Please return undeliverable copies to: CPHR Manitoba
1810 — 275 Portage Avenue Winnipeg, MB R3B 2B3
LET’S GET IN THE ZONE
On behalf of CPHR Manitoba, I am pleased to welcome you to this edition of HRmatters
The theme of this year’s HR Conference, In the Zone, is about that state of deep focus where you’re fully engaged, learning, adapting and growing without distraction. The conference will include discussions about how to rise above the noise of everyday demands to realign individual and organizational objectives. It’s all about getting in the zone and staying there.
At CPHR Manitoba, we recognize the impact human resources professionals have within organizations. CPHRs are best equipped through their education, experience and expertise to shape the future of work. We continue to work with a wide variety of strategic partners to connect with business leaders to increase awareness of CPHR and ensure they understand the value of hiring CPHRs.
We look forward to another year of events that allow us to connect and engage directly with our members. Upcoming events like the Diversity Forum, Psychological Health and Safety in the Workplace Conference, and HR Legislative Review are excellent opportunities to stay informed on relevant HR matters and to connect with other professionals.
Another signature event is the HR Excellence Awards. The HR Excellence Awards 2026 will feature refreshed categories that reflect the evolving roles and contributions of HR professionals and teams. We have also improved the second part of the nomination process, moving it to an online application form to make it more accessible and user-friendly. Don’t miss out on this opportunity to showcase the great work that you, your colleagues, clients and/or business are doing in the workplace. Nominations are now open.
I’m thrilled to share that Bill 233, The Chartered Professionals in Human Resources Act, officially came into force earlier this year. This landmark legislation represents a major achievement, formally recognizing CPHRs under provincial law and reinforcing the CPHR designation as the gold standard in human resources. It has been a privilege to contribute to this defining moment and to help pave the way for the future of the HR profession.
On behalf of CPHR Manitoba, I look forward to connecting at our upcoming conference and future events, and continuing to work together to advance the HR profession.
Thank you to all members for the continued privilege of serving as your chair.
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 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 Manitoba Children’s Museum, among others.
Alison Crozier, CPHR Chair, CPHR Manitoba Board of Directors
IN THE ZONE
You
CPHR Manitoba’s HR Conference
2025: In The Zone is about removing barriers to success and optimizing both individual and organizational growth. This year’s theme is about being “in the zone” and fostering a work environment that supports it. It’s about becoming a conscious leader and improving perfor mance and productivity It’s about creating organizational alignment and integrity that surrounds great decision-making
This year’s conference will once again take place at RBC Convention Centre over two days, October 21 and 22. CPHR Manitoba’s staff are excited to connect in-person with attendees at this signature event in this fall
Starting off the conference is keynote speaker Dr Jody Carrington, Clinical Psychologist, Author and Global Speaker, Talent Bureau Dr Carrington will unpack the emotional and psychological underpinnings of engagement, sharing evidence-based strategies to inspire connection, resilience and motivation within your workforce She will address the critical role of trust, empathy and recognition in building an environment where employees feel valued and empowered to innovate.
The lunch keynote speaker of day one is Dr Mark DeVolder, Global Motivational Change
Speakers. As the change specialist
with decades of international experience, Dr. DeVolder inspires audiences to do the seemingly impossible, embrace change with
Starting off day two is keynote speaker Daniel Lewis, Speaker, Storyteller and Human Centric Leadership Expert, TA Speakers Management Daniel aims to present organizations with the grit and tenacity it takes to start a business and the hope and inspiration needed to sustain it Using real-life examples and experiences, Daniel will leave you ready to tackle your business, customers and people in a creative, realistic and impactful way
The lunch keynote speaker of day two is Drew Dudley, Inter nationally Acclaimed Leadership Speaker and Author, Speakers Spotlight. Through his high-energy talks, Drew shares practical and actionable insights on creating cultures of leadership
that lead to higher levels of pride, productivity, happiness and retention. He empowers audiences and equips them with the tools needed to make a difference at home and work
Throughout the two days, there will be breakout sessions that range in topics and discussions, such as Leading with Clarity:
Chair Ranch with Shannon Leppky; All Kinds of Different: Creating a Place to Belong with Pat Hirst; Culture Transformation: Your Path to a Better Workplace with Dan Doerksen; and many other
Attending the annual conference offers HR leaders valuable insights into the most relevant topics, helping them stay current with ever evolving trends. It’s also a great opportunity for lear ning and networking CPHR Manitoba is looking forward to connecting with you this fall at the HR Conference 2025!
Daniel Lewis
Drew Dudley
Dr. Jody Carrington
Dr. Mark DeVolder
BRIDGING THE TALENT GAP
Indigenous workforce inclusion a business imperative
By Adam Nepon
The Canadian labour market is undergoing significant transformation, with businesses facing increasing difficulty in attracting and retaining talent. For HR professionals, fostering an inclusive, adaptable and sustainable workforce is paramount. A crucial yet often overlooked strategy for achieving this is the intentional inclusion of Indigenous talent.
In Manitoba, where Indigenous Peoples are approaching 20 per cent of the population, building robust Indigenous talent pipelines is not just a corporate social responsibility — it is an economic necessity. The challenge for HR professionals extends beyond hiring; it involves cultivating workplace environments that support retention, career advancement and leadership development for Indigenous employees. This requires a comprehensive understanding of intercultural competency,
trauma-informed leadership and unconscious (and conscious) biases that impact Indigenous workforce experiences.
THE BUSINESS CASE FOR INDIGENOUS WORKFORCE INCLUSION
Indigenous workforce inclusion is not merely a compliance requirement — it is a strategic advantage. Organizations that prioritize Indigenous engagement benefit from:
• A resilient talent pipeline. With an expanding Indigenous workforce, companies that proactively recruit and retain Indigenous talent ensure long-term sustainability.
• Workplace well-being and retention. Understanding trauma-informed leadership and addressing systemic biases fosters a psychologically safe workplace, improving employee engagement and long-term retention.
