Using a Mediators Toolbox to Undertake Successful DEI Conversations
Author : Michelle Phaneuf, P.Eng., ACC, C.Med (she/her) of Workplace Fairness West
Facilitating diversity, equity and inclusion (DE&I) conversations in the workplace is important when we are focusing on creating a more inclusive and equitable environment and fostering belonging. Like DE&I training, this often falls on the HR professional to undertake. DEI training can build a foundation for stepping into these more in-depth conversations to build understanding and connect with others.
The easiest way for a person to connect with someone else from another walk of life is for them to hear about their experiences. Conversations humanize us. When we can empathize with someone’s situation, we are able to connect on a much deeper level. We recognize that training is not always the best platform to create empathy. That comes when others hear real stories from people they know. To practice diversity, equity and inclusion, it is key that teams understand the people within their organizations that live, look, and act differently from them. For a diverse workforce to feel included and heard, facilitating conversations that cultivate understanding is important.
As mediators, we undertake difficult conversations to raise awareness and build understanding every day. There are a few best practices that I can share for getting the most out of these dialogues and create a positive environment for people to express their opinions. Here are some principles that we follow to foster success.
- Prepare for the conversation.
a. Ensure you have a strong understanding of DEI issues yourself regardless of your race or ethnicity. Educate yourself first. Plan for how you will respond if the conversation gets difficult (see number 4 below).
b. Facilitating conversations on issues involving DEI requires foresight and planning. It's important to go into these conversations with an understanding of what you want to accomplish and how you want to accomplish it. Set and share clear goals and objectives of the conversation with the group ahead of time. Are you aiming to build understanding, raise awareness, address specific issues, or create an action plan? Clear objectives will help guide the conversation. - In the Room:
a. Be clear about the purpose/intention of the conversation.
b. Give enough time for the conversation – even more than what you think is reasonable.
c. Set guidelines – Here are some I use:
Come with a positive intention
Be curious
Be kind
Listen actively
Speak from the "I" perspective
Lean into discomfort
Be open, avoid judgement, blame, advice or correction
Assume positive intent of others
Be direct and transparent
Honor confidentiality
Monitor your own participation and others
Speak one at a time
Monitor your tone and body language
d. Talk about confidentiality – we can leave the stories in the room and take the learning back to others.
e. Share how this conversation may impact BIPOC people differently than others. Ask what everyone needs for this to be a safe space.
f. If you are not BIPOC yourself, acknowledge this, your privilege, and your lack of perspective on these issues. - Focus on Building Understanding:
a. Start with Awareness: Begin with conversations about awareness and understanding. Encourage participants to share their personal experiences, perspectives, and challenges related to diversity and inclusion.b. Focusing on values helps to build understanding. Use words that represent the values in what you are hearing. For example, fairness, respect, support, appreciation, valued.c. Ask for other perspectives or share other viewpoints if the conversation becomes one-sided.d. As a facilitator, your role is to listen actively to all participants, validate their feelings and experiences, and ensure that everyone has an opportunity to speak without interruption or judgment.e. Ensure everyone in the room has a voice and a choice in how they want to participate (speaking, written sticky notes). Starting discussions in pairs and shifting to smaller group discussions before you share back in a larger group will create more safety.f. Paraphrase or summarize the conversation at various intervals to ensure the meaning is clear. - If discussions become heightened:a. Acknowledge the emotion that you hear from the speaker or feel in the room. For example - It sounds like you are very angry about your experience.b. Ask open questions to de-escalate debate. For example - What is coming up for you when you are saying/hear that? What’s important to you about that?c. Reframe to the positive when you hear someone share something negative. For example - I don’t like it when others treat me as a second-class citizen– reframe: You want to be treated fairly by others.
Other Tips
- Set the tone by sharing your own stories if applicable.
- Recognize when someone has shared something difficult.
- Find opportunities to highlight similarities between groups.
Remember that diversity and inclusion conversations should be ongoing and integrated into the workplace culture. By facilitating these discussions thoughtfully and proactively, you can contribute to a more inclusive and equitable work environment. The path to a diverse and inclusive workplace is paved by understanding and empathy. While people within certain groups may not be able to directly relate to others, having an understanding of their experiences and mindset can provide the insight they need that leads to empathy and understanding. Ultimately, these traits help to create a more diverse, equitable , and inclusive workplace where people from all walks of life can feel they belong.
Join our upcoming Professional Development Session to learn more from Michelle on this topic:
HR Mediation – A Crucial Skill for the Successful Professional
When
: Tuesday, January 30, 2024 at 8:30 am to 4:30 pm
Cost
: Member $349 + GST | Non-member $399 + GST | Student Member $75 + GST
Venue
: CPHR Alberta Calgary Office - Gateway Room
Learn more here.
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.
Author : Nicole Mahieux, Nick Canning & Kendal Tremblay Mental health is increasingly recognized as a cornerstone of employee well-being, business resilience and community strength. For HR professionals, supporting mental health is no longer optional—it’s imperative. While conversations around mental health have gained traction in many industries, one critical sector still faces unique and persistent challenges: agriculture. Farmers and agricultural workers play a vital role in food production and national food security. Yet they are among the most vulnerable when it comes to mental health struggles. In fact, they experience some of the highest rates of stress, anxiety, depression—and even suicide. This is not just a personal issue. It's a workforce issue. It's a public health issue. It's a business issue. There are a range of compounding pressures makes farming one of the most mentally taxing professions. These include: 1.Financial Stress & Unpredictability Unstable markets, weather-dependent outcomes, and shifting government policies contribute to a constant sense of economic uncertainty. 2. Isolation Many farmers work alone and live in rural areas where access to social support is limited. Social isolation increases vulnerability to mental health concerns. 3. Stigma Although mental health stigma is slowly decreasing, it remains a barrier—especially among men, who represent 74% of the agricultural workforce. Traditional gender norms often discourage open conversations or help-seeking.
As a proud participant in the Glowing Hearts program , CPHR Alberta continues to champion the value that Canadian Armed Forces reservists bring to our workplaces. Since joining the program, we’ve seen firsthand how supporting reservists not only strengthens our communities but also enhances organizational resilience and leadership. The Value of Reservists in the Workplace Reservists are more than military personnel—they are strategic thinkers, adaptable leaders, and skilled collaborators. Their training equips them with discipline, problem-solving abilities, and a mission-focused mindset that translates seamlessly into civilian roles. Captain McKenzie Kibler of The Loyal Edmonton Regiment exemplifies this. In a recent deployment on Operation REASSURANCE, he developed leadership and operational skills that now enrich his civilian career. Watch his story here. Support, Recognition, and Incentives for Employers Supporting reservists doesn’t mean sacrificing business continuity—in fact, it opens the door to meaningful recognition and financial support. Through the Compensation for Employers of Reservists Program (CERP) , employers can receive grants to help offset operational costs when a reservist-employee is away for 30 days or more. At the same time, organizations that register their reservist leave policies with the Glowing Hearts program are publicly recognized on the Canadian Forces Liaison Council website and receive a certificate of support and digital badge. These benefits not only ease the logistical challenges of supporting reservists but also position your organization as a leader in community engagement and national service. Tools and Templates for HR Leaders To make it easier for organizations to support reservists, CPHR Alberta offers a Reservist Leave Policy Template. This resource outlines eligibility, leave procedures, compensation, and compliance with federal and provincial legislation—making it simple to implement a supportive policy. Access the template through the Member Portal.
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.
