Western Canada HR Students Compete at HRC West 2022

19
Apr 2022
112
Red Blue and Grey logo for HRC West on a background of a grey photo of mountains

This blog was originally a press release from CPHR BC & Yukon published on March 18, 2022 - view it here

On March 4 and 5, 2022, CPHR BC & Yukon in partnership with CPHR Alberta, brought together teams of students from post-secondary business programs across Western Canada. These students participated in a classroom learning competition dedicated to HR that merged theory with real-life simulations. The HRC West two-day event provided post-secondary student teams with the opportunity to access a unique platform for the exchange of ideas with HR students from across Western Canada and test what they have learned in the classroom with a comprehensive business case that explores a pressing HR challenge.

HRC West was first hosted in 2017 and alternates between the two provinces. With uncertainty surrounding the pandemic, this was the first year that this competition was held virtually. Forty students plus their coaches, hosts, judges and staff from both associations gathered via Zoom.

Schools competing from BC included Simon Fraser University – Beedie School of Business, The University of British Columbia - Sauder School of Business, Thompson Rivers University School – Bob Gagliardi School of Business and Economics, Acsenda School of Management and Okanagan College.

Competitors from Alberta included Mount Royal University - Bissett School of Business, University of Lethbridge - Dhillon School of Business, Bow Valley College – Chiu School of Business, Northern Alberta Institute of Technology (NAIT) - JR Shaw School of Business and University of Alberta - School of Business.

Friday night opened with an impressive keynote speaker, Dr. Wanda Costen, Dean of Business from Smith School of Business at Queen’s University. Students were then mixed up, not knowing who was from where, for some networking activities and to draw the pool of teams.

Early Saturday, three pools of three to four teams competed in their first round of presentations. The presentations were on a case study developed by Danielle Mitchell, of Danielle Mitchell Consulting on Designing a Human Resources Pay Equity Strategy. After three hours of preparation on a business case they were just setting eyes upon, they were ready to share their findings.

By Saturday afternoon, three teams remained to present their ideas and strategies in the final round.

It was a tough competition, but the winning teams were determined

3rd Place – Dragonfly Consulting - Thompson Rivers University – Bob Gagliardi School of Business & Economics coached by Scott Rankin with students Patricia Maria de Siqueira, Jilu George, Payal Redhu and Deepank Nayar.

2nd Place – Advice Alliance - Bow Valley College - Chiu School of Business, coached by Landis Jackson with students Jenessa Yackel, Crystal Gillingham, Ryan Bishop and Cody Hicks.

1st place - Northern Alberta Institute of Technology (NAIT) - JR Shaw School of Business, coached by Brenda Stokes, and comprised of Yvette Pedneault, Ronald Stephen, Paula Hopkins-Mullen and Theresa Hovdestad.

About CPHR Alberta

CPHR Alberta is the professional association dedicated to strengthening the human resources profession and upholding the highest standards of practice.

With 6,000 members in major cities across Alberta, the Northwest Territories and Nunavut, CPHR Alberta is the fourth largest HR Association in Canada.

CPHR Alberta is the exclusive registration body in Alberta for the Chartered Professionals in Human Resources (CPHR) designation, which is the professional standard in Canada. The CPHR demonstrates HR expertise, experience and ethical management of today’s human capital. CPHR Alberta is a provincial member of CPHR Canada.

About CPHR BC & Yukon

CPHR BC & Yukon is a non-profit organization specializing in advancing professional people practices. Committed to providing leadership in HR excellence, CPHR BC & Yukon is the foremost professional association for HR practitioners throughout the province.

Founded in 1942, CPHR BC & Yukon is a democratic organization governed by a volunteer Board of Directors elected by the membership. As the largest HR association in Western Canada, CPHR BC & Yukon has grown to include close to 7,000 members encompassing CEOs, directors of HR, consultants, educators, students, HR generalists, and small-business owners.

The association is the sole BC grantor of the Chartered Professional in Human Resources (CPHR) designation and is responsible for upholding industry standards. In addition, as the largest HR association in Western Canada, CPHR BC & Yukon offers professional learning and networking opportunities including workshops, symposia, events, and an annual conference and showcase

For more information contact: Carolyne Taylor, Member Relations Manager, CPHR BC & Yukon ctaylor@cphrbc.ca


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 August 8, 2025
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.
By Jessica Jaithoo August 7, 2025
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.
By Marina Perkovic July 29, 2025
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. 
MORE NEWS