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A CONVERSATION WITH ALISON CROZIER, CPHR MANITOBA BOARD CHAIR
CPHR Manitoba would like to welcome Alison Crozier to her new position as Chair of the board of directors. CPHR Manitoba sat down with Alison to learn more about her and her take on the field of HR.
CPHR MB: What message or advice do you have for people considering HR or are early in their career?
AC: In general, I love encouraging people to be curious and to reflect on the type of work or activities that energize them. HR is a varied field with many interesting areas to explore, from centres of excellence (CoEs) to HR business relations, systems and consulting. Careers are a journey and navigating them is like a lattice — you can learn and take away something from each step. With every move you make, you are collecting more tools for your toolkit. Through your experiences, you can connect with the type of work that resonates most with you. I’ve been fortunate to work across many facets of HR and have taken valuable lessons from all of them.
CPHR MB: How did you start your career in HR and navigate to where you are now?
AC: I took a non-traditional path and I’ve loved the journey. While studying at Asper School of Business at the University of Manitoba, I was fortunate to have a part-time job in human resources, in addition to working in coffee shops. After graduating, I moved to the Netherlands to work in academic research within the field of human resources. I then returned to Canada, settling in Toronto, where I worked in human capital consulting. I had the opportunity to deliver global programs for Deloitte and Fortune 100 companies. Over time, I transitioned from consulting to CoE leadership and, ultimately, to my current role in HR business relations. I’ve been fortunate to work on some amazing initiatives and collaborate with fantastic individuals along the way. In addition to my technical HR skills,
I believe my business acumen, stakeholder management and transformation experience have been core strengths, transferable across the variety of work I’ve done.
CPHR MB: In your years of working in HR, what trends or changes stand out to you?
AC: The world has seen a lot of changes over the years, particularly in the past few. HR is a partner at the table when navigating these changes with CEOs and leadership teams. The importance of HR was highlighted as businesses navigated the pandemic, transitioned to remote working and then to hybrid. HR professionals everywhere were navigating new and changing territory, and they needed to provide sound, thoughtful counsel to businesses during a dynamic and stressful time. This emphasized the partnership and value that our profession brings to business. And as we walked through uncharted territory together, it highlighted the importance of our professional network within HR and the value that associations bring.
As we look to the future and prepare to navigate new challenges, I encourage my colleagues to seek to understand the macroeconomic factors at play, the industry that their organization operates in and the company itself. Business acumen is a critical competency associated with being a strong HR business partner.
CPHR MB: What does self-regulation mean to you? How have you contributed to CPHR Manitoba becoming one step closer to self-regulation?
AC: It’s a very exciting time for our profession and association. Serving on the board and as Chair during this time has been an honour. As CPHR Manitoba pursued self-regulation, my role was to continue the work of the chairs and board members before me. I view it like a baton pass in a relay race.
Alison Crozier, CPHR Chair, CPHR Manitoba Board of Directors
At the HR Excellence Awards in April, Finance Minister Adrien Sala announced Bill 233 will officially be proclaimed on June 1. This is an exciting development and I’m eagerly looking forward to seeing it come into effect.
This milestone is very important to me. I plan on ensuring we continue to elevate HR and that protecting the public remains a focus of CPHR Manitoba, as this remains one of the main reasons we set out to achieve self-regulation.
Self-regulation will show employers that hiring a CPHR is the best way to ensure they are protecting their organizations, employees and the public within their HR practice. For HR practitioners, becoming a CPHR will provide even more authority and opportunity to affect best practice than ever before.
Through the hard work of board members and staff, led by Ron Gauthier, we have made steps to interpret the Chartered Professionals in Human Resources Act, implement the changes that come with it and work with government ministers. Our journey toward self-regulation has been years in the making
Build
and we’re thrilled that proclamation is set for June. This milestone represents a significant step forward for the future of the association. I’m truly looking forward to what lies ahead.
CPHR MB: How did you get involved in board work with CPHR Manitoba?
AC: Serving our community, the HR profession and giving back are incredibly important to me. I’ve been immensely fortunate to have benefitted from the time and guidance of others. We have an amazing profession and network. Volunteering is a small way I can show my appreciation.
I served on the membership committee in the early stages of the pursuit of self-regulation. Being part of those discussions was impactful and energizing. I greatly value the experience.
As I considered how to deepen my commitment to CPHR Manitoba, I was fortunate to have mentors and colleagues who gave their time and advice. While there are so many conversations that influenced me to follow this path, conversations with Roma Thorlakson and Lana Adeleye-Olusae were transformational for me.
