The Quiet Work of Becoming a Leader

Trust is the foundation of any successful workplace, and for Indigenous employees, it is defined by historical, social, and political realities that organizations must acknowledge and understand. Building trust with Indigenous employees goes beyond basic diversity policies to a more informed and meaningful action plan towards achieving a respectful, equitable workplace and a commitment to reconciliation. According to Alberta Learning Information Service (ALIS), a commitment to building a trusting relationship between employers and Indigenous employees is not only an ethical responsibility but also creates a strategic business advantage. Human Resources and leadership play a crucial role in building this trust by intentionally integrating inclusion, trust, and accountability into all aspects of the workplace. Understanding Trust in the Indigenous Workplace Context Trust for Indigenous employees is influenced by a history of colonization, systemic discrimination, and inequities that affect employment experiences today. Data from Statistics Canada (2022) reveals that Indigenous people are more likely to experience workplace discrimination than non-Indigenous employees (15.2% versus 9.1%), and they are also less likely to remain in roles long-term, with only 32.0% reporting tenures of 10 years or more compared to 37.3% of non-Indigenous workers. Statistics like these reveal the lower levels of psychological safety that Indigenous employees feel at work. Building psychological safety for this marginalized group therefore requires HR and leadership to move from performative inclusion to more meaningful and relationship-based practices that are centered around trust, respect, and inclusion. The Role of HR and leadership in Building Trust Building trust with Indigenous employees is a shared responsibility that requires both HR and leaders to work in sync. We will discuss the roles of both parties below. 1. Mentorship Indigenous employees who are new to the workforce might be unfamiliar with systems, procedures, and expectations. A mentorship program, opportunities for leadership development or training, or a buddy system that pairs them with an employee guide and supports them throughout their first few months or longer can be beneficial for these workers. An effective mentorship program will require organizational leadership to endorse and prioritize mentorship initiatives while HR works with managers to design and implement mentorship programs that will meet each employee’s development needs. When done right, Indigenous mentorship programs can bridge the cultural gaps and create safe spaces for growth and promote psychological safety. 2. Cultural Competency and Awareness Training Cultural competency has become a critical skill in managing today’s diverse workforce and the major aim of this training is to create awareness and/or improve the understanding of various cultures and beliefs in the workplace while equipping staff with skills required to seamlessly communicate, collaborate, and respectfully work with people from different backgrounds. Leaders must champion this training and promote a culturally respectful workplace culture. HR must lead the implementation of such training, ensuring it is structured, inclusive, and embedded across the organization and engage the right facilitators. 3. Providing Support for Emotional and Mental Well-being Supporting Indigenous employee well-being is another critical responsibility. To achieve this, organizational leaders must commit to fostering a culturally safe, trauma-informed workplace that respects Indigenous traditions, prohibits discrimination, and creates environments where Indigenous employees feel safe to speak up. Clear reporting avenues and prompt action to concerns should be addressed. HR’s part in this initiative is to provide Indigenous based employee assistance programs like Indigenous-specific counselling resources, elder support, and land-based healing programs where accessible. Also, promoting a supportive workplace culture, fostering inclusive team environments where Indigenous employees feel supported and valued. 4. Integrating Cultural Inclusion in Workplace Practices This is another shared responsibility between HR and leadership. HR plays a key role in designing and formalizing cultural inclusion practices such as starting corporate events with land acknowledgments, creating space for cultural practices like smudging, supporting flexible holidays for cultural celebrations, and ensuring that Indigenous memorial events such as the National Day for Truth and Reconciliation or Aboriginal Awareness Day are celebrated. The leadership role is to reinforce these commitments to cultural inclusion by openly supporting and participating in these initiatives, which shows that the organization regards cultural inclusion as a priority. 5.Supporting Career Advancement and Fair Performance Practices Finally, HR plays a vital role in designing clear, transparent paths for advancement and working with managers to implement fair and consistent application of performance standards and employee feedback systems. Organizational leaders are responsible for supporting employee growth and development, encouraging participation in career advancement pathways, and demonstrating commitment to equity and inclusion. The following experience report offers a real-world example of how the trust-building principles outlined above can be put into practice through partnership, flexibility, and shared accountability. Experience Report: Building Trust Through an Indigenous Employment Partnership by Rike Enss In 2024, my HR team attended a career fair at Norquest College where they were approached by leaders of the Indigenous Career Centre, an external facing program of the college located right next to Norquest. The Indigenous Career Centre (ICC) connects Indigenous talent s with their employer partners. So, the conversation was two-fold, finding an employer partner that could support employment opportunities. As a company who has Indigenous Partnerships as a strategic pillar and actively connects with Indigenous communities to support each other, we were very open to connecting and hearing how we can engage. From there, many conversations and meetings were held, where we got to know each other and actively connected on what this partnership could look like, as we are mostly a seasonal employer. Most of our jobs are entry level and all one needs are 3 safety tickets. Even that could be quite a challenge for some Indigenous job seekers. But the Indigenous Career Centre was there to help, and able to financially support job seekers with getting these tickets through funding or other means. Before the whole partnership could begin, a formal Pipe Ceremony was held in February of 2025, where leaders from both sides came together to ground our relationship and affirm our intention to walk together side by side, helping each other and our job seekers. As a company, we also knew we needed to be a bit more flexible than our usual approach, and that wasn’t hard to achieve. Partnering with ICC and consistent and open feedback and communication made this possible. In the spring of 