• Alignment with corporate HR strategy. Indigenous workforce inclusion enhances overall talent management, leadership development and diversity, equity, inclusion, accessibility and belonging efforts, strengthening the HR function as a whole.
• Enhanced innovation and decision-making. Indigenous employees bring diverse perspectives, problem-solving approaches and cultural insights that enrich workplace dynamics.
Indigenous Population Comparative Analysis
Note: While the universe for this article is restricted to those living off reserve, both on and off reserve numbers are used in the calculations for this chart.
Source: Statistics Canada, Census of Population, 2016
• Stronger employer branding and community relations. Companies that authentically support reconciliation build trust with Indigenous communities and attract top talent.
• Increased access to business incentives. Federal and provincial governments provide procurement opportunities, grants and tax incentives for companies that integrate Indigenous employment strategies.
• Long-term economic growth. Businesses that invest in Indigenous workforce inclusion contribute to the broader economy by reducing employment disparities and increasing household income levels in Indigenous communities.
• Competitive advantage in emerging markets. Companies that engage Indigenous talent and businesses can access unique partnerships, supply chains and investment opportunities within Indigenous economies.
SYSTEMIC BARRIERS TO INDIGENOUS WORKFORCE PARTICIPATION
Despite the tangible benefits of Indigenous workforce inclusion, Indigenous Peoples continue to encounter significant barriers that hinder equitable workforce participation. Recognizing and addressing these systemic challenges is essential for organizations committed to meaningful inclusion. They include:
• Limited Indigenous inclusion in workforce planning. Many businesses fail to integrate Indigenous perspectives in broader HR strategy discussions, leading to exclusionary policies and missed opportunities for growth.
• Workplace culture and inclusion issues. Indigenous employees often experience workplace isolation, microaggressions and systemic exclusion.
• Intercultural competency training. Indigenous Employee Resource Groups (ERGs) can help foster a sense of belonging.
• Unconscious and conscious bias in hiring practices. Many Indigenous candidates face bias during the hiring process. Organizations should implement diverse hiring panels, blind resume screening and targeted recruitment strategies to address these inequities.
• Lack of Indigenous representation in leadership. Indigenous employees often find it challenging to progress beyond entry-level positions due to a lack of role models, mentorship and structured career progression pathways. Organizations must create intentional leadership development programs to change this trend.
• Geographic and infrastructure barriers. Many Indigenous communities are located in rural or remote areas, limiting job accessibility. Employers can mitigate this challenge by offering remote work options or transportation support, or establishing regional training hubs.
Call to Action 92 asks businesses to:
Embrace the UN Declaration on the Rights of Indigenous Peoples as a reconciliation framework.
Ensure equitable opportunities, education and training for Indigenous Peoples.
Apply its principles to corporate policies and activities involving Indigenous Peoples and their lands.
Ensure that Indigenous communities benefit from longterm sustainable development projects.
• Education and skills development gaps. Historical underfunding of Indigenous education has led to disparities in qualifications. Employers must invest in skills-based hiring, apprenticeship programs and onthe-job training to bridge these gaps.
• The need for trauma-informed leadership. Indigenous employees may have experienced intergenerational trauma, which can impact workplace engagement, trust in leadership and professional development. HR professionals must adopt trauma-informed approaches to leadership and management.
• Socioeconomic challenges impacting career readiness. Barriers like housing instability, food insecurity and limited childcare options can disproportionately affect Indigenous workers. Addressing these through supportive workplace policies is essential.
Prioritize meaningful consultation, respectful relationships and obtaining consent for economic development projects.
Foster reconciliation and improve relationships between businesses and Indigenous communities.
ACTIONABLE HR STRATEGIES FOR INDIGENOUS WORKFORCE INCLUSION
HR professionals have a pivotal role in advancing the Truth and Reconciliation Commission’s Call to Action 92, which urges businesses to provide equitable employment opportunities for Indigenous Peoples. Expanding recruitment strategies beyond traditional channels, retaining Indigenous talent through cultural safety measures and advancing Indigenous leadership representation can help drive Indigenous workforce inclusion.
Expand recruitment strategies beyond traditional channels by:
• Engaging Indigenous employment organizations. Collaborate with Indigenous employment agencies, community organizations and post-secondary institutions to access Indigenous talent.
• Developing inclusive job descriptions. Ensure job postings use culturally appropriate and include accessible language, eliminating unnecessary barriers.
• Implementing alternative hiring pathways. Introduce apprenticeships, internships and mentorship programs that support Indigenous candidates transitioning into the workforce.
• Leveraging Indigenous recruitment platforms. Utilize Indigenous-focused job boards and hiring fairs to directly connect with Indigenous job seekers.
• Developing community-based recruitment strategies. Build relationships with Indigenous communities by offering career workshops, resume-building sessions and interview preparation seminars.
• Addressing unconscious and conscious bias in hiring. Implement structured interview processes and ongoing bias training for hiring managers.
Retain Indigenous talent through cultural safety measures by:
• Standardizing intercultural competency training. Provide ongoing training for all employees and leadership to build awareness and respect for Indigenous histories, worldviews and experiences.
• Introducing trauma-informed leadership principles. Educate managers on recognizing and responding to trauma-related workplace challenges while fostering a psychologically safe environment.
• Establishing Indigenous ERGs. Support Indigenous employees through affinity groups that foster connection, professional development and mentorship.
• Creating Indigenous-specific wellness programs. Offer mental health resources and wellness initiatives that incorporate Indigenous perspectives and healing practices.
• Fostering allyship among non-Indigenous employees. Establish mentorship programs that connect Indigenous and non-Indigenous employees to promote cross-cultural understanding and collaboration.
• Implementing feedback loops with Indigenous employees. Encourage continuous dialogue to identify and address inclusion challenges in real-time.
Advance Indigenous leadership representation by:
• Setting tangible Indigenous leadership goals. Create clear pathways for Indigenous employees to progress into leadership and decision-making roles.
