Understanding the Code of Ethics: What You Need to Know (Competence)

07
Sep 2023
91
A man in a suit is typing on a computer keyboard.

Author:  Dr. Christian Cook, CPHR, SHRM-SCP, ICD.D

All CPHR members must comply with our Code of Ethics. Your reputation, our collective reputation and our profession, depends upon it. 

As human resources professionals, we are likely familiar with codes in our workplace; some of us may have even had a hand in crafting those. In addition to committing to codes of ethics or conduct in our workplaces, it is also valuable to revisit the CPHR Code of Ethics for our profession occasionally to ensure we hold ourselves and others accountable. Each week this fall, members of the Discipline Committee will pose short scenarios to support the application of particular areas of the Code of Ethics to “make it stick.” 

This week, let’s discuss the requirement for Competence. Competence is a requirement in most professional codes (law, accounting, health care professionals, and yes, HR professionals, too!). 

In addition to carrying out professional duties competently, HR practitioners must do so with honesty and diligence. They must only work within their skillset’s parameters when assuming new tasks.  That said, we appreciate that HR is a learning profession and that mentoring new professionals is critical for the profession and perhaps even society! So, one can take on stretch assignments , be sure. However, support must be sought to ensure no harm is done and the HR professional in the learning stage doesn’t compromise our HR standards of competence or professional responsibilities.* 

Like many cases of learning, applying this knowledge to a real (or hypothetical) scenario is helpful. Let’s use the example of Jerrod, an HR business partner. He is a newly designated CPHR professional and has graduated from an accredited post-secondary institution in Alberta. He has worked in HR for over five years and passed the Experience Validation Assessment in 2022. He is grateful to his mentor at his previous employer (a large, non-unionized, provincially regulated credit union in Alberta) who supported his accreditation. Much that he enjoyed his time at the credit union, he was attracted to a smaller school district in Alberta for a junior role in labour relations, a field he had long been interested in and likely would not get engaged in at his old employer. 

Jerrod joined the school district and started working quickly at learning the collective bargaining agreement, past and current grievances, and longstanding bargaining issues for the employer. He was the junior of four labour relations professionals on the team. He felt like he was thriving and also acting like a sponge, soaking up so much of the knowledge and experience around him. About six months in, though, as can happen in our sector, there was a lot of turnover at the school district. Just after his probationary period ended, his mentor resigned, and the buddy he had been paired with for onboarding also left the organization. His remaining colleague was also relatively new to the team and was trying to find her way to a business partner role as she had decided LR was not for her. 

Though new, Jerrod had made a very positive impression on his leaders. He was quick to pick up on new tasks, comfortable with assuming responsibility, and had a lot of curiosity, which is typical for high-potential employees. Due to these attributes and the line manager’s interest in retaining Jerrod, they suggested he take the lead role at the bargaining table scheduled for January 2024. After all, the relations between the teachers and administration were excellent; they knew there was funding for increases, and many of the line managers had long tenure with the organization for backup (though none had participated in collective bargaining). 

From what we know so far, what should Jerrod do? This feels like a fantastic career opportunity that could be his big break and catapult his career. 

When considering the issue of competence, Jerrod’s course of action should be not to accept the role of Chief Negotiator for the school district. He would be entering a precarious situation and putting his organization at risk. The threshold of competence (again, from what we know in the scenario) cannot be met, and the gap is just too large between what Jerrod has learned and what Jerrod is being asked to do. There are other options to meet the business needs, including the provision of an external or seconded bargaining agent. There are mentoring opportunities here for Jerrod to grow into this position in the future, though to stay compliant with the Code, the right move right now would be to decline the opportunity. 

As noted in the Code, HR practitioners must maintain competence in carrying out their responsibilities. 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.

*This paragraph excerpted/adapted from /understanding-code-ethics-what-you-need-know


The views and opinions expressed in this blog post belong soley 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.



What HR Leaders Are Telling Us Their Organizations Need Right Now

By Marina Perkovic • July 22, 2026
At the CPHR Alberta Conference, we asked HR leaders one question: What leadership capability matters most for the future of your organization? Leaders picked up a star and placed it beside their answer. By the end of the conference, HR leaders cast 131 votes across 16 capabilities. Three stood out, with two tied for first place. Here is what they told us. What the Data Showed The capabilities on the board came from Bright Wire's PLUS Leadership Framework, a proprietary model built to define what effective leadership looks like across every level of an organization and is organized across four dimensions: Courageous Coach-Like Disciplined for Results and Relational The results below reflect the capabilities HR professionals believe matter most. 

