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.
Companies that invest in leadership development see real returns. According to Brandon Hall Group, organizations with strong leadership development programs are 1.5 times more likely to be financially high-performing, reinforcing the clear connection between leadership strength and business success (Brandon Hall Group, 2015). For small to mid-sized businesses, this risk can be especially high. As teams expand and complexity increases, the informal leadership structures that worked early on can start to crack. That’s where proactive leadership development and risk mitigation go hand-in-hand. The Leadership Gap Is a Hidden Business Risk According to a recent CPHR Alberta report, talent development and leadership gaps remain one of the top five organizational risks (CPHR Alberta, 2023). The consequences are rarely immediate, but they compound over time: • Missed growth opportunities • High-potential employees leaving due to lack of career clarity • Poor team morale when unprepared managers struggle to lead • Strategic drift from lack of alignment at the top A growing company without a leadership pipeline is like a car without a spare tire, it might keep rolling, but one unexpected bump can send the whole operation into a tailspin. Risk Mitigation Starts with Leadership Insight The first step in mitigating leadership risk is to move from guesswork to clarity. That means using structured tools like leadership assessments, succession planning frameworks, and targeted coaching to surface the actual capabilities of current and emerging leaders. In professional services firms, for example, it’s common to see technically strong employees promoted into management roles. While they excel in their areas of expertise, they often lack key leadership capabilities like delegation, feedback, and emotional intelligence (Gallo, 2016). Without proper development, this can lead to stalled projects, disengaged teams, and higher turnover. Leadership assessments and focused coaching are essential to identify these gaps early and build the skills needed to lead effectively. Common Leadership Risks in SMBs Every organization faces different risks, but these are some of the most common leadership vulnerabilities seen in growth-stage companies (SHRM, 2022): • Lack of succession planning: Only one person knows how to run a key function, creating bottlenecks and burnout. • Unclear decision-making authority: Teams waste time waiting for approvals or duplicating efforts due to ambiguous roles. • Promotion without preparation: High performers are promoted into leadership roles without training, leading to micromanagement or misalignment. • Poor feedback culture: A lack of honest dialogue means small issues snowball into bigger people problems. • Leadership misfit: A leader’s natural style may clash with the culture or needs of a specific team or situation. Mitigating these risks requires more than a one-time workshop. It takes intentional development, structured tools, and reinforcement over time (SHRM, 2022). What Effective Mitigation Looks Like The most successful companies don’t wait for a leadership crisis to take action. They build leadership strength proactively. Here’s what that looks like: • Leadership assessments are used during hiring and promotions to identify fit, style, and potential blind spots. • Customized coaching programs help leaders build the exact skills they need in real time, tied to their actual challenges (International Coaching Federation, 2022). • Leadership training cohorts (such as PowerUp Leadership’s “Coaching Skills for Managers” or “Authentic Leadership” programs) create a shared foundation across the organization. • Succession maps identify who is ready or could be ready for key roles in 12–24 months, creating a proactive development plan (SHRM, 2022). As companies grow, the complexity of people management increases exponentially. Systems, tools, and strategy all matter but none of them work without effective leadership behind them (McKinsey & Company, 2018). Investing in leadership development isn’t a “nice to have” for big companies, it’s a risk management strategy for every business serious about sustainable growth.
Author : Ada Tai Over the past month, I spoke with three professionals who had recently been laid off. April , a former schoolmate, has over 20 years of experience and has held management roles at several organizations. Most recently, she led a team at a large oil and gas company, where she was instrumental in building out a new service area. Despite her accomplishments, a combination of economic challenges and a lack of connection with her new boss led to her dismissal. Having been involved in layoffs before, she understood the process, but when she called me, she admitted it was much harder to be on the receiving end. She felt overwhelmed by a mix of emotions: denial, anger, betrayal, and a deep sense of failure. Carol , once a mentee of mine, built a strong foundation in the finance sector, and her persistence earned her a team lead role at a competitive mid-sized firm. Therefore, her call caught me off guard; she was trying to make sense of being included in a round of layoffs that affected 12 others. Having just been promoted, she struggled to understand why she had been chosen. She reached out for support as she navigated both the practical and emotional aftermath. Joe had been a student in one of my classes. With a master’s degree and excellent communication skills, he established a respected career in the regional non-profit sector. We maintained contact and often crossed paths through work. Joe was frequently involved in launching new initiatives and was recognized by both his boss and the board for his contributions. However, when the sector faced financial strain, he and his manager were among the 15% let go. He contacted me a month after the layoff; he had taken time to process everything and was now reflecting on what direction to take next. These stories are not uncommon. In fact, with ongoing economic uncertainty, many professionals, regardless of their experience or performance, are facing unexpected career changes. While layoffs are always challenging, the way they are handled can significantly impact both the individuals affected and the organization. This highlights a critical challenge for organizations: how can companies manage necessary workforce changes with both strategic foresight and genuine care? In addition to engaging the Human Resources department early in the planning and execution process, many businesses are increasingly recognizing the value of utilizing third-party outplacement services. Outplacement services are employer-sponsored programs designed to support both the business and departing employees during layoffs or organizational restructuring. Typically included as part of a severance package, these services offer more than just logistical support; they help individuals navigate a difficult transition with confidence. Outplacement services can be customized based on the needs and budget of the employer. Offerings often include planning for workforce reductions in collaboration with the business, delivering termination messages, and providing one-on-one career transition coaching and emotional support to affected staff. More importantly, these services help affected employees regain focus by offering practical job search guidance, resume coaching, and career direction tailored to their experience and industry. For employers, outplacement services can deliver a clear return on investment. Companies that provide structured transition support often experience fewer legal disputes and benefit from a stronger employer brand, which can positively influence talent attraction and retention. Showing care during a difficult time speaks volumes to internal teams, affected employees, clients, and the broader market. Having worked closely with businesses and professionals throughout this process, I’ve witnessed the significant difference that experienced, neutral third-party support can make. In fact, a 2023 CBIZ report, referencing Bureau of Labor Statistics data, noted that individuals who received outplacement assistance secured new roles 40% faster than those who did not receive support (CBIZ, 2023). Just imagine if April had access to a coach experienced in private sector transitions, or if Carol had received immediate help with processing her layoff and planning her next steps; the positive impact would have been immediate. In today’s environment, outplacement isn’t merely a nice option; it is a strategic necessity. How will your organization ensure a respectful and supportive transition for its workforce? When selecting an outplacement partner, consider factors such as industry experience, the ability to customize services, the quality of career coaches, and the integration of digital tools for job seekers. Not all providers offer the same level of support or results, so thorough vetting is essential.
The countdown to the CPHR Alberta 2025 Conference has officially begun!