• Partnering with Indigenous leadership development programs. Organizations like the Aboriginal Financial Officers Association of Canada provide targeted leadership training for Indigenous professionals.
• Integrating Indigenous perspectives in governance. Establish Indigenous advisory committees to guide corporate reconciliation strategies and policy development.
• Providing sponsorship opportunities for Indigenous employees. Move be-
yond mentorship to sponsorship, where senior leaders actively advocate for Indigenous talent to take on high-visibility projects and leadership roles.
• Incorporating Indigenous leadership models. Recognize and integrate traditional Indigenous leadership principles, such as consensus-building and community-focused decision-making, into corporate leadership structures.
• Training executives in trauma-informed leadership. Ensuring senior leadership understands trauma’s impact on workplace engagement can improve retention and morale.
THE FUTURE OF INDIGENOUS WORKFORCE INCLUSION
HR professionals who prioritize intercultural competency and trauma-informed leadership and address unconscious biases will not
only contribute to reconciliation but also enhance overall business performance.
By committing to inclusive recruitment, culturally safe workplaces and leadership advancement for Indigenous employees, businesses can drive economic prosperity while fostering an equitable and inclusive labour market.
CALL TO ACTION FOR HR LEADERS
How can your organization integrate intercultural competency, trauma-informed leadership and bias awareness into Indigenous workforce inclusion strategies?
The time to act is now.
HR professionals must seize this moment to lead the way in creating lasting change. The journey toward true inclusion requires ongoing commitment, adaptability and collaboration, but the rewards will be transformative for businesses and Indigenous communities alike.
ABOUT THE AUTHOR: Adam Nepon is Founder and Principal Consultant at MBAC. Adam specializes in Indigenous workforce inclusion, economic reconciliation and HR strategy. He works with organizations to advance meaningful Indigenous engagement and talent development. Connect with Adam on LinkedIn at www.linkedin.com/in/adamnepon/.
HR Excellence Awards 2026
Showcasing the great work of HR professionals and emerging best practices in Human Resources.
We’ve updated the award categories and refined the criteria to recognize professionals in more meaningful and impactful ways!
BUSINESS EXCELLENCE AWARDS
Recognizing businesses that have harnessed the power of HR to advance their business goals.
PROFESSIONAL
EXCELLENCE AWARDS
Recognizing outstanding HR professionals who apply their expertise to the objectives of their organization and the people they support.
Nominate yourself, a colleague, or your organization today! Deadline for nominations: October 31, 2025
Presenting Sponsor
FROM SKEPTIC TO STRATEGIES
How I used AI to build a better performance review
By Tracy Martin
Ithink most of us in HR can agree on one thing — the phrase ‘performance review’ rarely elicits cheers. For employees, it can be a source of anxiety. For leaders, it can be a cumbersome task. And for HR professionals, designing a system that is effective, equitable and, dare I say, inspiring can feel like a monumental undertaking. That was exactly the mountain I was facing just a few months ago.
Our company had a performance review process that was, to put it mildly, a little too free-spirited. It was entirely employee-led, a holdover from our early startup days. The intention was empowering but in practice, it lacked the structure needed to ensure consistent, fair and meaningful feedback across the organization. We needed to evolve and move toward a more traditional model with clear categories and ratings.
But here was the catch: A rigid, traditional system felt completely at odds with our company culture. We’re a business that prides itself on being human-centric, a place where psychological safety isn't just a buzzword — it's the bedrock of how we operate. The thought of introducing a system that could feel cold, corporate and anxiety-inducing was a non-starter.
And then there was the small matter of my
team. As the sole HR person, the prospect of single-handedly researching, drafting and wordsmithing an entirely new performance framework was daunting. I knew from experience that this kind of project could easily consume four months, if not more — time I simply didn’t have. I was up against a wall.
It was in this moment of feeling stuck that I turned to an unlikely collaborator: artificial intelligence (AI). Specifically, I turned to Gemini.
Now, I’ll be honest, I was a skeptic. I’d read the headlines and seen the hype, but I had my doubts.
Could AI truly grasp the subtleties of our unique culture? Could it understand the heart and soul I wanted to preserve in our new process?
It felt like a long shot but faced with an impossible timeline, I decided to take a leap of faith.
What did I have to lose?
My plan was to feed Gemini the best of what we already had. I started with two key documents. The first was a spreadsheet of foundational skills — core competencies that we believe are essential for success for every single person in our business. This would provide the structure. The second was our 'focused reflections' document, a tool we
I’VE LEARNED THAT AI DOESN’T HAVE TO BE A THREAT TO OUR CAREERS IN HR. INSTEAD, IT CAN BE THE ULTIMATE ENABLER.
use for employees to self-reflect on their career aspirations, challenges and goals. This document is the embodiment of our culture — it’s thoughtful, open-ended and focused on growth. This would provide the soul.
With these two documents as my source material, I crafted a prompt for Gemini. I explained my goal: to create a new performance review framework that would merge the concrete categories from our foundational skills with the cultural feel, intention and human-centric spirit of our focused reflections. I clicked ‘enter’ and braced myself.
What happened next was nothing short of astonishing. In less than a few minutes, Gemini produced a beautifully well-thought-out, well-crafted performance appraisal document. It wasn't just a mashup of the two files I had provided. It had intelligently integrated the concepts, creating a cohesive framework that was both structured and empathetic. It had categories and rating scales, as requested, but the language was supportive, the framing was centred on development and it seamlessly incorporated opportunities for the kind of meaningful reflection our employees and leaders valued.
I was floored. The document wasn't perfect but it was an incredible 85 per cent of the way there. It had accomplished in minutes what would have taken months of painstaking work.
This is where the real magic happened and it’s the most important part of this story. AI didn't replace me. It empowered me. It took on the role of the diligent, tireless assistant, the ‘robot’ that could handle the heavy lifting of drafting and structuring. And that freed me to do the work that I, as an HR leader, am uniquely qualified to do: the strategic, creative and human-centric work.
