Transforming Tomorrow: Evolving Work, Workplaces and the Workforce

Authors : Dr. Marna van der Merwe and Dr. Dieter Veldsman
 
The future of work holds high stakes for organizations and individuals. Our humanity is being challenged as technology changes, demographic shifts, and climate change threaten our jobs and purpose 1 . Organizations are adopting new business models to meet the needs of a more demanding consumer, and people are experiencing higher levels of burnout, loneliness, and disengagement as they try to find meaning in a world where technology is faster, cheaper, and more intelligent 2 .
 
For HR professionals, within this ambiguity lies an opportunity to guide organizations and individuals to a new future of prosperity and sustainability. To do so, HR will have to rethink how business models are designed, how and where work gets delivered, and the changing workforce composition between human and technology augmentation 3 .  
 
How is work evolving? 
 
The future of work will be different than today. The nature of work is changing, driven by technological advancements, a shift in societal values, and a recognition of the importance of human potential in the workplace. The result is a more dynamic, purpose-driven, and impactful approach to work 4 .
 
We see the following shifts occurring as we redefine the nature of work in the future 5 . 
 
From To
Predictable work tasks and outputs Dynamic delivery of work outcomes
Manual tasks with some automation Automated and augmented delivery 
Transactionally focused work that drives efficiency Purpose-driven work that makes an impact
Hierarchical delivery through reporting lines  Networked delivery through collaborations

 

As the nature of work changes, workplaces must adapt to remain productive and sustainable.

How are workplaces transforming?

The evolution of the workplace has transformed it from a traditional setting where work is merely conducted or delivered to a dynamic environment that prioritizes collaboration, purposeful spaces, and flexibility. Several fundamental shifts characterize this evolution 6 : 

From To
Workplaces where employees go to do work Workspaces where people go to collaborate 
Technology enablement as a means to deliver outputs Technology integration as a core focus of workspaces, that enables productivity
Working hours and location as the main arrangement of how work gets delivered Work arrangements that include flexible working hours and mode of delivery

 

These changes highlight the flexibility of workplaces in both physical location and work arrangements. It also requires a different approach and use of technology as a critical enabler to drive collaboration, productivity and inclusive work practices. 

What does the future workforce look like?

The transformation of the workforce signals a change in not only the composition and definition of employees and talent but also how employees work together to deliver on organizational goals. For organizations, this expands their self-contained workforce beyond traditional organizational boundaries and to a workforce pool that includes permanent, non-permanent, temporary, and technological workers 7 .

From To
Homogenous workforces that remain relatively consistent over time Diverse workforce pools that stretch beyond traditional boundaries 
Individual contributor delivery within clear structures Collaborative networks that enable flex and responsive workforce pools
Permanent employment as a prerequisite for critical and core talent Non-permanent and non-traditional talent as key contributors within the organization

 

The changes in the nature of work, workspaces and the workforce will demand HR teams to take proactive actions to prepare their organizations to thrive in this evolving landscape.

How can HR play an active role in redesigning the future of work?

We outline 5 actions for HR to take to embrace the opportunities for impact.

1. Embrace technological advancements

By investing in automation, collaborative software, AI and other technologies, HR can enhance efficiency, streamline processes, and empower employees to focus on value-adding aspects of work.

2. Promote collaboration and inclusivity

Design workspaces that encourage teamwork, create collaborative networks, and emphasize partnerships. Inclusivity should extend to diverse resourcing models, acknowledging the contributions of full-time employees, part-time workers, freelancers, and contractors.

3. Cultivate flexible organizations

Emphasize adaptability in organizational structures to foster collaboration and quick decision-making. This also includes creating work environments that accommodate diverse work preferences, support flexible work arrangements, and provide continuous learning opportunities. 

4. Shift from jobs to skills-based careers

Invest in employee growth and advancement, fostering a culture where individuals see their roles as part of a larger career trajectory within the organization. This involves providing pathways for career development, mentorship programs, and recognition of individual contributions.

5. Prioritize purposeful work

Foster a sense of purpose by aligning personal values with organizational values. This can create a strong sense of community, connection, and a shared mission.

Concluding remarks

The evolving landscape of work holds promising prospects for society, organizations, and individuals alike. Seizing these opportunities demands that HR teams navigate the path toward embracing shifts in work dynamics, the reimagining of workspaces, and the composition of the workforce.

About the Authors: 

Dr. Marna van der Merwe

Dr. Marna van der Merwe is an Organizational Psychologist and Subject Matter Expert at AIHR. She has extensive experience in Human Resources, Organizational Effectiveness and Strategic Talent Management. She is a researcher, published author and regular conference speaker in the areas of talent management, experience design, as well as the changing nature of careers. Marna holds a PhD in Organizational Psychology, with a specific focus on talent management and careers in the future of work.

Dr. Dieter Veldsman

Dr. Dieter Veldsman is an organizational psychologist with 15+ years of experience across the HR value chain and lifecycle, having worked for and consulted with various organizations in EMEA, APAC, and LATAM. He has held the positions of Group Chief People Officer, Organizational Effectiveness Executive, Director of Consulting Solutions, and Chief Research Scientist. He is a regular speaker on the topics of Strategic HR, Future of Work, Employee Experience and Organizational Development.

Sources:

1 Lynn, Theo, et al. “The Future of Work : Challenges and Prospects for Organisations, Jobs and Workers.” OAPEN Home, Springer Nature, 14 Aug. 2023, library.oapen.org/handle/20.500.12657/75384. 

2 “The Future of Jobs Report 2023.” World Economic Forum, www.weforum.org/publications/the-future-of-jobs-report-2023/digest/. Accessed 11 Jan. 2024. 

3 Dhanpat, Nelesh, et al. “Industry 4.0: The role of human resource professionals.” SA Journal of Human Resource Management, vol. 18, 2020, https://doi.org/10.4102/sajhrm.v18i0.1302. 

4 “Technology and the Future of Work: Factsheets.” CIPD, www.cipd.org/en/knowledge/factsheets/emerging-future-work-factsheet/. Accessed 11 Jan. 2024. 

5 “What Is the Future of Work?” McKinsey & Company, 23 Jan. 2023, www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-the-future-of-work. 

6 “Future of Work and the Workplace.” Deloitte US, www2.deloitte.com/content/dam/Deloitte/us/Documents/human-capital/us-human-capital-transitioning-to-the-future-of-work. Accessed 11 Jan. 2024. 

7 PricewaterhouseCoopers. “Workforce of the Future - the Competing Forces Shaping 2030.” PwC, www.pwc.com/gx/en/services/workforce/publications/workforce-of-the-future.html. Accessed 11 Jan. 2024.

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.
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