Supporting Truth and Reconciliation in the Workplace

25
Sep 2023
CPHR Alberta
179
A group of people are putting their hands together in a huddle.

Author:  Iryna Kravets-Kuzmicz of the Edmonton Chapter Committee with review and edits by Yewande Badejo, Rike Enss, Chelsea Grossi, Yemisi Peters, Masoon Tiwari and Megan Vaughan all of the Edmonton Chapter Committee.

September 30th marks Truth and Reconciliation Day in Canada. But what is Reconciliation, and how can we, HR professionals and organizations, support Truth and Reconciliation in the workplace? Reconciliation is the process of developing a respectful relationship between Indigenous and settler (i.e. non-Indigenous) people across Canada. It’s about working together to overcome the devastating effects of colonization.

With reconciliation, it’s essential to acknowledge harmful policies and practices (e.g. residential schools, loss of lands, inequitable access to essential services, prohibition of cultural traditions and languages, etc.) and define positive ways to move forward together.

As everyone works toward reconciliation in the workplace, an important step forward is ensuring Indigenous populations are represented through active recruitment and retention. However, hiring Indigenous employees requires more than creating a new job posting. It will require effort to learn more about Indigenous Peoples and any barriers that prevent them from joining your organization.

Recognizing the National Day for Truth and Reconciliation

  • Recognize that this may be a difficult day for employees as they spend time reflecting. 
  • Create space and understanding for employees and share any internal resources or programs they can access for support, such as your EAP.  
  • Share a curated list of resources for employees to learn about Indigenous Peoples' history and the legacy of residential schools in Canada. 
  • If giving employees a day off, encourage them to engage with these resources during their time off or attend a local event.
  • Consider facilitating a discussion among employees to share their reactions or learnings from your resources. 
  • Host an internal training session or series of training sessions about the history and culture of Indigenous Peoples (facilitated by an Indigenous person or organization that is being compensated for their time). 
  • Research local marches or events that mark the National Day for Truth and Reconciliation in the city/town where your organization is located and encourage employees to attend. 
  • Consider matching employee donations to an organization that supports Indigenous communities and reconciliation efforts. 

Where you can learn more:

Here are five tips to recruit and hire more Indigenous workers: 

  1. Recognize cultural differences. To make Indigenous candidates feel welcome and comfortable during the recruiting and interview process, practicing inclusivity, recognizing cultural differences, and implementing an equity mindset is important.
  2. Consider dropping the degree requirement. Higher education has not served Indigenous people well. In Canada, 11.3% of the First Nation, Inuit, and Métis population has a college degree, compared with 29.3% of the non-Indigenous population. 
  3. Attend Indigenous hiring events and national conferences.
  4. Create your own pipeline, and connect with local communities. 
  5. Your company might consider starting a scholarship program to help Indigenous students obtain a college degree.

Above are just a few ways your organization can support and amplify Indigenous voices in the workplace and seek reconciliation to pave a path forward together, honouring and remembering the past, making space, and creating a safe and inclusive environment for all. 


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 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.
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.
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.
MORE NEWS