Instead of spending my days agonizing over phrasing and formatting, I spent them in strategic conversations. I took the draft to my CEO and we had a high-level discussion about the philosophy and rollout. I shared it with key leaders and stakeholders, gathering their feedback and ensuring the new system
would meet their needs. I was able to focus not on the words but on the strategy behind the change.
Armed with this feedback, I went back to Gemini. I explained the tweaks I needed — a change in tone here, a rephrasing of a category there. And again, in a matter of minutes, it produced a revised, perfected document.
The result was a performance review framework that I am incredibly proud of. It meets the business's need for structure and accountability, yet it does so in a way that is deeply aligned with our culture. It’s a tool for growth, not just for judgment.
business, not just an administrator.
My journey from AI skeptic to advocate has been transformative. I’ve learned that AI doesn’t have to be a threat to our careers in HR. Instead, it can be the ultimate enabler. It can handle the tasks that are time-consuming but low in strategic value, freeing us up to focus on the complex, nuanced and deeply human work that makes HR so vital. It allows us to move beyond the paperwork and become the creative, strategic partners our businesses need us to be — especially in these tough, uncertain economic times.
By leveraging AI, I conservatively estimate that I cut down the effort required for this project by at least four months. But the real win wasn't just the time saved. It was the quality of the work I was able to do in that time. I was able to focus on designing a comprehensive rollout plan, creating training materials for leaders and staff, and preparing for the supportive conversations that are so critical to managing a major organizational change. I was able to be a true strategic partner to the ABOUT THE AUTHOR: Tracy Martin, CPHR, B.Comm (Hons.), is Leader of the People and Culture Group at Neovation Corp. She can be reached at tracy.martin@neovation.com.
If you're an HR professional facing a project that feels overwhelming, I encourage you to explore these new, powerful tools. I truly believe our collective success in navigating the future of HR and AI will come from collaboration and sharing what we learn.
Should you feel stuck or just curious about where to start, I invite you to connect. You might be surprised to find AI isn't just the key to mastering a complex project, but also to elevating your own strategic role in the process.
WHAT I’VE LEARNED ABOUT
LEADERSHIP TRAINING
By Trina Huntley
If you’ve had the opportunity to nurture superstar leaders, you already know what a positive impact they can make on staff engagement, retention and, ultimately, your organization’s bottom line. But it can be challenging for HR professionals to know how to most effectively invest in our leaders now to ensure mutual success in the years to come.
Having recently developed and implemented Payworks’ first-ever leadership development program, I’ve learned some valuable lessons on the opportunities and challenges a leader training strategy can provide within your business.
If considering making a similar move, here are a few ideas on how to start off on the right foot, avoid the dreaded ‘scope creep’ (mostly), and deliver a program that your whole team can be proud of.
IDENTIFYING GOALS FOR LEADERS WITHIN THE ORGANIZATION
You know the key role leaders play in building your business and you have an idea of where your business is headed.
But how do you ensure each of your leaders is well-positioned to contribute along that path forward?
The first step is to identify the areas of your overall business trajectory where leadership can have the highest make or break impact.
In Payworks’ case, our story has been one of exponential, coast-to-coast growth and that growth has particularly ramped up in the past few years.
So, the question became: How can we provide our talented leaders — whether they’re long-tenured, new to the business or emerging
from within our own workforce — with the skills, perspectives and tools needed to most effectively engage, retain and manage teams that are larger, more diverse and more geographically spread out than ever before?
This may be a helpful stage at which to engage an outside consultant whose expertise can be invaluable to the process. In my experience, they brought valuable subject matter expertise through the lens of an outside perspective, and provided solid support in identifying opportunities to streamline processes, manage transitions and make informed decisions based on metrics, trends and performance indicators.
Determining a specific area of focus for your leaders based on your organization’s overall story will both inform the goals of your leadership training program and ensure they’re aligned with the goals of the business as a whole.
CONDUCTING YOUR RESEARCH
A good next step is to get the lay of the land as it currently stands.
Where do leaders feel they’re well-equipped to support your organization’s goals and their own teams? Where are they feeling like they could use some additional support?
I approached this a few different ways: individual meetings, focus groups and even some candid conversations by the coffee station. As all HR folk know, one size rarely fits all, and different leaders will feel most comfortable and empowered to speak freely in different situations — whether it’s a private conversation where they can cut to the chase or a group setting where they feel buoyed by the support of their peers.
You likely also already have more information at your fingertips than you might realize. Dig back into your latest employee engagement survey results, look at retention metrics and re-evaluate your understanding of current competencies based on other recent assessment initiatives.
No matter how you gather it, the qualitative and quantitative data gathered through this research should reveal some interesting trends and opportunities.
ESTABLISHING TRAINING PROGRAM GOALS, STRATEGY AND SCOPE
Now that you have a sense of the areas where your training program could potentially make the most positive impact for your leaders, it’s
IN THE MIDST OF ALL THAT GREAT PASSION FOR THE PROJECT, IT CAN BE ALL TOO EASY FOR THE SCOPE OF THE TRAINING PROGRAM TO START BALLOONING.
time to figure out how to deliver it. This means forming a business case to share with executive team members, establishing clear program goals, and from there determining the strategy by which you can most effectively achieve them.
While this is obviously no small feat (and you may choose to engage a partner to help shoulder the load), it’s incredibly exciting to see the building blocks start to fall into place. Once in place, I recommend seeking buy-in from ‘executive sponsors’ — members of your executive leadership team who believe in the program’s strategy and value, and who will enthusiastically promote it throughout the rest of the business. This is an excellent way to help build and share that excitement with the leaders the program will serve. They’ll also be invaluable in aligning the whole team with the change management process that’s necessary to allocate resources and time to your program.
One caution: In the midst of all that great passion for the project, it can be all too easy for the
scope of the training program to start ballooning. One of the best ways to keep this energy focused is to outline upfront a strategy-driven timeline of training to be delivered in sustainable stages over the course of months or even years. For example, focus on current leaders first and emerging leaders second, and explain why.