The Business Case for Sleep: What HR Professionals Need to Know

By Jessica Jaithoo • July 9, 2026
Author: Robin Daultani Mental health support. Fitness benefits. Stress management resources. Workplace wellness programs have evolved significantly over the past decade. Yet one foundational pillar of employee health and performance remains conspicuously absent from most wellness strategies: sleep. The cost of this gap is staggering. A landmark RAND Corporation study¹ found that insufficient sleep costs the Canadian economy up to $21.4 billion annually, through a combination of absenteeism and reduced productivity. A Gallup study² reinforced this finding, showing that poor sleepers report more than double the rate of unplanned absences compared to other workers. And a 2026 Wellhub study³ found that 83% of employees identify poor sleep as a contributing factor to burnout, a figure that demands attention when nearly nine in ten employees report burnout symptoms annually. Consider what this looks like in practice. A team member who slept poorly scrolls through emails at 7am already feeling behind. By mid-morning, a decision that should take minutes stretches into a 45-minute deliberation. After lunch, focus drops sharply, not because of the workload, but because the brain is running on insufficient rest. By 3pm, a second coffee masks the fatigue but does nothing for the impaired judgment underneath. Research shows that after 17 hours of continuous wakefulness, the equivalent of a normal waking day ending at 11pm, cognitive impairment matches that of someone who is legally intoxicated⁴. This is not an unusual day. For many employees, this is every day. Sleep rarely appears on the wellness agenda, leaving a significant and measurable performance gap unaddressed. The reason is partly cultural. Sleep is still widely perceived as a personal responsibility. But the research suggests otherwise: sleep is not a personal indulgence. It is a performance lever that affects every metric HR professionals are already tracking: productivity, absenteeism, burnout, and retention. The same RAND study¹ that quantified the cost of insufficient sleep also found the flipside: if Canadians who sleep under six hours started sleeping just one hour more per night, it could add $12 billion to the national economy. The returns are not theoretical. They are measurable, achievable, and waiting to be captured. The good news is that addressing sleep does not require a major overhaul of existing wellness programs. Organizations can start by simply putting sleep on the wellness agenda. Most workplace wellness surveys ask about stress, mental health, and physical activity. Adding questions about sleep quality or duration to existing wellness assessments can provide baseline data to identify and measure the scope of the issue within their workforce. Leaders and managers who openly prioritize rest and recovery give permission for the rest of the organization to do the same. Small cultural shifts like discouraging late-night emails or respecting boundaries around after-hours communication can quietly improve sleep conditions across an entire team. None of these require a budget. They require intentional inclusion. Now consider what becomes possible. A team member, after two weeks of consistent, quality sleep, arrives at work already focused. The mid-morning decision is made in minutes. The afternoon dip is manageable, not debilitating. The second coffee becomes optional, not essential. Nothing else about their workload or responsibilities has changed. They show up more empathetic and more present for their customers, peers, and family. The only difference is how well they slept. The performance gap between these two versions of the same employee is not marginal. It is the difference between surviving and thriving. The question for HR professionals is no longer whether sleep affects organizational performance. The research has answered that definitively. The question is whether sleep has earned a place in their wellness strategy. And if not, what that gap is quietly costing their organization.