Alison Crozier is an HR executive known for her strategic partnership with C-level leaders to drive key business objectives, implement long-term business plans and achieve measurable success through comprehensive talent strategies. With a career marked by global reach and insight, Alison has designed and delivered impactful programs for Deloitte and Fortune 100 companies, spanning across the Americas, Europe, the Middle East and Africa, and Latin America regions. She has worked closely with executives leading teams across Canada, the United States, Ireland, England, Barbados and Bermuda, delivering results in diverse business environments. Alison holds a bachelor of commerce (honours) in human resources and finance from the University of Manitoba, and a master of education in adult education from Jones International University. She is also a CPHR, a chartered MCIPD and holds numerous other professional credentials. Her leadership extends beyond the corporate world, with significant board experience with organizations like CPHR Manitoba and the Manitoba Children’s Museum, among others.
FROM SURVEY TO ACTION
How organizations are making the shift
By Rob Catalano
Most organizations know employee feedback is important. They invest in engagement surveys and ways to capture how people feel about work.
But collecting feedback is the easy part. The real question is: what happens next?
That’s where so many companies miss the mark. Feedback collection, even when done regularly, does not elicit or inspire action.
The disappointing truth is only about half of organizations take specific actions to improve engagement to a high/very high degree after gathering employee feedback. Employees notice when nothing changes and over time, they stop sharing anything at all.
The magic, however, is starting at the beginning of how to listen, with the end action in mind.
Starting at the beginning means that if you want to get action from employee surveys, it all commences with how you structure your survey strategy. How you listen, what you’ll do with the data and who will be involved — all before you define how to build accountability around acting.
WHY EMPLOYEE LISTENING MATTERS
Before diving into the how, it’s crucial to understand why employee voice is more critical than ever. Research shows organizations with strong employee voice initiatives experience:
• Higher engagement. Employees who feel heard are more invested in their work and committed to the company's success. According to Forbes, employees who feel their voice is heard are 4.6 times more likely to feel empowered to perform their best work.
• Increased trust. Open communication fosters a culture of trust between employees and leadership. Gallup research shows that when managers have regular, meaningful conversations with their employees, they trust their managers more.
whether through company-wide updates or one-on-one conversations, reinforces that trust.
• A culture of continuous improvement. When survey insights consistently lead to action, feedback becomes part of how the organization operates, not just something HR tracks once a year. Active listening becomes an ongoing process that keeps the organization aligned with employee needs and evolving priorities.
Think like a consumer. Employees are consumers of the workplace experience. Apply the same principles used to engage customers — personalization, responsiveness and continuous improvement — to your employee listening strategy. You don’t listen to customers and ignore them; action is critical in how you respond to customers to grow your business.
Inclusivity is non-negotiable. Ensure all employees have a voice, regardless of their role, location or background. Provide feedback channels that are accessible to everyone and consider language barriers and different communication styles. It’s important that everyone’s voice contributes to insights on where action will take place.
FOUR MINDSETS TO ADOPT WHEN SHIFTING YOUR STRATEGY
Just like any change, it’s hard to break existing processes. After working with HR leaders over the years, I’ve identified a few mindsets they found critical to have when upgrading their employee survey strategy.
There are different types of employee sentiment. Don't just measure how satisfied or dissatisfied employees are. Encourage participative management by asking for their ideas, suggestions and feedback on how to improve processes and create a better workplace. Employees should be part of the process, as there’s valuable insights you can glean beyond just hearing how they feel. Hearing their recommendations and suggestions supports more valuable actions.
Data-driven decision-making. HR needs data, too. When you actively listen, you have more data to inform your decisions about improving the employee experience. Track trends over time, identify areas for improvement and measure the impact of your actions.
At the end of the day, employees don’t get survey fatigue — they get lack of action fatigue. Instilling the right strategy ensures feedback is not only heard but acted upon, keeping employees engaged and thriving at work.
ABOUT THE AUTHOR: Rob Catalano is Chief Engagement Officer at WorkTango. Rob is WorkTango's Co-founder and a 2025 Top 100 Global Employee Engagement Influencer by Inspiring Workplaces, bringing 21 years of experience advising HR leaders and building his own company cultures. He can be reached at rob.catalano@worktango.com.
LEARNING OPPORTUNITIES WITH CPHR MANITOBA
Our mission at CPHR Manitoba is to advance the human resources profession. One way we work to achieve that is by supporting CPHRs in their professional development. We offer a robust selection of professional development opportunities in line with timely issues and trends in the workplace. These offerings include:
HR Conferences
Attend multiple conferences focused on an array of topics.
Workshops
Get specialized training in various areas of HR.
Webinars
Choose from a range of topics delivered by acclaimed instructors and presenters in 9 competencies of HR.
PD On-demand
View a past webinar and/or attend an upcoming session.
