Upholding Confidentiality in the HR Profession: A Case Study

05
Oct 2023
CPHR Alberta
311
A woman is sitting at a desk talking on a cell phone.

Author : Patrick Mack

Parties :

Samantha is an HR professional who works at Wonka Chocolates, a large chocolate manufacturer. She is responsible for handling employee relations, recruitment, and retention. John is an HR professional at Slugworths Chocolates, a different chocolate manufacturer. He is reviewing an application from a former employee of Wonka Chocolates, who has applied for a position at Slugworths Chocolates. John contacts Samantha to ask about the former employee's performance at Wonka Chocolates.

General Situation:

One day, John contacted Samantha and asked her about a former employee who worked at Wonka Chocolates and who had applied for a position at Slugworths Chocolates. John explained that he wanted to know more about the former employee's performance and why they were no longer with Wonka Chocolates. Samantha felt pressure to disclose confidential information and provided John with details about the former employee's termination for cause and poor performance.

What Could Go Wrong:

Samantha's disclosure of confidential information about the former employee could be a violation of the CPHR Alberta Code of Ethics and Standards of Professional Practice. Specifically, it could be a breach of Division V Section 2, which requires HR professionals to protect the confidentiality of personal and sensitive information and to only disclose such information with the consent of the individual concerned or as required by law.

Part of the Code:

Division V of the CPHR Alberta Code of Ethics and Standards of Professional Practice outlines the obligation of HR professionals to protect the confidentiality of personal and sensitive information and to only disclose such information with the consent of the individual concerned or as required by law. This includes respecting the privacy rights of individuals and ensuring that confidential information is not disclosed to unauthorized parties.

What Needs to be Considered:

HR professionals have a duty to maintain confidentiality and protect personal and sensitive information. In this scenario, Samantha should have considered whether disclosing information about the former employee's termination for cause and poor performance would breach the employee's privacy rights and whether such disclosure was necessary or required by law.

How to Maneuver Through:

To handle this situation ethically and appropriately, Samantha should have declined to disclose information about the former employee's termination for cause and poor performance. She could have explained to John that she is bound by professional obligations to protect the confidentiality of personal and sensitive information and that she cannot disclose such information without the consent of the former employee or as required by law. Samantha could have suggested that John contact the former employee for a reference or review their application materials to assess their qualifications for the position.

In conclusion, HR professionals have a responsibility to protect the confidentiality of personal and sensitive information, as outlined in the CPHR Alberta Code of Ethics and Standards of Professional Practice. In this scenario, Samantha should have recognized the potential breach of confidentiality and declined to disclose information about the former employee's termination for cause and poor performance. By upholding the principles of confidentiality and respecting the privacy rights of individuals, HR professionals can maintain the integrity of the HR profession and build trust with their clients and organizations.


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.



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. 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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.
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By Jessica Jaithoo October 16, 2025
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