the receiving end. She felt overwhelmed by a mix of emotions: denial, anger, betrayal, and a deep sense of failure. Carol , once a mentee of mine, built a strong foundation in the finance sector, and her persistence earned her a team lead role at a competitive mid-sized firm. Therefore, her call caught me off guard; she was trying to make sense of being included in a round of layoffs that affected 12 others. Having just been promoted, she struggled to understand why she had been chosen. She reached out for support as she navigated both the practical and emotional aftermath. Joe had been a student in one of my classes. With a master’s degree and excellent communication skills, he established a respected career in the regional non-profit sector. We maintained contact and often crossed paths through work. Joe was frequently involved in launching new initiatives and was recognized by both his boss and the board for his contributions. However, when the sector faced financial strain, he and his manager were among the 15% let go. He contacted me a month after the layoff; he had taken time to process everything and was now reflecting on what direction to take next. These stories are not uncommon. In fact, with ongoing economic uncertainty, many professionals, regardless of their experience or performance, are facing unexpected career changes. While layoffs are always challenging, the way they are handled can significantly impact both the individuals affected and the organization. This highlights a critical challenge for organizations: how can companies manage necessary workforce changes with both strategic foresight and genuine care? In addition to engaging the Human Resources department early in the planning and execution process, many businesses are increasingly recognizing the value of utilizing third-party outplacement services. Outplacement services are employer-sponsored programs designed to support both the business and departing employees during layoffs or organizational restructuring. Typically included as part of a severance package, these services offer more than just logistical support; they help individuals navigate a difficult transition with confidence. Outplacement services can be customized based on the needs and budget of the employer. Offerings often include planning for workforce reductions in collaboration with the business, delivering termination messages, and providing one-on-one career transition coaching and emotional support to affected staff. More importantly, these services help affected employees regain focus by offering practical job search guidance, resume coaching, and career direction tailored to their experience and industry. For employers, outplacement services can deliver a clear return on investment. Companies that provide structured transition support often experience fewer legal disputes and benefit from a stronger employer brand, which can positively influence talent attraction and retention. Showing care during a difficult time speaks volumes to internal teams, affected employees, clients, and the broader market. Having worked closely with businesses and professionals throughout this process, I’ve witnessed the significant difference that experienced, neutral third-party support can make. In fact, a 2023 CBIZ report, referencing Bureau of Labor Statistics data, noted that individuals who received outplacement assistance secured new roles 40% faster than those who did not receive support (CBIZ, 2023). Just imagine if April had access to a coach experienced in private sector transitions, or if Carol had received immediate help with processing her layoff and planning her next steps; the positive impact would have been immediate. In today’s environment, outplacement isn’t merely a nice option; it is a strategic necessity. How will your organization ensure a respectful and supportive transition for its workforce? When selecting an outplacement partner, consider factors such as industry experience, the ability to customize services, the quality of career coaches, and the integration of digital tools for job seekers. Not all providers offer the same level of support or results, so thorough vetting is essential. 
By Marina Perkovic July 10, 2025
The countdown to the CPHR Alberta 2025 Conference has officially begun!
By Marina Perkovic July 9, 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 share post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on June 24, 2025, and the Board’s key messages are as follows: Financial Update CPHR Alberta remains in a stable financial position with a forecasted break-even year-end as per the approved Budget. The Board reappointed Cascade Chartered Professional Accountants LLP as auditor for 2025–2027. Strategic Planning The Board held a focused one-day Strategic Refocus Workshop to explore how CPHR Alberta delivers value to its members. This work will guide the development of an updated three-year strategic plan, aligned with the evolving needs of the profession. Self-Regulation The Professional Governance Act received Royal Assent in May 2025 and Royal Proclamation expected for Spring 2026. CPHR Alberta anticipates review of its self-regulation application in Spring 2027. Ongoing work focuses on legislative alignment, internal readiness, and member communications. CPHR Alberta Conference Join us at the CPHR Alberta 2025 Conference, Human-Centric HR on September 23–24 in Edmonton. Be sure to stop by the CPHR Alberta booth to meet and connect with your Board of Directors. The next Board meeting will take place on September 22, 2025, after which we will 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!
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