
Why Robust, Safe and Respectful Workplace Policies are an Essential Prerequisite to a Successful DEI Program
22
Feb 2022
147

Author:
Jillian Kruschell (she/her/hers)
, Chief Executive Officer, Libra Consulting Ltd.
Every great team strives to create a safe, inclusive and diverse workplace culture – a culture that will help the organization recruit and retain employees, a culture that will make a great impression on not only employees, but clients, prospective clients and all other stakeholders too.
There are many ways to arrive at that pinnacle and every road map looks different, but the starting point is often the same – tried, tested and true policies for a safe and respectful workplace. Without those policies in place and effectively in use from the beginning, it’s easy to get off course.
The Alberta Human Rights Act
(Government of Alberta) states that “Employers have obligations to keep their employees safe and create an environment free of discrimination, harassment and violence.” These issues are often considered and addressed in policy and procedures completely separate from Diversity, Equity and Inclusion (DEI). But at my organization, we recognize that those policies are essential building blocks to DEI success.
Essential to understanding human behavioural motivation is Maslow’s Hierarchy of Needs, which uses a hierarchical pyramid to illustrate the importance of each individual having their basic needs met as a precursor to achieving meaningful self actualization.
Only when an organization is firmly rooted in its commitment to keeping its employees safe from any type of workplace harassment, discrimination or abuse, can a truly diverse, equitable and inclusive culture grow. It’s easy for organizations to implement policy that meets the legal obligations, but properly implementing those policies and firmly standing by the guidelines set out within them is what really counts.
Any organization can distribute policies to employees, most do it as a box to check during the onboarding process. But after a brief scan during those early days on the job, are your policies filed away, never to be seen again? Are they written in such a way that employees will be able to digest their content as meaningful and get a sense of how those policies will translate into action in the day-to-day? It is essential to be able to show employees that inevitable conflicts can be resolved fairly, that they are empowered to advocate for their personal safety and well being and that nobody, be it colleagues, customers or suppliers, will be permitted to treat them poorly.
At my organization, we believe that inclusion has to come before diversity, because intentionally recruiting diverse talent into a workforce shouldn’t be done if the groundwork of creating an environment in which they will be able to meaningfully contribute and thrive has not come first. Without a strong base of inclusivity, diverse talent, which could bring in new ideas and perspectives will likely fail and leave. Aside from the obviously expensive repercussions of turnover, this could damage your reputation as an employer and your ability to recruit diverse talent in future.
Employers who succeed at DEI are employers who are ready to do right by their employees and can see and value the complex humanity of their individual team members. If you can achieve this, you’ll be positioned to recognize the significant improvements in productivity, engagement and collaboration available if they are able to create an environment of psychological safety.
Safe and respectful workplace policies that demonstrate an employer’s commitment to prioritizing employee wellbeing and responding in a fair and timely manner to any complaints that come in speak volumes to their employees about how valued they truly are within that organization. If you really want to make a statement, consider implementing third party handling of sensitive workplace complaints. Employees all over the world have been asking for this. Not only does it drastically reduce employees’ barriers to coming forward, and eliminates the risk to the organization of complaints being mishandled because of internal ingrained bias and conflicts of interest.
In the 4 stages of Psychological Safety
, Timothy R Clark says the following about Inclusion Safety:
“As the basic glue of human society, inclusion safety offers the comforting assurance that you matter. If you’re a leader and you want your people to perform, you must internalize the universal truth that people want, need and deserve validation. Inclusion safety requires that we condemn negative bias, arbitrary distinction, or destructive prejudice that refuses to acknowledge our equal worth and the obligation of equal treatment.”
One of the most foundational ways we can create this for our teams is making a sincere commitment to the creation of safe and respectful workplaces for all people.
It’s also important to note that there are varying degrees of psychological safety. It’s not just about feeling safe from workplace harassment, bullying and discrimination. Achieving complete psychological safety means employees feel included, safe to learn, safe to contribute and safe to speak up and challenge the status quo.
With established inclusion and psychological safety, diverse hires become empowered to offer valuable new perspectives. Diverse employees bring in varying educational and cultural backgrounds and unique life experiences that simply can’t be found in homogeneous environments. Whether employers are trying to create solutions, increase efficiencies, enter a new market, develop a new product or disrupt an established industry, diversity is the key to creativity.
