Balancing Act: Navigating Mental Health in the Workplace
Author : Wood Buffalo Chapter Committee
As we come to the end of May, mental health awareness month, we still have far to go in breaking the stigma of mental health and taking steps to solve the growing anxiety and depression crisis. In a 2023 national poll by Mental Health Research Canada, we are facing the worst self-rated mental health indicators since the end of the pandemic, with more than one in ten Canadians reporting self-rated high anxiety or depression. The rise in self-rated depression was most prominent in Alberta and Ontario 1
.
According to Statistics Canada, 18% of the Canadian population suffers from an anxiety, mood related, or substance use disorder 2
but if we look left and right in our social circles, we can imagine that this number is so much higher due to individuals that don't feel safe or comfortable to acknowledge the part that mental health may play in their everyday struggles.
So many of our waking hours are spent at work, and though it’s not the only contributing factor, the culture of our workplaces can have a large impact on our mental health. According to the Mental Health Commission of Canada, 70 per cent of Canadian employees are concerned about the psychological health and safety of their workplace, and 14 per cent don’t think theirs is healthy or safe at all 3
. Some of the ways that employers can respond is by creating normalcy in talking about mental health, and taking action to address bullying, harassment, poor leadership, or toxic work environments.
Many employers are doing the right thing to offer more mental health resources in benefits plans. The greater the personal cost to employees, the less likely those employees will engage in mental health self-care. Instead, team members will often defer self-care and end up falling ill or having too difficult of a time managing their attendance. According to the Mental Health Commission of Canada, In 2011, mental health problems and illnesses among working adults in Canada cost employers more than $6 billion in lost productivity from absenteeism, presenteeism and turnover 3
. The total cost from mental health problems to the Canadian economy exceeds $50 billion annually 3
.
There are a lot of things that can be done to help, but the question is whether employers are prepared to make these changes for the sake of the employees who create the success of their company. If that doesn’t compel employers, then at the very least recognizing the short-term cost of supporting the mental health of employees will result in long-term financial gains by reducing turnover and absenteeism.
This article was written by the Wood Buffalo Chapter Committee of CPHR Alberta which is currently experiencing higher levels of stress due to Fort McMurray Wood Buffalo Wildfires and evacuation activities. For any HR professionals and leaders working in active wildfire communities this summer, we encourage you to do what you can to show empathy to your employees who make decisions based on their mental health instead of the company’s best interests. We need to have allowances for these at times.
1 “National Polling Initiative.” Mental Health Research Canada, www.mhrc.ca/national-polling. Accessed 16 May 2024.
2 “Using Data from the 2022 Mental Health and Access to Care Survey, This Infographic Presents the Prevalence of Selected Mood, Anxiety, and Substance Use Disorders. Results Are Compared with the Results of the 2002 and 2012 Cycles of the Canadian Community Health Survey - Mental Health. the Infographic Also Looks at Unmet Mental Health Care Needs of Those Who Met Diagnostic Criteria for a Mood, Anxiety, or Substance Use Disorder.” Government of Canada, Statistics Canada, Government of Canada, Statistics Canada, 22 Sept. 2023, www150.statcan.gc.ca/n1/pub/11-627-m/11-627-m2023053-eng.htm.
3 “Workplace Mental Health.” Mental Health Commission of Canada, 21 June 2023, mentalhealthcommission.ca/what-we-do/workplace/.
The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.
The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.
