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: 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. The Mental Health Commission of Canada cites a national survey in which over half of respondents said that uncertainty was more stressful than bad news itself ( MHCC, 2024 ). Leaders should not speculate, but they should share what is known and outline the steps being taken to support employees. 3. Expand Mental Health Support Ensure that all employees know how to access support, whether through an employee assistance program, mental health benefits, or external community resources. Consider adding or promoting mindfulness programs, mental health first-aid training, or virtual therapy services. Managers in particular need support, as they are often the first people employees turn to during moments of stress. 4. Provide Strategies to Employees for Managing Political Anxiety in the Workplace Limit news exposure to reduce anxiety and protect mental health through digital detoxes. 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.
Every mentorship match has the potential to create a ripple – one that extends far beyond the program itself. In our January–June 2025 intake, the CPHR Alberta Mentorship Program received over 225 applications across four unique streams, resulting in 100 mentor-protégé pairings, 17 peer matches, and 7 student group cohorts. This momentum reflects the strength of our HR community and its commitment to shared growth and learning. This year, we invited participants to reflect on three powerful questions: How has this mentorship experience shaped your perspective, and how do you plan to share the wisdom you’ve gained with others in our community? How will participation in the mentorship program create a wave in your career and support the impact you leave on your workplace and broader community? What has been your 'golden nugget' from this experience that will leave a lasting ripple in your career? Their responses were as thoughtful as they were inspiring. Testimonial #1 One of the main benefits of mentoring relationships, aside from the enjoyment of getting to know a colleague, is the ability to consider current situations I am dealing with in light of the other person's experiences. Often, these relationships help me with fresh insights I can use to benefit my team and organization. Over the past few years, I have enjoyed the mentorship program, and have taken the opportunity to encourage others to consider the benefits of the program when chatting at CPHR functions, etc. - Bob Wiebe Testimonial #2 Through participation in the CPHR Alberta Mentorship Program, my sense of belonging in the profession has grown and I have gained a personal sense of connection to the community of practice that spurs me to continue to professionally grow to enable others to find their voice and professional belonging in our community to leave a lasting impact. - Amanda Van Haaften Testimonial #3 My golden nugget from this experience has been the realization of how powerful intentional communication and active listening can be in building trust and relationships, solving problems, and influencing outcomes. This insight has shifted how I approach conversations—whether with colleagues, clients, or leaders. It’s a simple concept, but its impact is lasting. - Archana Malhotra Throughout the intake, our Mentorship Committee stayed meaningfully connected with participants through support groups, live webinars, monthly mentoring e-newsletters, and on-demand micro-sessions – with more to come. Each touchpoint offered space to pause, reflect, and grow – together. Mentorship is never one-directional – it’s a cycle of giving, learning, and leading. We’re thrilled to welcome our new applicants for the upcoming intake and continue building a community rooted in connection and growth. Whether you're a mentor or protégé, you’ll gain valuable insights, meaningful relationships, and the chance to leave a lasting impact.
Internal controls are not just a box on a checklist; they are a trust-building tool. When HR leads with transparency, integrity, and strong processes, it sends the message that the organization values trust and accountability. Internal controls can also protect against errors, fraud, and damage to its reputation. Internal controls support fair hiring, secure data management, and consistent documentation, helping HR stay aligned with laws, privacy standards, and compliance expectations. What are internal controls? Internal controls are an organization’s procedures, policies, and processes. They ensure: Compliance with laws, regulations, and policy Accuracy in reporting Overall efficiency and transparency in operations Internal controls include setting out approval authority, role-based system access, audit trails, and segregation of duties. Once your controls are in place, continuous monitoring them further reduce risk by identifying issues early and providing timely feedback on areas where additional training may be needed. Examples of HR internal controls and why an accountant might consider them important Hiring Background checks ensure individuals hired to handle sensitive data don’t have histories of financial misconduct Signed employment agreements support key inputs into the payroll process and can serve as audit documentation Approval workflow for hiring decisions help prevent unauthorized payroll expense s Payroll Segregation of duties between the person hiring and the person setting up payroll can prevent conflicts of interest and fraud Reconciliations of payroll reports with HR records help ensure records match the source data, which supports accurate financial reporting Compensation An assignment of authority for employee events (e.g., salary change, promotions) ensures changes are authorized and reduces the risk of unauthorized payments Supervisor approval on timecards ensures information sent to payroll is accurate Employee records Secure employee records ensure payroll, benefits, and compensation figures used in financial reporting are reliable and safe Tracking changes made to records provides a trail for internal and external auditors Policy and compliance Key company policies requiring an employee’s signature can mitigate financial risks and ensure employees are expected to be aware of an organization’s policies A whistleblower policy provides a mechanism to uncover fraud or misappropriation of an organization’s assets Access and data controls Role-based access to systems limits access to financial systems and reduces the risk of data manipulation Monitoring controls Exception reporting (e.g., duplicate payments) supports quick identification of errors and accuracy of financial reporting Internal HR audits help ensure HR-related financial activities have proper controls and the controls are working as designed By having an HR department that designs and implements internal controls, you are creating a stable system of checks and balances, minimizing risk in more ways than you might expect! About the author: Kristy Mielke CPA, CA fosters the professional growth of Alberta’s 32,000 Chartered Professional Accountants (CPAs) as the Director of Professional Development and Learning at CPA Alberta. She has previously worked in public practice and internal audit, and in addition to being a CPA, she is a Certified Internal Auditor and Certified Fraud Examiner.