CPHRMB.CA
Learning Partnerships
Receive training on trending issues in the HR field.
Pre-Approved for CPD Program
Sign up for training from other organizations that deliver HR and strategic business programming and earn CPHR Continued Professional Development (CPD) Hours.
Member Programs
Build your network and learn from other members by taking part in our Mentorship, Community Building Groups and Walk and Talk programs. Please note: Program intake periods vary, offered once or multiple times annually.
KEEPING THE ‘HUMAN’
IN HUMAN RESOURCES
By Shannon Leppky
Iwas drawn to Yuval Harari’s latest book Nexus because of my curiosity about the impact of artificial intelligence (AI) on human consciousness. In this thought-provoking work, Harari takes the reader through the history of how information has been created, used and shared over centuries, while also raising serious concerns about the effects of machine-to-machine intelligence on the human condition and its potential to alter social interactions. Something that caught my attention was the differentiation he makes between intelligence and consciousness.
Intelligence is defined as the ability to create information and knowledge, and to identify and solve problems. This is something both humans and machines possess. In contrast, consciousness — defined as awareness of ourselves, our emotions, the events happening around us and how we engage with them — is a human endeavor. Consciousness shapes our experiences and influences our interactions within our world. Through reflection on our thoughts, feelings and actions, we foster deeper connections with ourselves and others. Without consciousness, our ability to navigate work effectively, make informed choices and understand our place within our ecosystem is profoundly limited.
The distinction between intelligence and consciousness invites deeper reflection on
the implications of technology in the human resources profession. While technology provides helpful and powerful tools that grant easy access to data, can draft e-mails and create presentations, and allegedly saves us time, it does not appear to alleviate stress, suggesting the demands of constant connectivity may outweigh the intended benefits of these innovations.
In Deloitte’s Women at Work 2022: A Global Outlook report, 53 per cent of women reported increased stress levels compared to the previous year. In a 2023 study conducted by Deloitte, 70 per cent of C-suite respondents from the United States, United Kingdom, Canada and Australia reported they were considering quitting their job for one that supported their well-being. You are likely living these statistics within your organization.
Have we swung the pendulum too far? Through the allure of expediency, have we acquiesced to intelligence at the detriment of being conscious? How can we leverage machine intelligence while ensuring empathy, emotional intelligence and meaningful human connections remain at the forefront of our daily experience? How do we keep the ‘human’ in human resources in the digital age?
Over the past few years, I have gained a greater appreciation for what it takes to be conscious. This appreciation has been ampli-
PRESENCE IS A PRACTICE WE NEED TO WORK AT. IT REQUIRES US TO BE INTENTIONAL, TO LIMIT DISTRACTIONS, TO PAY ATTENTION TO WHAT IS HAPPENING AROUND US, TO NOTICE WHAT WE ARE THINKING AND FEELING.
fied through the work I do in partnership with my wise herd of equine coaches. Coaches who have little tolerance for phones. When individuals and teams arrive for an experience at Red Chair Ranch, phones must be silenced or put away for the day. This intentional disconnection to our intelligent, hand-held machines allows us to engage in three key practices that help foster greater consciousness: presence, emotional self-awareness and intention.
Presence is the practice of being in the moment. As best we can, we notice what is happening within and around us simultaneously. I say “as best we can” because it is hard to do. Presence is a practice we need to work at. It requires us to be intentional, to limit distractions, to pay attention to what is happening around us, to notice what we are thinking and feeling. Through this critical leadership practice, we gather more information with which to make conscious decisions.
A senior human resources leader with whom I was partnering came to the ranch for a coaching session with the horses. We had been working together for a while. It was not her first visit to the ranch. As we settled in, she shared what she came with that day. She then engaged in the ‘meet the herd’ exercise where it became evident that Annie would be her coach. The session: to be still with her horse.
I took Annie out of her stall, loosely tying her in the aisle. I watched as the leader stood with Annie, transitioning from agitation to stillness. Annie mirrored her, moving her back legs side to side. Then, as the leader became still, Annie followed; standing still, then slowly lowering her head and eventually closing her eyes as her client stood beside her.
As this leader stood in stillness and became present to how she was feeling, the tears gently began to flow. They stood together for half an hour. As she allowed herself to focus inward and feel the emotions that were there, clarity began to emerge about the action she needed to take. When we debriefed, she
shared that she could not remember the last time she was still for that long.
The second practice that helps us be more conscious is emotional self-awareness. Emotional self-awareness is quite simply being aware of the emotions we feel. To be able to name them. To use the information they give us to inform our decisions.