Author: Ada Tai, MBA, CPHR, SHRM-SCP After publishing “ A Strategic Guide to Organization Restructuring, Part 1 ,” I heard a consistent follow-up question from leaders: “How do you actually re-design an organizational structure so it aligns with strategy, future needs, and the realities of the day-to-day operations?” In this post, I will take you behind the scenes of a recent restructuring project our firm completed and walk you through the steps for designing a structure that works not just today, but also for the next 3 - 5 years. Step One: Understand the Organization Restructuring is not a mechanical exercise. Before anyone touches boxes on an org. chart, leaders must understand the full context of the organization: its challenges, aspirations, constraints, and people. Recently, our team worked with a large public-sector entity that hadn’t reviewed its structure in more than a decade. Over time, several issues had emerged: Long-standing role ambiguity and workflow friction Significant retention and succession challenges A rapidly growing industry and expanding service demands A CEO overwhelmed with too many direct reports Insufficient leadership depth in the layer immediately below the CEO The mandate was clear: Design a structure that could carry the organization for the next 3–5 years. Before jumping in, we partnered with the executive team to answer a set of foundational questions: Why is a new structure needed now? What pressures, risks, or opportunities are driving the change? What is the organization trying to achieve long-term? We reviewed vision, mission, values, strategic priorities, and expected growth. How is the organization currently designed? We examined complexity, formality, decision flows, span of control, talent mix, communication channels, policies, and people challenges. What work must happen to deliver services successfully? We mapped critical processes and clarified who is responsible for what work today and tomorrow. What resources and budget constraints shape the options? We did a reality check. Answering these questions transforms guesswork into a strategic foundation. Step Two: Plan for the Structure Review Once aligned on objectives and constraints, we co-created a plan for the whole structure review. 1. A small project team was assembled within the organization. This was a group of leaders/champions who would serve as our partners, sounding board, and communication anchors throughout the process. 2. To design a structure that reflects reality rather than assumptions, we needed both qualitative and quantitative insights. Together with the project team, we developed a data-collection plan that included: On-site tours to understand operations and workflow in context In-person interviews with employees across departments, tenure levels, roles, and demographic groups Review of organizational documents , including strategy, service data, operational metrics, etc. 3. We also conducted external research to understand the demand for the organization’s services, the competitive landscape, and industry benchmarks. The goal was to build a complete, nuanced picture of how work actually gets done. Step Three: Design the Structure Over the next several weeks, we conducted interviews with 80% of the head office staff and 60% of the frontline workforce. One important message we emphasized to every group is: “This review is not a performance assessment, nor an attempt to eliminate jobs. It is about building a structure that sets everyone up for success.” Gradually, as we gained insights, a clear picture emerged of what the future structure could and should be. We facilitated a series of structural design sessions with the project team. These sessions were collaborative, candid, and grounded in both data and lived experience. Together, we co-created: A transition structure for the upcoming year — providing stability while preparing for change. A future-state, growth-oriented structure designed for the next 3 – 5 years — with more substantial leadership depth, transparent accountability, and defined pathways for talent development and succession. The result was not just an org. chart. It was a blueprint for how the organization would operate, make decisions, support employees, and deliver services at a higher level. Step Four: Support the People Side of Change Even the best-designed structure can fall apart without thoughtful implementation. Once the project team felt confident in the proposed structures, the next steps were: Securing Board approval Preparing a comprehensive communication plan Engaging employees with clarity, empathy, and transparency We had the privilege of presenting the new design and its rationale to the Board. After approval, we supported the organization as it rolled out the change to staff, ensuring leaders were prepared to answer questions, set expectations, and guide their teams through the transition. Structure isn’t just architecture; it impacts morale, trust, and people’s sense of security. The human side must be handled with the same care as the technical side. Final Thoughts Restructuring is a strategic redesign of how an organization works, leads, and delivers value. A thoughtful structure review requires three things: Deep understanding of the organization’s reality Collaborative design grounded in data Careful implementation that supports people When these pieces come together, restructuring becomes more than a response to pressure. It is an opportunity to strengthen leadership capacity, improve clarity and accountability, and position the organization for sustainable growth. Check out my previous blog: “ A Strategic Guide to Organization Restructuring, Part 1 ”
Alberta’s labour market is dynamic, and HR professionals need timely insights and practical tools to make informed decisions. To help you navigate hiring trends, funding opportunities, and compliance requirements, here are three key resources you should know about: 1. Labour Market Information Bulletin The Regional Employer Supports Bulletin provides a snapshot of Alberta’s labour market, including: Employment Trends: September saw a 1.7% increase in employment , reversing previous declines. Unemployment Rate: Currently at 7.8% , slightly above the national average. Wage Updates: Average weekly wages rose to $1,433.62 . Upcoming Webinars: Topics include hiring foreign workers, employment standards, and psychological health and safety. Explore Labour Market Notes 2. Hiring Demand Bulletin The September Hiring Demand Bulletin offers detailed insights into job postings and hiring patterns: Job Postings: Over 30,500 new openings in September, with Calgary and Edmonton leading the way. Top Occupations: Retail salespersons, cooks, registered nurses, and material handlers. Sector Trends: Sales and service roles dominate (31%), followed by trades and transport. Regional Highlights: Calgary posted 11,004 openings , Edmonton 10,032 . View full hiring demand details 3. Employer Resources Guide Looking for ways to attract, train, and retain talent ? The Employer Resources Guide is packed with programs and funding opportunities: Grants & Funding: Canada-Alberta Productivity Grant – supports training to boost productivity. Workforce Strategies Grant – funds innovative workforce development solutions. Industry-Specific Programs: Food Futures Program – wage subsidies for food industry placements. ECO Canada – training and wage subsidies for environmental jobs. Youth & Apprenticeship Incentives: CAREERS Internship Programs – up to $7,500 for hiring youth. Student Work Placement Program – funding for co-op and internship positions. Recruitment Tools: Job Bank – free job posting platform. Agriculture Job Connector – match workers with agri-food employers. Access the full Employer Resources Guide Why These Resources Matter Together, these tools help HR professionals: Plan strategically with accurate labour market data. Fill critical roles by understanding hiring trends. Leverage funding to reduce recruitment and training costs. Stay compliant with employment standards and best practices. Take Action Today: Register for upcoming webinars on employment standards and workforce programs. Connect with a Workforce Consultant for tailored advice. Bookmark these resources to keep your HR strategies future-ready.
