Systems are designed by people to support people

18
May 2023
209
A group of people are putting their hands together in a huddle.

Author: Jesse Adams, President and Founder of Ember Experience

Over the last few years, we have had the opportunity to speak with, listen to, or coach hundreds of leaders and employees throughout multiple industries across Canada. In these conversations, we have observed a recurring theme. Whenever workplace challenges arise (e.g., productivity issues, inefficiencies, cultural friction), individual behaviour is often first to be blamed for the problem.

This translates to the belief that there must be some deficiencies in individual resilience, technical skills, or motivation and willingness to “go above and beyond”. While we encourage organizations to create opportunities for individual growth, and believe that individuals have a responsibility to contribute to a thriving organization, blaming or judging individual deficiencies as the problem seems to overlook a significant issue. Design flaws within the workplace environment.

Time and time again, we find that workplace environments, specifically the systems, structures and culture in place, are not amplifying individuals, but instead creating systemic barriers that hinder the delivery of desired outcomes.  When organizations or leaders focus primarily on individual deficiencies as the source of the problem, it can increase defensiveness within cultures, widen the divide between leaders and staff, and prevent organizations from making long-lasting changes.

We believe that organizations have the responsibility to create the work conditions, leaders have the responsibility to facilitate the work conditions and individuals have the responsibility to contribute to the work conditions. When these three elements work in synergy, organizations will thrive.

Creating a thriving workplace environment requires the development and alignment of the organization’s systems, structures, and culture. We define systems as a set of elements or activities that work together to create an interconnecting network or method to achieve a specific business outcome. This can include organizational processes, policies, practices and defined key performance behaviours. We define structures as the elements within the organization that make up the business infrastructure. This can include team or department design, equipment (e.g., IT platforms), function mapping, and business plan. Culture is what brings the systems and structures to life. Culture is established by social norms, values, and interpersonal relationships of the people inside the organization.

While many organizational environments are designed with the intention to best support people's optimal work, the last few years have brought to light some of the underlying and unaddressed issues and challenges within the workplace. Employee turnover, psychological health and safety, employee burnout, and Diversity, Equity, Inclusion and Accessibility (DEIA) are increasing at a rapid rate. According to a study done in 2022 by Mental Health Research Canada, 33% of employed Canadians experience burnout. In some professions, however, it is much higher (e.g., 66% of nurses, and 61% of the mental health workforce). We find these challenges have been exacerbated for a few reasons:

  1. There has been, for many years, a reliance on individuals pushing past their personal boundaries (e.g., working on weekends).
  2. There has been a culture of celebrating people who push past these personal boundaries while judging or shaming those that work within the boundaries of their employment contract.
  3. The systems, structure or culture have not been examined or updated in many years.
  4. There is a tendency to hold onto legacy norms (e.g., this worked in the past, it is the way we have always done it).

These challenges often do not exist in isolation but compound on top of one another. We recently faced such challenges within our business. In executing a recent client deliverable, a staff member gave feedback about the project. They informed me that the way we executed the work was less than an ideal experience.  In delivering this client project, we had defaulted to the “way things were done before”. We went with this approach for multiple reasons:

  1. It was a major project for our new company and we had to deliver quickly.
  2. We had several other deliverables and internal development work happening simultaneously.
  3. We had team members that had transitioned with me from a previous organization and I assumed they would know what to do.
  4. I was confident about its design as it had worked very well in the past. 

Although important context, we did not take the necessary time for a proactive and honest conversation. In choosing the path that we did, we inadvertently overlooked the unique needs of our current organization and team.

As a result, the project was choppy, confusing, and frustrating for all involved. I found myself micro-managing the team and being more directive than usual.  I even found myself pointing to gaps in team members’ skills as well as my own as a leader. After debriefing with the team, we realized that there were significant gaps in the process, norms and structures used in this situation. Some staff were not fully familiar with the previous system, while others had outgrown it. Our methodology and perspectives had organically evolved over time as well.  I realized that as the leader of a new organization, or any organization, norms and functions need to fit the structures and processes we build, and that we need to build them proactively to ensure we are creating a culture where individuals feel amplified and therefore, thrive.

The responsibility to stay in tune with your people, and create an environment that best suits your team can feel overwhelming and never-ending, especially when it involves large-scale items, such as business processes, policies, organizational design or infrastructure.

In navigating how to decide the best path forward, the following steps to be helpful:

  1. Identify the original intention and purpose of your system and structures.
  2. Evaluate the current performance.
  3. Identify the root cause or problem within the current system.
  4. Explore the feasibility of the system.
  5. Commit to action.
  6. Implement change and monitor progress.

Register for the panel discussion Wednesday, June 07, 2023 at 12:00 pm to 1:00 pm featuring Jesse Adams, Aishwarya Jayaprakash and Norah Marsh, to explore more about creating and how to implement systems and structures that can amplify the people inside your organization. https://www.cphrab.ca/professional-development/structures-and-systems-ember-experience-panel-discussion


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.
MORE NEWS