As someone who got to a place of ignoring what I was feeling most of the time because I had a lot of work to do and I thought I had to be the strong one on the executive team, I have become much better at identifying and respecting how I feel. I now understand our emotions are information. To ignore them is unhealthy and unwise. I have come to appreciate that we feel them for a reason. When we choose to ignore them, we miss information that is vital to our well-being and impedes our ability to consciously lead ourselves and others.
This was the big a-ha moment during a coaching session with a senior operational leader and Kiante. The leader arrived that day with a need to dig into a messy situation. After talking about it, we moved into the ‘meet the herd’ exercise where it became evident that Kiante would be her coach.
We did the session in the riding arena, a large space with lots of room to move. As I prepared her to engage with her horse, I asked what she wanted to experience with him. She said she wanted to play. The messiness she was experiencing was serious and heavy. She needed to have fun. She came alongside Kiante and asked if he would walk with her.
I watched as Kiante obliged. He took a few steps beside her and then stopped. She asked him to continue walking with her. He walked a few more steps and then stopped again. After watching this occur several times, I walked up to them and asked if I could offer feedback. With her permission, I suggested
that perhaps Kiante wanted her to stand with him. This time she obliged. As they stood still, I slowly backed away, giving them space. They stood for quite a while as I observed from a distance, unable to hear their conversation.
When I returned to them, not having moved for quite some time, she told me the message received was that she had been so busy in her response to the messy situation, she had not stopped to consider how she felt, nor the impact it was having on her. Through her stillness with Kiante, she started to realize the toll it was taking and what she was doing was hard. She left the ranch with greater awareness and a commitment to actions she would take because of Kiante’s coaching.
Lastly, the practice of intention. Intention is easy to talk about but hard to do. This is demonstrated repeatedly through a simple exercise I often ask people to engage in at the ranch. The exercise is to walk a horse. One of the few instructions I provide is that the horse will go where the person’s belly button and eyes point.
You would be surprised how often the horse appears to be taking the human for a walk instead of the other way around. A slight turn of the head or body and the horse and human go off course. Take a moment to consider the importance of being intentional with others.
Have you had an experience where your spoken direction did not produce the intended outcomes? Might it have been because your eyes were slightly off course?
To keep the human in human resources, we must be intelligent and conscious. I am not suggesting we do away with technology. It is a helpful tool. However, we need to be conscious of how we use it. And we must never let it supersede or replace our ability to be conscious. As we become more adept at being present, emotionally self-aware and intentional, we are more likely to keep the human in human resources.
ABOUT THE AUTHOR: Shannon Leppky, M.Ed, is Founder and President of Red Chair Coaching and Leadership Academy. She can be reached at shannon@redchaircoaching.com.
IMMIGRATION TRENDS IN CANADA
Can Manitoba employers still rely on foreign workers?
By Reis Pagtakhan, Jessica Jensen & Patricia Bagnas
In late 2023 and early 2024, the federal and provincial governments realized a housing shortage, arguably decades in the making, was causing difficulties for Canadians. In a partial response to this issue, the Government of Canada announced tighter immigration policies designed at restricting the number of foreign nationals who could live, work, study and immigrate to Canada.
In addition to housing, the federal government cited difficulties all levels of government were having in keeping up with the growing demand for social programs, housing and other infrastructure that an increasing population was bringing.
A HARD LOOK AT THE CANADIAN NUMBERS
The rapid shift in immigration policy has altered the landscape for employers of immigrants in Canada. Just 18 months ago, the federal government planned for much higher immigration targets. Looking at earlier targets on the Government of Canada website that
were released in late 2023, the 2024-2026 immigration projections were 485,000 immigrants in 2024, and 500,000 in 2025, and $500,000 in 2026.
However, the revised 2025-2027 targets on the Government of Canada’s website, released in 2024, reflect a substantial reduction: 395,000 immigrants in 2025, 380,000 in 2026, and 365,000 in 2027.
Additionally, the federal government aims to limit temporary residents to just five per cent of Canada’s total population by the end of 2026. These restrictions are making it more
SEVEN TRENDS SHAPING THE WORKPLACE IN 2025
By Nancy Fonseca
The evolving economic landscape, rise of artificial intelligence (AI), shifting workforce expectations and global uncertainty are transforming Canadian workplaces. In recent years, a competitive job market has given way to new workforce challenges, including skills gaps, employee engagement concerns and increasing demand for workplace flexibility.
In 2024, leadership development, trust-building and mental health support were major areas of focus. These themes will continue in 2025, but with added urgency, especially as AI continues to reshape Canadian industries.
Yet, many employees remain skeptical about AI’s impact on their roles. According to a global survey of nearly 43,000 employees from Great Place To Work, only 51 per cent of employees are excited about using AI to enhance their work and just 45 per cent trust their company to implement AI in a way that benefits them.