Author: Jennifer Muellers, Katy O’Brien-Watson, and Mandy Ingraham (Grande Prairie Chapter Committee) Every October, Alberta celebrates Disability Employment Awareness Month (DEAM) which promotes employment inclusion and increased participation of workers with disabilities in Alberta’s economy. DEAM celebrates the contributions of workers with disabilities and supports employers in practicing inclusive hiring (Government of Alberta, 2025). The Grande Prairie Chapter chose a local story of a girl named Kiesha, who was told after her car accident she would likely never walk again. Kiesha uses her story to inspire and uplift others through her journey of perseverance through public speaking engagements. Kiesha frames her journey not just as healing for herself, but as something that can help and inspire others in similar situations. Her film touches on living and working with disability in a rural setting like Grande Prairie and how accessibility, advocacy, community support and awareness are so important to her success. It shows through her positive outlook she empowers those around her even through her job at Costco. A local business owner speaks on his experience of having Kiesha as a client at his business and how this made him think differently about his business environment to be welcoming and accessible for all within the community. The film Able is a production supported by STORYHIVE and is made available (free on-demand) via TELUS Optik. The Changing World of Work The world of work is always evolving, and it is more accepting of individuals and their unique abilities than ever before, however, each instance of disability and accommodation cannot be given a ‘one size fits all’ mentality. There are many different types of disabilities and health factors that organizations need to be mindful of and accommodate. For example: cognitive and mental health disabilities (learning disabilities, autism spectrum, ADHD, etc.), physical disabilities (colour blindness), and chronic health issues (addiction, diabetes, epilepsy, Ehler Danlos syndrome, lupus). Even temporary conditions, such as pregnancy and menopause need to be accommodated in the workplace. The partnership between Human Resources and Management along with employees and other stakeholders can lead to deeper understanding and appreciation to what individuals are facing day to day. Some key items for the Human Resources Role to consider when Accommodating Employees: Have policies regarding accommodation in the workplace Ensure leaders and employees are walking the walk and talking the talk Train managers on accommodation in the workplace a) This could include Mental Health First Aid, Crisis Interventionist training, Drug and Alcohol Awareness training b) Employer’s Duty to Inquire and Duty to Accommodate Consider Emotional Intelligence training Work with managers and the employee requesting accommodation as per the employer’s Duty to Accommodate and establish an acceptable accommodation Employee Feedback a) Have questions regarding DE&I in the annual employee survey b) Have an open-door policy for employees to make suggestions on how to make the workplace more accessible Work with a local disability organization for assistance on determining if your organization is physically accessible a) is your handicapped parking space large enough? Do you have an automatic door opener? Can someone in a wheelchair reach the automatic door opener? Disability Employment Awareness Month serves as an important reminder that inclusion is not just a celebration—it’s a commitment to equitable workplaces and meaningful participation. Kiesha’s story in Able demonstrates the power of perseverance, the impact of inclusive employment, and the vital role employers play in shaping accessible and supportive environments. Her journey reminds us that when individuals are empowered to bring their full selves to work, everyone benefits—teams grow stronger and perspectives broaden. As HR professionals, we have the responsibility and privilege to lead this change. Through thoughtful policies, continuous training, and genuine engagement with employees, we can remove barriers and foster workplaces where inclusion is lived, not just stated. By prioritizing accessibility, empathy, and flexibility, we create cultures that value every person’s contribution. We can ensure that every employee—regardless of ability—has the resources and support needed to succeed and add meaningful value to Alberta’s workforce.
