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.
As the governing voice of CPHR Alberta, the Board of Directors meets quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on November 27, 2025, and is proud to share the strong momentum we are experiencing across our community. The Board’s key messages are as follows: Membership Growth As of September 30, 2025, we reached 7,213 active members, a 7% year-over-year increase, with the majority coming from student and emerging HR professionals. This growth affirms the momentum of our HR profession and the impact of our student engagement initiatives. Professional Development Member participation remains strong with 53 events held year-to-date, with 5,013 attendees across workshops, roundtables, webinars, and community sessions. Our complimentary events have played a key role in sustaining engagement and access to learning. Annual Conference The Annual Conference was a heavy focus for the association in Q3. The sold-out event continues to bring together our community for valuable professional development and networking opportunities, creating a strong foundation for 2026. Attendees reported high satisfaction, with over 370 in attendance, and a sold-out exhibitor hall. “The CPHR conference was incredibly educational and inspiring. The speakers motivated me, and it was an experience I’ll never forget. I really enjoyed it, grew closer to my team, and I definitely want to attend again.” – 2025 Conference Attendee The 2026 event will be held at the BMO Centre, in Calgary on June 2 and 3 – with increased capacity, expanded exhibitor space, and enhanced programming will elevate the experience for all HR professionals across Alberta, NWT and Nunavut. Self-Regulation The Board continues to assess the implications of Alberta’s Professional Governance Act (PGA), including: Advocacy, legal, and governance impact assessments are being commissioned. Preliminary recommendations from management will be brought to the Board in March and June 2026, leading to a formal decision. Further information will be shared, when ready. Future Vision Approved: 2026-2028 Strategic Plan Our new 2026–2028 Strategic Plan will be rolled out in December to all members. The 3-year Strategic Plan, crafted from member feedback, market research, and collaboration with CPHR Canada – aims to strengthen our profession’s influence, amplifies leadership, and creates pathways for all members to thrive. Fiscal Responsibility Our Q3 financial review remains on track for a balanced year-end forecast. The 2026 draft budget has been approved – aligning resources with our strategic priorities while maintaining a disciplined and responsible financial approach. Board Governance Our board continues to focus on good governance practice, ensure stability, clarity, and accountability across our organization. FCPHR Nominations A reminder that the prestigious Fellowship Award is open for nominations! This national program recognizes Chartered Professionals in Human Resources (CPHRs) who have made exemplary contributions to the HR profession. Recipients are granted recognition as a Fellow of the Chartered Professionals in Human Resources (FCPHR). Click here to learn more about the Fellowship Award, including the guidelines and completing your nomination. You can also download a copy of the nomination form here. The next Board meeting takes place in March 2026, after which we will again share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!
At CPHR Alberta, we believe that the future of work is being shaped by the decisions we make today. That’s why we’re proud to share our 2026-2028 Strategic Plan—a bold, member-informed roadmap that will guide our organization over the next three years. This plan is the result of a deeply collaborative process, led by our Board of Directors and developed in partnership with our operations team. It reflects the voices of our members, gathered through surveys and conversations, and is grounded in market research and aligned with the national priorities of CPHR Canada. Together, we’ve crafted a strategy that is responsive, forward-looking, and rooted in data. At its core, the plan is about strengthening the Human Resources profession and supporting the people who drive it. It reaffirms our commitment to building a resilient, inclusive HR community—one that is equipped to lead in a rapidly evolving workplace landscape. Our redefined vision and mission statements speak to this ambition, and our newly articulated values provide a foundation for how we work, connect, and grow. The strategic priorities outlined in the plan reflect the areas where we believe CPHR Alberta can make the greatest impact. They focus on elevating the visibility and influence of the HR profession, fostering innovation and leadership across our community, and deepening engagement with our members and partners. These priorities are designed to meet the diverse needs of our jurisdiction, from urban centers to rural communities, and to ensure that every CPHR has the tools and support to thrive. As we look ahead, we’re energized by the possibilities this plan unlocks. It’s a call to action—for our team, our Board, and our members—to work together in shaping the future of HR. Whether it’s through new learning opportunities, stronger regional connections, or amplifying the voice of HR in public discourse, we’re committed to leading with purpose and impact. We invite you to explore the full 2026-2028 Strategic Plan and see how our shared vision will come to life. Together, we’re building a future-ready HR community—one that’s connected, influential, and prepared to meet the challenges of tomorrow.
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