This presents a unique opportunity for Canadian organizations that prioritize trust and employee well-being. High-trust workplaces will gain a competitive edge by fostering AI adoption while ensuring employees feel supported.
“When a workplace is a great place to work
for all, all stakeholders will benefit from AI abundance,” says Michael C. Bush, CEO of Great Place To Work. “The secret ingredient is trust. Companies that have it are going to build much faster and go much further than their competitors.”
Here are the trends and considerations that will make or break your workplace culture in 2025.
Employee disengagement and Canada’s ongoing labour shortage fuel ‘quit and stay’ risks. While the ‘great resignation’ has slowed, Canada is still facing significant workforce challenges. The
country’s unemployment rate was 6.7 per cent in March, yet labour shortages persist in key industries, including health care, technology and skilled trades.
Many employees, facing economic uncertainty, are choosing job stability over job-hopping. However, this doesn’t mean they’re fully engaged in their work. A growing number of employees are experiencing ‘quiet quitting,’ remaining in their roles but disengaging from meaningful contributions.
With only 18 per cent of employees reporting being “extremely satisfied” with their jobs, according to Gallup research, retaining and engaging top talent in Canada is more critical than ever.
AI-driven upskilling becomes a priority for Canadian businesses. Canada’s digital economy is rapidly evolving and so are its workforce requirements. A World Economic Forum report found that 1 billion people worldwide will need to be reskilled by 2030, yet traditional training models are struggling to keep up.
According to Deloitte, while 31 per cent of businesses see AI skills as a top priority, only 17 per cent are actively investing in AI training. This gap will challenge Canadian employers who need AI-proficient workers.
“The best companies will invest in upskilling their existing workforce instead of solely hiring external talent,” says Bush. “Skills like curiosity, resilience and adaptability will be key indicators of future success.”
Canadian businesses must integrate AI literacy into their workforce strategies to remain competitive.
AI is reshaping leadership roles and career pathways. HR leaders across Canada are rethinking leadership development, particularly at the middle management level. Research from Gartner shows 70 per cent of organizations struggle to develop their middle managers — a crucial role that connects executive vision with frontline teams.
At the same time, AI is reshaping job responsibilities. Many companies are using AI to enhance efficiency, streamline processes and reduce management layers, which is altering traditional career paths.
“Middle managers are under more pressure than ever,” says Tony Bond, chief impact officer at Great Place To Work. “To thrive, organizations must redefine these roles — focusing on mentorship, collaboration and adaptability.”
Organizations that invest in leadership development, rather than eliminating these roles altogether, will see long-term success.
Canadian companies that foster connection will gain a competitive edge. While remote work remains popular in Canada, hybrid models are presenting new challenges. Research from Johns Hopkins Carey Business School, using Great Place To Work data, found employee well-being has declined to pre-pandemic levels.
“We lost important cultural touchpoints during the pandemic,” says Julian Lute, Senior Strategic Advisor at Great Place To Work. “Organizations must rebuild those connections, whether teams are remote, hybrid or in-person.”
Great workplaces will differentiate themselves in 2025 by investing in meaningful employee interactions, celebrations and recognition programs.
Financial well-being will be a growing concern for Canadian workers. With inflation, rising housing costs and ongoing market uncertainty, financial wellness is a growing concern for Canadian employees. Many companies will need to rethink their compensation, benefits and financial wellness programs to support them.
“Young employees are worried about affording a home or saving for retirement,” says Lute. “Organizations that provide finan-
cial education, savings programs and flexible compensation will stand out.”
From housing affordability challenges in major cities like Toronto and Vancouver, to rising household debt, financial well-being will be a defining issue for Canadian workers in 2025.
The role of DEIB is evolving in Canadian workplaces. With increasing scrutiny around diversity, equity, inclusion and belonging (DEIB) initiatives, Canadian companies must refine their approach. While many businesses remain committed to DEIB, the language and strategies they use may shift.
Companies that embed diversity into their core values and purpose will foster greater employee trust. Clear and actionable commitments, rather than surface-level pledges, will define successful DEIB initiatives moving forward.
ERGs will focus on wider impact.
As workplace culture evolves, successful employee resource groups (ERGs) will need to expand their scope beyond identity-based groups. The most effective ERGs will build cross-functional connections, align with business objectives and encourage collaboration between different employee communities.
Organizations that integrate ERGs into their business strategies will see greater engagement and long-term success.
ABOUT THE AUTHOR: Nancy Fonseca is Senior Vice-President of Client Services at Great Place To Work Canada. Nancy is a leader focused on building executive relationships based on trust and collaboration while partnering with key internal and external stakeholders. She has a proven record of success in executive-level communication, rapport building and relationship development, helping senior executives leverage business services to achieve their business objectives. Nancy can be reached at nancy.fonseca@greatplacetowork.com or via LinkedIn at linkedin.com/in/nancyfonseca.