Similarly, it’s important to reflect on the critical issues of your organization’s core purposes, leadership values and vision for serving the needs of the marketplace. This will keep your strategy and its long-term goals at the forefront without dampening any of the rah-rah power that’s so important to the training program’s success.
In fact, this may be the stage where you could use some of that extra energy yourself — after all, you need to be the most methodical to ensure you’ve thought of everything (within reason). My best advice: be patient. What you’re creating is going to have a lasting impact throughout the business, so give yourself grace and plenty of time as you work through the details.
IT'S IMPORTANT TO REFLECT ON THE CRITICAL ISSUES OF YOUR ORGANIZATION'S CORE PURPOSES, LEADERSHIP VALUES AND VISION FOR SERVING THE NEEDS OF THE MARKETPLACE.
EVALUATION PARTNERS
As your vision for the training program starts to crystallize, you may determine that engaging a training partner is the best (or perhaps only) feasible way to make it a reality.
But who can you entrust with the program? And how do you know what to look for?
I leaned on a slightly adapted version of the SECTIONS model, which was originally outlined by A.W. Bates and Gary Poole as a framework for selecting technology, but is applicable to many other scenarios, too. This model includes looking at:
• Students. What kind of opportunities or transferrable skills will participants gain?
• Ease of use. How simple is it for participants to access the program? Are there technological or security barriers?
• Costs. This one’s pretty self-explanatory.
• Teaching and learning. Does the partner support a self-assessment tool? Do they support your preferred learning model?
• Interactivity. Will participants have access to course materials or cohort learning?
• Organizational issues. Would the workshops offered be repeatable or scalable to account for growth? Are the courses offered hybrid (in-person and virtual) to be inclusive of all participants, regardless of their location?
• Networking. Is the program conducive
to peer networking opportunities (cohort learning)? Does it allow for networking opportunities at similar and different organizational hierarchy levels?
• Security and privacy. Does the required technology meet the organization’s security and privacy requirements?
No matter what framework you choose, evaluating vendors against each other in individual categories should be very helpful for honing in on your perfect partner — it certainly was for me.
OUTLINING YOUR PLAN FOR EXECUTION BUT STAYING AGILE
Regardless of whether you engage a partner or not, once the training program’s goals and strategy are locked in, you’re ready to start looking at the nitty-gritty of when and how this is all going to take place. Participants (and their own teams) will appreciate having an upfront sense of how this will fit into the busy day-to-day life of the business, so the more detail you can provide in advance, the better.
You’ll also need to decide your own metrics for success. This is best accomplished by determining not only what results would lead to the accomplishment of the program’s goals, but also how you’ll get there: changes to content (what needs to change within the organization in terms of structures, systems, work practices and more); changes to people (the human dynamics of change — behaviours, skills, culture and so on); and changes to process (how change is designed, implemented and integrated into the day-to-day life of the organization).
With that said, it’s also important to stay agile because no matter how well you plan, there will be bumps in the road, conflicting priorities and more. As the program rolls out, I recommend staying in close touch with participating leaders. Find out what they’re loving and what’s falling flat from the perspective of content, format, scheduling or otherwise. Any feedback you can gather through pulse checks, surveys and focus groups will only help make your training program better now and in the future.
ABOUT THE AUTHOR: Trina Huntley is Manager of Learning and Development at Payworks. She has dedicated her career toward formalizing guidance and support around learning, development and coaching that grows employee engagement and performance.
SUFFERING IN SILENCE
Workplace loneliness a real problem but there are practical strategies to combat it
By Beverly Beuermann-King
Loneliness doesn’t always announce itself. Sometimes it shows up quietly in disengaged team members, awkward silences during meetings or the subtle withdrawal of once-enthusiastic employees. Even in busy workplaces, loneliness can thrive when people feel emotionally disconnected or socially isolated. And for HR professionals that should be a flashing warning sign.
Loneliness chips away at mental well-being, adaptability and the resilience people need to show up and thrive at work. It’s not just a personal issue — it’s a performance, culture and retention issue. As hybrid work continues and stress levels remain high, HR professionals must reframe loneliness as a workplace challenge they can help solve. Connection fuels adaptability. Belonging fosters resilience. And loneliness undermines them both.
So how do we, as HR professionals, create environments where people feel seen, valued and supported?
It starts by understanding what loneliness looks like at work and having the courage to address it.
UNDERSTANDING LONELINESS IN THE WORKPLACE
Loneliness is not the same as being alone. It’s the feeling of being isolated, even when surrounded by others. It stems from a lack of meaningful connection, not necessarily a lack of interaction. You can feel lonely in a crowded meeting, a buzzing office or while managing a full e-mail inbox.
In our article, Loneliness and the Pandemic, we explored how widespread remote work disrupted natural opportunities for connection. Hallway conversations, informal check-ins and shared laughs over coffee all vanished overnight. While remote and hybrid work offer flexibility, they also risk eroding the social fabric that binds teams together.
And the numbers are real. Loneliness is linked to higher rates of stress, anxiety and burnout. It increases absenteeism and reduces engagement. Gallup’s 2023 research shows that one in five employees experience loneliness a lot during their workday, and this rises to one in four among remote or hybrid workers. Younger employees and those working off-site are among the most affected.
This isn’t a passing problem. It’s a chronic condition impacting the mental health, adaptability and performance of our teams.
WHY LONELINESS UNDERMINES RESILIENCY AND ADAPTABILITY
When people feel disconnected they struggle to adapt. Connection is foundational to both individual and team resilience. People draw strength from one another. They feel safer trying new things, navigating uncertainty and recovering from setbacks when they know they’re supported.
A team lacking psychological safety — where members fear judgment, rejection or being ignored — won’t take risks. They’ll avoid difficult conversations. They’ll stick to the status quo rather than adapt. Loneliness creates emotional fatigue, which drains the cognitive flexibility needed for creative problem-solving and navigating change.