Future-Ready HR: A Recap of the CPHR Alberta 2026 Conference

By Jessica Jaithoo • June 25, 2026
Author: Rheya Patel , 2026 Social Media Committee Member Leading with Courage, Empathy, and Connection Over the past two days, people leaders and business professionals as well as members of our CPHR Alberta community gathered at the BMO Center in Calgary to explore the ever-evolving terrain of Human Resources, firmly reminding me just how incredibly interesting, as well as important our work is in daily organizational operations. Coming from an in-person perspective, the energy was incredible. As Co-Chair of this year’s Social Media Committee, I had the privilege of attending both days, capturing these moments and learning alongside all of you. The overarching theme of this year's conference was clear: while technology and processes are evolving, the future of HR is fundamentally asking us to be more human. Day 1: Adaptability and Breaking New Paths We kicked off Day 1 with a focus on Change Management. The first panel emphasized that in a world defined by constant shifts, HR must prioritize workforce planning and clear communication to remain resilient. One of the most unique panels on day 1 explored the world of Military Reservists led by three actively serving reservists. It was intriguing to learn about skills that can be transferred both "on and off the field"—such as leadership under pressure and community networking—and how undoubtedly invaluable they are to the professional world. Our panelists also touched on the vital importance of motivating and connecting with Canadian youth to build our future talent pipelines. Our closing panel was a powerful discussion on Leading the Future. The message was bold: do not wait for a path to be cleared for you. Courage is the Catalyst: Small ideas can spark massive change. Validation through Action: When you take the lead, others join the idea, creating the momentum needed to become a changemaker. A New Approach to Leadership: Instead of leading solely with data, processes, or solutions, the panel challenged us to lead with stories, questions, and silence. However, this was not the end. After all scheduled events, the day wrapped up with an HR Social in our exhibit hall. And though my duties were finished for the day, I took full advantage of the opportunity to meet with other HR professionals to continue to learn and grow. Receiving invaluable tips on starting off my own career as an emerging HR professional. Day 2: Culture, Integrity, and the AI Balance Day 2 shifted our focus toward the internal health of our organizations. I firmly believe that organizations should take care of the people within, just as they care about the people on the outside. We can think of it as how we take care of ourselves and each other. Empathy causes us to care deeply for others, but sometimes caring for ourselves can lose priority in our day to day lives, but our bodies are tuned in to making sure we don’t forget. Such as internal signals to let us know when we’re tired, our stomachs rumbling to indicate hunger. These internal signals can be a mini, personal version of an HR group, taking care of the internal needs while we take care of external needs. Starting bright and early, our opening keynote speaker addressed the difficult reality and complexities of toxic bosses. As HR professionals, it is our responsibility to ensure toxicity isn't "hidden in plain sight," to hold these bosses accountable, and to protect employees from potential retaliation when reporting harmful behavior. It is part of our role to reach the root of the issue and help to resolve it before the weeds grow out of control. Our first micro-session of the day dove into a matter that has become a topic of intense discussion as of recently. Our Aging Workforce. The speaker brought up insightful thoughts on mitigating the impacts, redesigning work environments to support employees at every life stage. By debunking the myth that older workers are "more expensive" and encouraging mentorship between generations, we create a more inclusive culture. The Role of Trust and Culture The second microsession of the day served as a great reminder to all those who attended the conference, that culture and trust are formed much earlier than we often assume. From the transparency of the hiring process to the clarity of defined roles, the employee experience begins the moment trust is established. And this can serve as a defining factor in a candidate’s decision when applying for roles as well as accepting offers. The "Ghost of AI" vs. Human Connection I had the pleasure of attending one of the three offered breakout sessions for day 2, and it touched on an increasingly more relevant concern emerging in the HR world and in the workforce in general. Artificial Intelligence. While AI is a powerful tool for managing vast amounts of data and streamlining applications, we must be wary of its "ghosts." The AI Limit: While AI can assist in conflict analysis, it is largely useless in resolving conflict if there is no genuine human connection. Three Smarts: To navigate conflict, we need a balance of book smarts, street smarts, and—most importantly—emotional smarts. Connection is the Cure: As we use AI more, we risk connecting with each other less. Conflict resolution requires building real bridges, not just analyzing data. With AI becoming much more prevalent in today’s workforce, being more reliable in terms of productivity and efficiency, it is missing the lifeblood of any organization. Being human. While AI has many uses and can easily adapt on the flick of a dime, it is us, the culture, being human, that makes a workplace come to life. Closing with Empathy To close out this years’ CPHR conference, our final keynote on transformative leadership was led by the Honourable, Beverley McLachlin, the first female and longest-serving Chief Justice. While short, it had to be the most powerful session I got to attend over the two day conference. The lesson was simple, yet profound: Leading with integrity and empathy means finding the best in your people and highlighting their unique strengths to succeed as a unified team. And I believe this is what HR is about. Working with people that bring out the best in each other to form strength and unity in the workforce. Looking Ahead to 2027 I hope everyone learned something invaluable that changes the way they work. That we all remember, in the end, the future isn't just about efficiency; it's about courage, flexibility, and a deep commitment to the people we serve. It was a privilege to be part of capturing insights from the Conference with the Social Media Committee. You’ll soon have the opportunity to revisit select sessions when our On Demand offering launches. Stay tuned this fall for ticket sales for the CPHR Alberta 2027 Conference, happening in Edmonton on June 9th and 10th. We can’t wait to welcome you back!
MORE NEWS