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.



Beyond the Boardroom: Why Motherhood is Your Greatest Leadership Asset

By Jessica Jaithoo • May 5, 2026
Author: Nidhi Gandhi , 2026 Social Media Committee Volunteer Motherhood is often described as the world’s most demanding job, yet it rarely comes with a job description, a performance review, or a manual. It is a profound and often relentless act of stewardship that asks us to be an anchor, a strategist, and a source of support, sometimes all at once. For modern HR executives, this reality carries added complexity. Our professional lives are spent navigating organizational health, talent development, and culture. We shape workplace policies, advocate for employee well‑being, and bring the people perspective to the leadership table. When we step into the dual role of executive and mother, we aren’t simply balancing two lives; we are bringing together two complementary skill sets. As Deni Ruiz, Executive Director of People and Culture at Keyano College, explains: “In my role, I balance strategy with humanity, supporting leaders and employees, navigating change and complexity, and making tough decisions when needed. I am supported by an amazing team of professionals who care deeply for our colleagues, the College, and the community.” Being both an executive and a mother means showing up focused in the boardroom while also being a safe harbor at home. It requires constant recalibration and a willingness to redefine what success looks like at different stages of life. It also reinforces an important truth: empathy is not just a personal quality, it is a leadership asset. When we asked Deni how she transitions from mom mode to executive mode, she shared: “It’s less of a flip of a switch and more of a recalibration. I go from solving activities, snack logistics, and figuring out the root cause of meltdowns, to solving organizational challenges and understanding what motivates and engages people in the workplace. But at the core, both roles are about supporting people and making good, informed decisions, just at different complexity levels. A deep breath, a chai latte, and I’m in an executive mode. What I find a bit more challenging is transitioning back to ‘mom mode’ at the end of a long, busy day.” In this conversation, we look beyond titles to discuss the realities of nurturing a high‑level career while raising the next generation. Whether you are climbing the ladder, building a team, or navigating your own career path, this dialogue offers both reflection and reassurance that your path can evolve, and that is okay. How has motherhood shaped your approach to HR policies? Does it change how you view things like flexible work, benefits, or performance management? Motherhood has deepened my understanding of how policies land in real life. It’s made me more attuned to what employees are balancing outside of work, including growing demands related to child care, elder care, and mental health. That perspective has strengthened my support for flexible and inclusive workplaces, not as perks, but as tools for retention, productivity, and respect. Being a mom hasn’t lowered performance expectations; it has clarified how we enable people to meet them by recognizing the realities that shape today’s workforce and equipping leaders to respond thoughtfully. What is the most rewarding “full circle” moment you’ve had where your professional role and motherhood intersected? There are moments when I’m coaching my kids on family values, goal setting, or how to navigate conflict with their sibling, and other moments when I’m coaching leaders through difficult workplace conversations or career development decisions. I’ve realized I draw on the same patience, clarity, and empathy in both settings. Seeing those conversations handled well, and knowing they positively affect someone’s experience at work, feels like a true intersection of both roles. Just as each child is different, even within the same family, employees experience work differently. Understanding those realities helps build alignment and trust. What advice would you give to a mid ‑ career HR professional who is hesitant to pursue an executive role because they fear it will compromise their family life? It’s a valid concern. Executive roles come with more responsibility and mental load, but they also offer greater autonomy to shape how and when you work. The key is being intentional. Be clear on your non‑negotiables, choose organizations whose values align with yours, and remember that strong leadership includes modeling sustainable ways of working, not constant availability. If you could give a Mother’s Day gift to working moms, aside from a day off, what would it be? I’d give them the freedom to be genuine and true flexibility, the kind that is trusted, consistent, and free from career trade‑offs. When people don’t have to choose between being present at home and being seen as committed at work, that’s where working moms can truly thrive. The idea of perfect work‑life balance is overrated. Priorities shift over time, and only you and your family know what the right combination looks like in any given season. Deni’s journey reminds us that senior leadership and motherhood are not competing forces to be managed, but complementary roles that strengthen one another. The empathy cultivated at home makes us better leaders, just as strategic thinking at work helps us build stronger foundations for our families. As we celebrate Mother’s Day, let this conversation prompt reflection. You do not have to choose between being a successful professional and a present, nurturing parent. You can be both, and you can lead through both.

World Day for Safety and Health at Work: Why It Matters

By Jessica Jaithoo • April 21, 2026
Author: Taia Northrup , 2026 Social Media Committee Volunteer Building Safer Workplaces Every April 28th, World Day for Safety and Health at Work serves as an important reminder that workplace safety isn’t just a policy, it is a commitment to people. While procedures, protocols, and compliance requirements are essential, the true foundation of a safe workplace lies in a culture where employees feel valued, heard, and protected. In today’s evolving environment, safety goes beyond hard hats and hazard signs. It includes psychological safety, inclusive practices, and the ability for employees to speak up without fear. As organizations continue to adapt in a tech driven world, the role of Human Resources in shaping and sustaining this culture has never been more critical. Traditionally, workplace safety has been associated with physical risk prevention. While this is still vital, modern organizations are expanding their focus to include mental health, preventing burnout, and overall well-being. Which Leads to the Culture of Psychological Safety A truly safe workplace is one where employees feel comfortable sharing ideas, raising concerns, and admitting mistakes without fear. Psychological safety is essential for innovation, collaboration, and overall organizational success. Safety doesn’t always require large scale initiatives… Often it is small, consistent actions that make the biggest difference, these include: Checking in with employees regularly Offering training and refreshers Celebrating safe practices and milestones Creating opportunities for feedback As we recognize World Day for Safety and Health at Work, it is an opportunity to reflect on how we can continue to build safer, healthier workplaces. By prioritizing both physical and psychological well-being, organizations can create environments where employees thrive. At its core, safety is about people. When we lead with empathy, listen with intention, and act with purpose, we don’t just meet safety standards, we exceed them!

Where HR Leadership Meets National Impact: Chairperson Opportunity at the Canadian Race Relations Foundation

April 21, 2026
Chartered Professionals in Human Resources (CPHRs) bring a unique and deeply relevant skill set to senior governance roles—particularly those focused on equity, inclusion, and systemic change. With expertise in ethical leadership, organizational governance, people systems, and inclusive decision‑making, CPHR professionals are well positioned to contribute at the highest levels of public service. The Government of Canada is currently seeking applications for the role of Chairperson of the Canadian Race Relations Foundation (CRRF) Board of Directors, a Governor in Council appointment that offers an opportunity to shape national conversations on race relations and advance meaningful change across Canada.
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