Adaptability quotient relies on curiosity, emotional regulation and collaborative learning. All of these are compromised when people feel isolated. A lonely employee may not speak up, share ideas or ask for help. A disconnected leader may miss early signs of burnout or misalignment.
Building adaptability and resilience isn’t just about training or tools, it’s about relationships. And leaders play a pivotal role in cultivating those.
SPOTTING THE WARNING SIGNS OF LONELINESS
Loneliness can be easy to overlook. Here are a few signs HR professionals should watch for:
• Team members opting out of social or collaborative activities.
• Reduced participation in meetings.
• Withdrawing from conversations or avoiding check-ins.
• Drop in productivity, creativity or initiative.
• Emotional flatness or signs of disengagement.
• Sudden increase in absenteeism or quiet quitting behaviours.
Loneliness can also show up as perfectionism, defensiveness or irritability. Lonely employees may become hyper-independent, afraid to rely on others or ask for help.
Importantly, these behaviours don’t always mean loneliness is the cause, but they are invitations to check in.
QUICK REFLECTION FOR HR PROFESSIONALS
The first step in handling workplace loneliness is noticing it. The second is choosing to act.
• Have I checked in with each of my team members personally this month? Have our leaders?
• Do our meetings make space for connection, not just tasks?
• Are our rituals and celebrations inclusive and meaningful?
• Have I asked my team how they like to connect? Have our leaders?
• Who on my team feels, or what might be causing someone on my team to feel, invisible?
WHAT HR PROFESSIONALS CAN DO
You can’t fix loneliness with a pizza party. But you can build a culture of connection. Here’s how.
Prioritize meaningful connection, not just interaction. Small moments of genuine human connection matter. Encourage leaders and managers to start meetings with check-ins that go beyond task updates. Ask questions like, “What’s something you’re looking forward to this week?” or “What’s been challenging lately?”
Model curiosity and listening. Make it okay to not be okay and demonstrate appreciation for vulnerability when it shows up. Create space where people feel safe being human.
Design rituals and celebrations that matter. Social gatherings are a vital part of workplace culture, but they need to be intentional and inclusive. Celebrations and rituals provide rhythm and meaning to the work experience.
Plan celebrations that honour diverse personalities and comfort levels. Offer a mix of formal and informal events. For remote teams, celebrate small wins or milestones during virtual meetings. Encourage micro celebrations like sending a team-wide shout-out or mailing a handwritten note.
Recognize individuality and invite participation. Not everyone connects the same way. Provide multiple avenues for engagement. Some people thrive in large groups, others prefer one-on-one chats. Include employee voices in planning wellness or engagement initiatives.
Create spaces where people can share who they are through storytelling, peer recognition or employee-led sessions. Simple questions like “What helps you feel connected at work?” can yield powerful insights.
Support adaptability through connection. Loneliness and change resistance often go handin-hand. When people feel left out or uncertain, they’re less likely to embrace new ways of working.
Use mentoring, peer support or buddy systems to help employees navigate transitions. Cross-functional projects can reduce silos and build new relationships. Regular check-ins during high-change periods reinforce that people are not alone in their uncertainty.
Normalize that adaptability is hard but it doesn’t have to be lonely.
Model vulnerability and human-centred leadership. Leaders set the emotional tone of a team. When leaders share their own struggles or uncertainties, it signalsthatconnectionandhonestyarevalued.Vulnerability breeds trust.
Help your leaders to lead with empathy. Ask open-ended questions. Listen without immediately jumping to problem-solving. Create psychological safety by showing their team that it’s okay to show up as their full selves.
ENCOURAGING A CULTURE OF CARING, NOT JUST COPING
Loneliness can’t be solved with surface-level strategies. It requires a cultural shift from coping to caring, from pushing through to checking in.
Well-meaning gestures are not enough. HR professionals must build workplaces where people feel genuinely valued and supported. This includes policies that allow time for connection, training that develops emotional intelligence and workflows that make space for human moments. A culture of caring sees people not as cogs in a machine but as humans with emotional and social needs.
LONELINESS IS THE FEELING OF BEING ISOLATED, EVEN WHEN SURROUNDED BY OTHERS.
LONELINESS IS A LEADERSHIP ISSUE
So here’s the truth: Loneliness isn’t just a mental health issue; it’s a leadership issue.
Ask yourself: Who on my team might be quietly struggling with disconnection? What small change could I make this week to foster genuine connection?
When HR professionals and leaders build real relationships, they unlock resilience. When they create belonging, they fuel adaptability. And when they name and address loneliness, they lay the foundation for a workplace where people don’t just survive — they thrive.
Let’s lead with intention. Let’s lead with empathy. And let’s lead in a way that reminds every employee that they are not alone.
ABOUT THE AUTHOR: Beverly Beuermann-King, CSP, is a Corporate Culture and Mental Health Expert with Work Smart Live Smart and R ‘n’ B Consulting Corp. Contact Beverly about hosting a mental health workshop for your leaders on how to prevent burnout in the workplace. Discover what is supportive leadership and how to build resilience. Beverly can be reached at 705-786-0437 or info@WorkSmartLiveSmart.com.
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NOT GUILTY BUT STILL OFFSIDE?
Off-duty misconduct and ongoing employment
By Jeff Palamar
This past July, an Ontario court found five members of Canada's 2018 world junior hockey team not guilty of sexual assault.
Being declared not guilty of a crime is, of course, not the same as being declared innocent of misconduct.
The NHL has described what happened as “disturbing” and “unacceptable.” It stated, “We will be reviewing and considering the judge's findings. While we conduct that analysis and determine next steps, the players charged in this case are ineligible to play in the league.”
The National Hockey League Players' Association (NHLPA), the union representing the players, then issued a statement of its own: “After missing more than a full season of their respective NHL careers, they should now have the opportunity to return to work. The NHL’s declaration that the players are 'ineligible' to play pending its further analysis of the court's findings is inconsistent with the discipline procedures set forth in the CBA. We are addressing this dispute with the league and will have no further comment at this time.”