So if you’re thinking about DEI, start by taking a step back and focus on the foundation. We know business leaders love quick wins, but any structure built on a shoddy foundation will eventually crumble and performative band aids will always fall away. Look at turnover, employee engagement and productivity. Then get your house in order before inviting new people into it.
Citations
Government of Alberta. Alberta Human Rights Act. 2000. Queen's Printer, https://www.qp.alberta.ca/1266.cfm?page=A25P5.cfm&leg_type=Acts&isbncln=9780779744060
Maslow, Abraham. “A Theory of Human Motivation.” Psychological Review, vol. 50 (4), 1943, pp. 370–396.
Clark, Timothy R. The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation. Berrett-Koehler Publishers, Incorporated, 2020.
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 : Veronica Flores, CPHR, Wood Buffalo Chapter In the fast-paced world of HR, we often talk about unconscious bias, diversity, and inclusion. But one subtle form of bias that continues to shape workplace dynamics, often without us realizing it, is the halo effect . The halo effect, as outlined in Canadian Organizational Behaviour by McShane, Steen, and Tasa, is a perceptual bias where our overall impression of someone, often shaped by a single trait, influences how we judge their other qualities. I experienced the halo effect in a way that has stayed with me ever since. As someone who immigrated to Canada from a vibrant Latino community, I brought with me not only my culture and language but also a strong set of personal values: dedication to excellence, deep respect for others, and a belief in the power of organization and continuous improvement. Over the years, I've built a life in Canada and grown professionally. One thing my colleagues quickly noticed? I’m extremely organized—my files are color-coded, I like to automate tasks and improve processes, and I genuinely believe that a tidy environment leads to a clear mind. But one day, that very strength—my love for order—became the only lens through which someone saw me, and not in the way I expected. Our team was switching workstations, and I noticed a new coworker, someone from a different cultural background, standing near their new desk, not quite settling in. I casually asked if they had moved in yet, and they replied, “I’m just waiting for you to clean it first.” At first, I laughed, thinking it was a joke. But their expression stayed serious. That’s when it hit me: they had assumed I was there to clean their desk. Why? Because I’m Latina? Because I’m tidy? Because I was organizing my own space? I simply showed them where the cleaning supplies were and walked away. But the moment stayed with me, not just because it was uncomfortable, but because it revealed something deeper about how we perceive each other at work. Later, I opened up to another coworker about what had happened. She shared a story of her own: because she is from China, a colleague once asked her to perform acupuncture or massage their neck, assuming she must know traditional Chinese medicine. She was just as stunned as I had been. These assumptions weren’t rooted in malice, but they were rooted in stereotypes. And they show how the halo effect, when combined with cultural bias, can lead to reductive and even offensive conclusions. The Hidden Cost of Snap Judgments The halo effect doesn’t always manifest in such overt ways. Sometimes, it’s as subtle as assuming a soft-spoken employee lacks leadership potential or that someone who struggles with English isn’t as intelligent. These assumptions can influence hiring decisions, performance evaluations, and even day-to-day interactions. For HR professionals, the implications are significant. When we allow the halo effect to guide our perceptions, we risk reinforcing stereotypes and limiting opportunities for others. Worse, we may unknowingly create environments where people feel unseen or misjudged. Strategies to Counter the Halo Effect Here are a few practical ways HR professionals can help reduce the impact of the halo effect in their organizations: Get to know people beyond the surface. Take time to learn about your coworkers’ skills, experiences, and goals. Be mindful of cultural assumptions. Just because someone is from a particular background doesn’t mean they fit a cultural stereotype. Create space for conversations. Sharing stories, like the ones my coworker and I exchanged, can build empathy and awareness. Focus on inclusion, not just diversity. It’s not enough to have different people in the room. We need to ensure everyone is seen and valued for who they truly are. The halo effect reminds us that perception is powerful, but not always accurate. That day in the office reminded me that even positive traits can be misinterpreted when viewed through the wrong lens. And that inclusion means more than just being present; it means being seen clearly. So, as an HR professional, ask yourself: Are you seeing your coworkers for who they really are, or just through the halo of a single trait?

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.