2025 HR EXCELLENCE AWARDS
Shining a spotlight on the HR profession in Manitoba
On April 10, Manitoba’s HR community gathered in person to celebrate the achievements of their peers. The event kicked off with a cocktail reception, featuring lively music and engaging conversations among HR leaders and professionals. This was followed by a dinner and awards ceremony, where HR professionals eagerly showed their support for their colleagues.
Radio personality Chrissy Troy hosted the evening. She welcomed and thanked everyone for attending before turning the microphone over to CPHR Manitoba’s Board Chair and member of the Awards Gala Committee.
Alison Crozier, Chair of CPHR Manitoba, and Jen Sklar, member of the Awards Gala Nominations Committee, thanked the board, gala committee, CPHR members and sponsors for their support and dedication.
Finance Minister Adrien Sala delivered warm greetings on behalf of Premier Wab Kinew. He extended heartfelt thanks to the human resources community for their leadership, commitment to progress and the vital work they do each day. In his remarks, the minister announced that Bill 233, the Chartered Professionals in Human Resources Act, will be officially proclaimed in June, at which point it will come into force as law.
"Your dedication and excellence in the field of human resources are essential to the continued growth and success of our province," he said.
Ryan Savage from Taylor McCaffrey shared greetings on behalf of the presenting sponsor. Laine Jubinville from Johnston Group gave
the last greeting of the evening on behalf of the reception sponsor. Ryan and Laine spoke about taking pride in HR professionals and thanked all nominees of the night.
Thirteen recipients were honoured with Professional and Business Excellence Awards.
The Professional Excellence Awards recognize individuals at various levels in their careers who have applied their expertise and knowledge to the objectives of their organization and the people they support.
The Business Excellence Awards recognize Manitoba businesses that are leading the way in HR initiatives. These organizations have been successful in creating, developing and implementing initiatives that resulted in significant and measurable benefits to the organization and its employees.
Between award presentations, guests enjoyed a three-course dinner, sipped wine and raised their glasses in celebration. Tables shimmered with gold sequins and dark blue crushed velvet tablecloths, and were adorned with floating candles and bouquets of blue spring flowers.
A special presentation of the Fellow CPHR (FCPHR) took place, recognizing two CPHRs who have made exemplary contributions to the HR profession throughout their careers.
At the end of the ceremony, Chrissy congratulated the award recipients, thanked everyone in attendance and remarked what a great night it had been.
PROFESSIONAL EXCELLENCE AWARD WINNERS
Spark Award: Recognizes HR professionals in the first 10 years of their career. Recipient: Shannon Morrison, Innovair Group Award Presenter and Sponsor: Dr. Ute Kothe, Extended Education, University of Manitoba
“I’M EXCITED TO KEEP GROWING AS A CPHR PROFESSIONAL IN MANITOBA.”
Momentum Award: Recognizes CPHRs who have established their expertise and leadership. Recipient: Johanna Hildebrand, People First HR Services Award Presenter and Sponsor: Kevin Gill, Staffmax
“I’M THE PERSON THAT I AM TODAY BECAUSE OF THE PEOPLE AROUND ME.”
Leadership Award: Recognizes executive-level practitioners for their strategic influence on their organization.
Recipient: Heather Horton, MacDon Industries Ltd.
Award Presenter and Sponsor: David Tompkins, Manitoba Blue Cross
“YOU CAN’T DO IT WITHOUT YOUR TEAM AND I HAVE AN AMAZING TEAM AT MACDON.”
Visionary Award: Recognizes executives who endorse, support or champion the HR function within their organizations.
Recipient: Abe Berg, Power Driven Electric
Accepted by: Mariana Nunez
Award Presenter: Ron Gauthier, CPHR Manitoba
Visionary Award: Recognizes executives who endorse, support or champion the HR function within their organizations.
Recipient: Grant Cockshott, Innovair Group
Award Presenter: Ron Gauthier, CPHR Manitoba
“WE OWE THIS TO THE BRILLIANT ROBYN NORMANDALE.”
Visionary Award: Recognizes executives who endorse, support or champion the HR function within their organizations.
Recipient: Kirk Regular, Vidir Solutions Inc.
Award Presenter: Ron Gauthier, CPHR Manitoba
“I APPRECIATE ALL THE WORK THAT EVERY PERSON DOES IN THE PROVINCE OF MANITOBA.”
Visionary Award: Recognizes executives who endorse, support or champion the HR function within their organizations.