It is impossible to know what the end result will be, but the standard player's contract and collec-
tive bargaining agreement (CBA) between the NHL and NHLPA contemplate the issues at hand.
The standard player's contract requires a player “to conduct himself on and off the rink according to the highest standards of honesty, morality, fair play and sportsmanship, and to refrain from conduct detrimental to the best interest of the club, the league or professional hockey generally.”
The CBA provides that if, after a hearing, the league commissioner determines a player has been or is guilty of conduct (whether during or outside the playing season) that is detrimental to or against the welfare of the NHL or the game of hockey, he may discipline the player by expelling or suspending the player for a definite or indefinite period; cancelling any standard player's contract the player has with any team; and/or imposing a fine on the player.
The commissioner's decision is subject to independent review, with the question being whether the decision is supported by substantial evidence and not unreasonable, considering the facts and circumstances surrounding the conduct at issue; whether the penalty is proportionate to the gravity of the offence; and the legitimate interests of both the player and the NHL.
The NHL's expectations of behaviour are intentionally stated in quite general language, and so do not offer certainty about what will happen in a case like this.
Some might prefer a hard and fast rule with clear consequences arising from certain misconduct. There is benefit to that level of clarity, but to achieve that would require overcoming at least two major stumbling blocks. First, the NHL would have to undertake the deep dive required to decide what specific type of conduct warrants what specific type of consequence. Second, the NHL would have to ensure all relevant details are fairly taken into account to lead to a fair and reasonable conclusion. This still leaves the challenge of negotiating the final language with the NHLPA.
The practical reality is the creation of such a precise rule is unworkable here, as it normally would be in any workplace.
Accordingly, some workplaces do not even try to set out expectations for behaviour and consequences arising from a breach. Instead, they choose to deal with things on a case by case basis, leaving everything to "common sense" or what is "reasonable" in the context.
This strategy can work and the absence of express policy does not necessarily lead to an "anything goes" workplace. It has long been the law that off-duty misconduct can lead to discipline at work and possibly dismissal for cause. The onus of proof is always on the employer, which must prove the employee's conduct is incompatible with employment because it harms the employer's reputation or product; renders the employee unable to perform their duties satisfactorily; leads to refusal, reluctance or inability of other employees to work with the employee; or makes it difficult for the employer to properly and efficiently manage its operations and direct its workforce.
If the employee has been guilty of a serious breach of the Criminal Code, that in itself may be harmful to the general reputation of the employer and its employees and so be inconsistent with ongoing employment. That said, a criminal conviction is relevant but not determinative. The result depends on the facts and context.
Certain off-duty misconduct is obviously fatal to employment. An example is doing something that causes the permanent loss of a driver's licence when the job fundamentally requires driving and there is no viable workaround.
Other off-duty misconduct could be seen as problematic, such as doing something that
OTHER OFF-DUTY MISCONDUCT COULD BE SEEN AS PROBLEMATIC, SUCH AS DOING SOMETHING THAT UNDERCUTS THE CREDIBILITY OF THE EMPLOYEE.
undercuts the credibility of the employee. If someone works in a position of trust like a grocery store cashier, and they are found to have shoplifted from the neighbouring clothing store while on lunch, this is quite problematic. Contrast that with a co-worker who collects shopping carts for that same grocery store but also shoplifts in that same clothing store. This certainly would not be admirable but would not necessarily lead to the same or even any punishment as was properly imposed on the cashier.
In some workplaces, certain conduct might not be relevant at all while in another workplace with unique requirements, that same conduct could be entirely inconsistent with ongoing employment. As an example, posting personal political opinions on social media would normally be quite irrelevant to the employment of someone working in a grocery store. In contrast, someone working as an on-air news anchor would likely destroy their credibility and ability to perform the required work by posting those same types of opinions.
However, if we adjust the example and the personal political opinions change from something relatively benign to bordering on hate speech, even someone working in a grocery store might properly be taken to task by the employer.
Further, if it is a short-term employee who has consciously chosen to repeatedly breach multiple cautions, that is one thing. It is something quite different to be faced with an employee who has been employed for many years, has no disciplinary record and makes an error on a single occasion when their judgment had been
clouded by exceptional circumstances..
The point of all this is that what is or is not acceptable as off-duty conduct, and what the consequences should be, really depend on the situation.
Employees admittedly are going to do what they do, but giving as clear direction as you can may eliminate at least some poor choices and also provide some guidance as to how to address things if need be.
Creating policy admittedly will be challenging. It necessarily intrudes into personal lives, so care is required to avoid being (or even perceived as being) unfair or oppressive. As different considerations may apply to different types of employees, it may be necessary to offer variations on the theme, all of which should be justifiable and explained. Whether or not unreasonable policy is legally enforceable, it will be a barrier to hiring or retaining quality employees who understandably might prefer a less restrictive workplace.
Any policy that is created needs to be communicated since employees are not mind readers. It also needs to be applied consistently; otherwise, it will not be credible or enforceable. Whatever finally is in place will have to be updated and evolve to meet changing considerations. What may have been fatal to ongoing employment 50 or even five years ago may be considered differently today.
Good policies will not be found ready to go on the Internet and will not easily be produced through artificial intelligence. Instead, investing the time and money to do the job properly is encouraged and a benefit over the long haul.
This article is for informational purposes only and not legal advice.
ABOUT THE AUTHOR: Jeff Palamar is Leader of the Labour and Employment Law Practice Group at the Winnipeg law firm Taylor McCaffrey LLP. Since 2008, Jeff has been listed in the peer-selected Best Lawyers in Canada in his field. He spends most of his time as an arbitrator and mediator, but also helps clients thrive by finding creative and proactive solutions to the challenges they face. Taylor McCaffrey is the exclusive Manitoba member of the Employment Law Alliance, the world's largest network of labour and employment lawyers.
CURIOSITY: A SUPERPOWER WE’RE LOSING
By Wendy Loewen
Curiosity isn’t just a skill — it’s a superpower. It makes us smarter, primes us for future learning and even enhances our memory. But here’s the troubling part: we’re losing it.