2025, my HR team was actively recruiting from ICC. We started with 6 people entering into our weeklong training that is required to work as a safety watch. Of the 6, we had 1 person remaining who started working with us, but what a shining star! Even though we weren’t successful in having the other 5 start work, we have had great experiences and gained some valuable learnings. When we started our recruitment approach in the fall, we changed our process to allow for more time to obtain tickets, provide additional support during the process, and make sure expectations were clear and set. As a result, ICC was also able to source better candidates who would be a good fit for the oil and gas industry and potentially available to be away from home. Over time, the 2 partners understood each other's needs better, and both continue to learn the other’s needs. In the fall, we ended up hiring 6 people from the ICC. This spring 2026, we successfully trained 7 people from the Indigenous Career Centre. Being able to learn from each other and grow together is a very rewarding experience as an employer. Conclusion Creating a culturally safe and supportive workplace is essential to fostering belonging and well-being for indigenous employees. When leaders and HR create a culture that listens, learns, and acts with respect, trust is achieved. An inclusive environment not only supports Indigenous employees to thrive but also improves engagement, retention, and overall workplace relationships. Trust is built through accountability, and it is important that organizations align workplace practices with Truth and Reconciliation Commission of Canada’s Calls to Action and the United Nations Declaration on the Rights of Indigenous Peoples strengthens Indigenous inclusion efforts. Organizations should track metrics like retention, engagement, and psychological safety, while incorporating Indigenous voices through lived experiences. Organization should also publish their Indigenous inclusion commitments, report on their progress, and be honest when they fall short. Finally, acknowledging the long-term organizational risks of failing to build trust -such as reputational harm, reduced engagement, and limited talent attraction - would emphasize the strategic importance of sustained and accountable action. 

Author: Deon Davidson , 2026 Social Media Committee Volunteer The evening began with laughter, conversation, and both familiar and new faces connecting during cocktail hour, while the sound of a talented violinist created the perfect atmosphere for the night ahead. But as the night went on, it became clear that the CPHR Alberta Member Recognition Gala was about much more than dressing up, enjoying a three-course meal, or taking photos. It was a celebration of the people who continue to shape and strengthen the HR profession across Alberta. From new professionals earning their CPHR designation to volunteers dedicating their time behind the scenes, the evening highlighted the power of leadership, service, and community within HR. The event also recognized the sponsors whose support helped make the celebration possible and brought the HR community together for such a memorable evening. The atmosphere throughout the night reflected something HR professionals work hard to create every day: recognition. But how often do HR professionals get recognized themselves? This evening was for that. Celebrating the People Behind the Profession The main highlight of the evening was the celebration of nominated HR professionals from across Alberta our jurisdiction, Alberta, Northwest Territories and Nunavut , whose leadership, service, and contributions have made a lasting impact on workplaces, organizations, and the profession as a whole. Another highlight was the recognition of new CPHR members. Becoming a CPHR takes commitment, hard work, and dedication to the profession. As new members stood to be recognized, the room celebrated not only their achievement, but also the future of HR leadership in Alberta. The evening also recognized volunteers who continue to support and grow the HR community. Many of these individuals spend countless hours helping behind the scenes, often without expecting recognition in return. How often do we stop to celebrate the people who help build stronger workplaces and stronger professional communities? The applause throughout the evening showed just how much their contributions matter. More Than Networking Between courses, conversations filled the room as HR professionals, students and leaders connected with one another. Some shared career advice. Others reflected on their HR journeys. Many simply enjoyed the chance to connect and celebrate with one another. Events like the Member Recognition Gala remind us that HR is more than just recruitment, policies, and procedures. It’s about what many HR professionals learnt when entering the career: it’s about people. For students and emerging HR professionals, the evening was also inspiring. Seeing experienced leaders recognized for their impact showed what is possible through service, leadership, and dedication. What can happen when professionals take time to celebrate each other instead of only focusing on deadlines, challenges, and busy schedules? The gala answered that question clearly: stronger connections, meaningful conversations, and a greater sense of community. A Standing Ovation That Captured the Spirit of the Evening As the evening came to a close, attendees experienced one of the most powerful moments of the night: the presentation of an award to a newly appointed Fellow CPHR. After a heartfelt speech, the room rose to its feet in a standing ovation. It was more than applause. It was a moment of respect, appreciation, and gratitude for someone whose contributions made a lasting impact on the profession and the people around them. The standing ovation captured the spirit of the entire evening. It showed the importance of recognizing people not only for what they achieve, but for how they help others grow along the way. How often do workplaces take the time to truly celebrate the people making a difference? Looking Ahead: Why You Won’t Want to Miss Next Year’s Gala The Member Recognition Gala was more than an award ceremony or a chance to dress up for the evening. It was a reminder of the power of recognition, community, and connection within the HR profession. For those who attended, the evening brought memorable conversations, inspiring moments, and a renewed appreciation for the people behind the profession. For those considering attending in the future, next year’s gala promises another opportunity to connect, celebrate, and be inspired by the individuals who help shape the future of HR in Alberta. So, start preparing now for next year’s celebration, whether that means growing your network, getting more involved in the HR community, supporting others in the profession, or even working toward your own CPHR designation. The next gala will be another opportunity to celebrate the people making a difference across Alberta’s workplaces and communities. Because sometimes the most meaningful moments happen when the people who spend their careers supporting others finally get celebrated themselves.