Recipient: Kurt Buehler, MacDon Industries Ltd. Award Presenter: Ron Gauthier, CPHR Manitoba
“OUR MOST VALUABLE RESOURCES ARE OUR PEOPLE.”
Visionary Award: Recognizes executives who endorse, support or champion the HR function within their organizations.
“THANK YOU, HR PEOPLE, FOR HAVING PEOPLE’S BACKS. WE NEED YOU NOW MORE THAN EVER.”
BUSINESS EXCELLENCE AWARD WINNERS
Ascent Award: For investing in leadership and talent development.
Recipient: Manitoba Public Insurance
Accepted by: Jacqueline Wood
Award Presenter: Chris Downey, ACHIEVE Centre for Leadership
“WE ARE IN THE BUSINESS OF HELPING PEOPLE.”
Impact Award: For making work more meaningful and engaging.
Recipient: SKIP
Accepted by: Michael Torres
Award Presenter and Sponsor: Dan Lambert, Lambert Nemec Group
“OUR WORK HERE IS NOT DONE. THIS RECOGNITION SAYS WE’RE ON THE RIGHT PATH.”
Unity Award: For advancing diversity, inclusivity and accessibility at work.
Recipient: StandardAero
Accepted by: Caroline Sicat
Award Presenter and Sponsor: Mark Alward, Taylor McCaffrey
"TOGETHER WE’RE BUILDING A FUTURE WHERE EVERYONE BELONGS.”
Vitality Award: For promoting health, safety and wellness.
Recipient: Power Driven Electric
Accepted by: Mariana Nunez
Award Presenter and Sponsor: Dave Kramer, SAFE Work Manitoba
“SAFETY IS NOT JUST A POLICY, IT’S A VALUE THAT DRIVES EVERYTHING WE DO.”
HR Team Award: For people leading business as a team.
Recipient: Vidir Solutions Inc.
Accepted by: Cristina Vieira
Award Presenter and Sponsor: Stacey Danley, Aplin
“THIS AWARD BELONGS TO EVERYONE ON MY TEAM.”
CONGRATULATIONS
TO NEW FELLOW CPHRs
CPHR Manitoba is excited t announce two members have been granted the prestigious Fellow of the Chartered Professional in Human Resources (FCPHR) designation, Janice Harper and Kathy MacDonald. This designation highlights the exceptional contributions made by CPHRs to the profession, recognizing leadership, outstanding achievements and significant impact within HR.
On April 10, we had the honour of celebrating these distinguished professionals at the HR Excellence Awards 2025.
JANICE HARPER
Janice is a seasoned HR professional with more than 25 years of experience, renowned for her transformative leadership in the field.
She holds a bachelor of arts in communication, a certificate in human resources management from the University of Winnipeg, and a diploma in creative communications from Red River College.
Janice has been a dedicated member of CPHR Manitoba for many years, having served on the board of directors, including a term as Chair. She worked tirelessly to ensure the CPHR designation was properly recognized and supported efforts toward self-regulation.
In addition to her CPHR designation, which she has held since 2001, Janice is a Senior Certified Professional through the Society of Human Resource Management, a chartered MCIPD, and holds the Human Resources Compensation Committee designation from the Director’s College at McMaster University.
With more than 25 years of experience, Janice has played a crucial role in transforming HR at NFI Group, turning it from a transactional function into a strategic people and culture partner for senior leadership. She has implemented comprehensive talent strategies that focus on building a diverse, agile workforce, with a particular emphasis on upskilling employees to meet the challenges of new technologies.
A recognized thought leader, Janice has contributed to the HR community through numerous speaking engagements and was named Manitoba Human Resources Executive of the Year in 2019.
Janice has also shared her knowledge as an educator, developing course curriculum and lectures regarding strategic human resource planning at the University of Winnipeg, helping shape the future of HR leadership.
Her outstanding expertise has earned her the deep respect and trust of the HR community, solidifying her reputation as a distinguished HR professional.
KATHY
MACDONALD
With more than 20 years of experience in HR, Kathy has consistently demonstrated a commitment to excellence and leadership.
Kathy’s impressive educational background includes studies at University of Winnipeg, University of Manitoba and Royal Roads University. Kathy has held the CPHR designation since 2003, and also holds the CEC, chartered MCIPD and SHRM certifications.
Kathy’s long-standing involvement with CPHR Manitoba includes serving on the board of directors from 2011-2017, chairing the professional standards committee and contributing to several other committees. She has been an active participant in the mentorship program, sharing her wealth of experience with emerging HR professionals. Kathy is also a current member of the conference committee.