As children, we bombard the world with ‘why’ questions but somewhere along the way, curiosity fades. This isn’t just true for some of us — it’s universal. Like losing our baby teeth or finding our first grey hairs, the decline of curiosity is a reality for everyone.
Why does this happen?
There isn’t one straightforward answer; several factors contribute to this decline. Schools often reward answers over questions. The pressure and pace of life push us to ‘get things done’ rather than pause and wonder. And so, slowly but surely, curiosity gets squeezed out.
THE IMPACT OF LOST CURIOSITY IN THE WORKPLACE
When we enter the workforce, the message to ‘get things done’ is reinforced. Productivity is often valued over thoughtful questioning. We become so focused on executing tasks that we rarely pause to ask why we do things the way we do or how we might improve.
This discomfort with curiosity is exacerbated when leaders perceive questions as a threat. Employees may hesitate to challenge the status quo or propose new ideas, fearing they will be seen as disruptive rather than innovative. Without curiosity, workplaces become stagnant. Engagement drops, collaboration weakens and opportunities for learning and growth diminish.
Studies show that curiosity in the workplace leads to higher engagement, better decision-making and more innovative problem-solving. Yet, despite its benefits, many organizations undervalue curiosity in favour of efficiency. Over time, this mindset leads to rigid thinking, resistance to change and a workplace culture that prioritizes execution over exploration.
The consequences of lost curiosity aren’t confined to office walls. When we stop asking questions in one area of life, we’re more likely to stop in others, limiting our ability to engage meaningfully in the world around us.
BEYOND THE WORKPLACE: A MORE JUST AND EQUITABLE SOCIETY
Curiosity isn’t just about personal growth or fostering dynamic workplaces — it’s also essential for creating a more just and equitable society.
Curious people are more patient, more willing to listen and more open to ideas that challenge their own. Imagine the impact of a world where we approached others' opinions with curiosity instead of judgment.
Could curiosity be the antidote to our increasingly polarized world?
Cultivating curiosity isn’t a passive process. It’s like a muscle that requires regular exercise. It’s about recognizing not only that we have blind spots but that they’re bigger than we think.
This brings us to an important question: How do we practically build curiosity in our lives?
REBUILDING CURIOSITY STARTS WITH HUMILITY
So, how do we bring curiosity back?
Psychologist George Loewenstein described curiosity as the gap between what we know and what we want to know. But here’s the catch: We have to admit that a gap exists. And that takes humility.
Our culture prizes confidence. Confident people are promoted, admired and trusted. But perhaps it’s time to rethink what it means to be trustworthy. Just because someone is an
expert in one domain does not make them an authority in another. I don’t go to my doctor for renovation advice, yet we often assume expertise in one field implies competence in unrelated areas.
Many of the smartest people I know are humble, embracing the idea that ‘the more you know, the less you realize you know.’ True intelligence isn’t marked by unwavering certainty but by a willingness to explore, to question and to reconsider. In contrast, those who claim to have all the answers often lack the curiosity that drives real learning.
Shouldn’t we place our trust in those who are not just knowledgeable, but also open? Who acknowledge the limits of their understanding and embrace what they don’t yet know?
THE CALL TO ACTION
If we want to live fuller lives, nurture better relationships and heal divides, we must reclaim curiosity. Start small: Ask ‘why’ more often, seek out perspectives that challenge your own and approach each day with the mindset that the world still has more to teach you.
But, most importantly, embrace humility. Know that you have blind spots and be willing to admit when you’re wrong. It’s not a weakness — it’s a strength that paves the way for deeper understanding and connection.
Curiosity is a superpower we can all reclaim. When we embrace it with humility, we unlock deeper understanding, stronger relationships and new possibilities — not just for ourselves but for the world around us.
ABOUT THE AUTHOR: Wendy Loewen is the Managing Director of ACHIEVE Centre for Leadership. In this role, she provides leadership in managing ACHIEVE staff and trainers and developing workshop materials. She has worked with ACHIEVE since the beginning, first as a Trainer and Curriculum Development Specialist, then as Director of Training. Wendy is the former Vice-President of the Alternative Dispute Resolution Institute of Manitoba. She is also a former teacher and director of a health and social services program. She has a master’s degree in conflict analysis and management, and bachelor’s degrees in both psychology and education. Wendy believes learning is a dynamic and lifelong endeavour, and with commitment and guidance, the process should be enjoyable and motivating. She is co-author of The Culture Question and Don’t Blame the Lettuce, and is the author of many of ACHIEVE’S workshops, including performance management, respectful workplace and assertive communication.
CPHR MANITOBA CONGRATULATES OUR NEWEST CPHRS!
Oluwakemi Ajeigbe
Oluwaseun Akintayo
Olukayode Amona
Jennifer Anhalt
Janice Bajan
Frances Cabildo
Trisha Chikousky
Tiffany Curry
Marina Daly
Ogochukwu Eze
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Iglima Guled
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Tina Hamzic
Clarissa Harder
Anuoluwapo Idowu
Maddison Kowalczuk
Nataliia Magola
Bhavisha Mehta
Salomi Mohanraj
Tanjit Nagra
Jason Neifield
Bukola Sarah Oladeji
Itohan Christine Onyegbule
Oyinlola Osinubi
Isi. Anthonia Oyebadejo
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Jessie Robinson
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Taryn Saxberg
Taylor Schatkowsky
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Ankita Sundriyal
CPHR MANITOBA CONGRATULATES OUR NEW CPHR CANDIDATES!
Maria Aquino
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Nga Yee Rita Wong
MOVERS & SHAKERS
Léah Hurrell is the new Human Resources and Payroll Assistant at RS Distribution Services Ltd.
Anuoluwapo Idowu is the new Employee Experience Manager at YMCA Brandon.
Itohan Christine Onyegbule is the new Human Resources Coordinator at Roots Youth Care.
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