Understanding the Code of Ethics: What You Need to Know
31
Aug 2023
295
Author : Erica Blain, Director, Professional Standards, Registrar, CPHR Alberta
CPHR Alberta has two sets of guidelines that help to direct our Chartered Members in their work as an HR Professional. These guidelines are covered in the Code of Ethics and Standards of Professional Conduct. In line with other professional associations, CPHR Alberta’s standards and code are directed towards upholding its members’ ethical conduct and protecting the public, first and foremost. It is also concerned with achieving skilled and appropriate conduct within the profession. It is a hallmark of a profession when its members have voluntarily accepted this responsibility and duty to the public - as CPHR Alberta members have done.
The willingness to accept this duty to the public stems from the reliance of the public, generally, and the business community, in particular, on sound and competent advice on business affairs that include the complex nature of people. The importance of that advice imposes special obligations on the HR profession and firmly establishes the profession’s social usefulness.
The Code of Ethics
The Code of Ethics section is broken down into seven sub-sections that cover all the areas that an HR professional should consider when writing policies, creating processes, hiring new recruits, performance managing teams and in every aspect of their work.
These seven sub-sections are as follows:
Competence
HR practitioners must maintain competence in carrying out their responsibilities and provide services honestly and diligently. They must ensure that activities engaged in are within the limits of their knowledge, experience, and skill. When providing services outside one’s level of competence or the profession, the necessary assistance must be sought to not compromise professional responsibility.
Legal Requirements
HR practitioners must adhere to all statutory acts, regulations and statutes that apply in their jurisdiction related to the Human Resources field. They must not knowingly or otherwise engage in or condone any activity or attempt to circumvent the clear intention of the law.
Dignity in the Workplace
HR practitioners support, promote and apply the legislative requirements and principles of human rights, equity, dignity, and respect in the workplace, the profession and society.
Balancing Interests
To the best of their abilities, HR practitioners must strive to balance organizational and employee needs and interests in the practice of their profession.
Confidentiality
Human Resources practitioners must hold in strict confidence all confidential information acquired during the performance of their duties and not divulge confidential information beyond those individuals required within the ordinary course of duty unless required by law and/or where serious harm is imminent.
Conflict of Interest
HR practitioners must either avoid or disclose a potential conflict of interest that might influence or be perceived to influence personal actions or judgments.
Professional Growth and Support of Other Professionals
HR practitioners must maintain personal and professional growth in Human Resources by engaging in activities that enhance the credibility and value of the profession.
The second part, the Standards of Professional Conduct
, are derived from the seven ethical principles of the Code of Ethics. When the two are taken together, they ensure that HR professionals deliver on the special obligations entrusted to members. These standards outline specific duties that will ensure the effectiveness and relevance of the advice provided by CPHR Alberta members. The public has a reasonable expectation that a member will carry out these duties with utmost diligence. These duties are as follows:
- Duties when employed by organizations
- Duties when managing or supervising others
- Duties when representing an individual or organization
- Duties when acting as an independent consultant
- Specific duties while carrying out an engagement
- Specific duties regarding professional liability insurance
- Specific duties regarding fees
- Specific duties regarding advertising and endorsements
The Code of Ethics and Standards of Professional Practice should be understood and followed by all members of CPHR Alberta. The Code is applied explicitly to Candidate Members and Chartered Members, who are the only members subject to the Complaints and Discipline Process. CHPR Alberta will receive and accept complaints from the public about confirmed Chartered or Candidate members.
The Code of Ethics and Standards of Professional Practice were put in place for two main reasons:
- To protect the public
- To educate HR Professionals
By having these guidelines in place, HR professionals are better equipped to keep employees and organizations safe, healthy, productive and free from legal or people concerns.
The Code of Ethics really acts as a source of assurance of the profession’s concern for the public it serves and the practice of HR within ethical principles, while the Standards of Professional Practice act as a guide to the profession and the conduct of its members.
The public can feel better knowing that there are ethical, legal and safety obligations that an HR professional has agreed to follow, while employers know that their HR professionals are up to date on laws, best practices, current trends and rules. Finally, the Code and Standards act as the basis for the Complaints and Discipline Process so the public has an avenue to file concerns they may encounter with their HR professional.
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.
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.
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.
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.