Kathy is Director of HR at CEL Group of Companies, where she has spearheaded numerous
impactful projects and drives strategic HR initiatives. Throughout her career, Kathy has held senior HR roles in various industries, including at Sysco Foods, Maxim Truck and Trailer, the Canadian Trucking Association and Shell Canada. In each organization, she has played an instrumental role in establishing HR as a key strategic partner at the senior leadership level.
Kathy’s exceptional contributions to the HR field were recognized when she was awarded the HR Executive of the Year by CPHR Manitoba in 2017, an honour that highlights her strategic leadership in the HR profession.
As an advocate for HR at both the provincial and national levels, Kathy has lobbied on important issues, such as workplace accommodations for older workers and paternity leave. She was also involved in the initial discussions around self-regulation during her time on the CPHR Manitoba board.
Kathy’s commitment to advancing the HR profession continues to inspire those around her, as she strives to enhance its standing within the industry and broader business community.
We extend our congratulations to Janice and Kathy on receiving the FCPHR designation!
To learn more about the FCPHR designation, please visit cphrmb.ca/fcphr.
Kathy MacDonald
Janice Harper
CPHR MANITOBA CONGRATULATES OUR NEWEST CPHRS!
Stella Akomolafe
Mohammad Alhour
Flora May Armecin
Iris Barta
Samantha Baskerville
Julie Beeston
Luisa Benavides
Renee Boyda
Alyssa Burg
Elaine Chipongian
Dreanne Chubak
Katelyn Costa
Nelia Czubiak
Emeka Egeson
Ikeoluwapo Erinoluwa
Stephanie Espinoza
Aderinsola Fajuyitan
Danika Fehr
Branda Fernandes
Ali Ghasemkhani
Kathleen Gousseau
Angela Green
Kaitlyn Heimbecker
Samuel Irabor
Joel Janssen
Sangeetha Kavasseri Sadasivan
Ryan Kehrer
Sandra Lopez
Jayne Magbanua Soriano
Snehlata Mathur
Paulette McCarthy
Devin Metz
Vanessa Nelson
Chinwe Obiora
Mary Olofin
Tammy Paddock
Michelle Parsons
Michael Penner
Bobby Robidoux
CPHR MANITOBA CONGRATULATES OUR NEW CPHR CANDIDATES!
Eniola Abiola
Alonso Aguayo Topete
Elizabeth Aigbokie
Leyla Alikishibayova
Demsey Amor
Verna Bratton
Chen Chen
Karlo Clarete
Donnecia Crossman
Jessica Cruickshank
Marina Daly
Danilo Defendi
Tess Doan
Dawn Marie Dobson
Celina Dyck
Abiodun Emma-Kueyinde
Alea Enns
Maria Lourdes Escudero Montero
Chelsea Fouillard
Marriam Hamid
Clarissa Harder
Jodi-Lee Kaemingk
Harinder Kaur
Mandeep Kaur
Samandeep Kaur
Yi Nan Kong
Stephanie Kuby
Natasha Lalman
Helene Lindberg
Robert Loewen
Laura Malyon
Jazlyn McCaughan
Samantha McMechan
Kayla McNeill
Thi Be Dinh Nguyen
Ijeoma Nwokeoma
Busola Okusaga
Oluwaseun Olaleye
Deirdre Oram-O'Donnell
Katelynn Paun
Trisiana Purdey
Samantha Rayburn-Trubyk
Odia Reimer
Regina Reyes
Carina Ross
Olayinka Salau
Gagandeep Singh Sandhu
Navneet Sharma
Kendra Smith
Nadine Smith
Courtney Snider
Jennifer Sorensen
Ankita Sundriyal
Tariq Tariq
Sunshine Joy Teologo
Kanika Thakur
Teri Urban
Robvel May Valdez
Veronica Valenzuela Villanueva
Yudy Vera Giraldo
Nayomi Wickramasinghe
Lan Zhou
Jennifer Ryan
Sheena Sanders
Matthew Sciangula
Mandy Selinger
Kenny Sewhenu-Armah
Feyisayo Shofu
Nicole Sigvaldason
Brendan Smith
Sue Tardi
Holly Thede
Xiaoyan Zhang
MOVERS & SHAKERS
Jaime Carlson is the new HR Manager at Rural Municipality of Springfield.
Adam Nepon is the new Manager of Business Development, Health Transformation, at Red River College Polytech.
Raihan Mahmud is the new People and Culture Generalist at YMCA-YWCA of Winnipeg.
Reghan Scaletta is the new Director of Human Resources at Manitoba Public Insurance.
Candace Prokipchuk is the new District Human Resources Manager for Manitoba and Saskatchewan at The Home Depot Canada.
Adam Smoluk, Executive Director of Film Training Manitoba, was awarded the King Charles III Coronation Medal for his work providing training to the film industry.
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