Creating Safe Workplaces for Transgender and Gender-Diverse People

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Jun 2022
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A person is holding a sign that says hello my pronouns are

Author: Jenna Wenkoff

I specifically wanted to write about transgender (trans for short) and gender-diverse people for pride month because the validity of their existence seems to be a hot topic for debate recently. Unfortunately, this has resulted in a large percentage of workplaces being unsafe for trans and gender-diverse people. The Survey of Safety in Public Places found that 22.5% of cisgender people and 69.4% of transgender people have experienced inappropriate behaviours in the workplace in the past 12 months such as unwanted physical contact and comments that they are not behaving like their gender. While this number is still higher than it should be for cisgender people, it is clearly significantly higher for trans people.

I wanted to get a better understanding of how we can fight this stigma and create safer workplaces for trans people, so I met with Haley Wray (she/they) from the Skipping Stone Foundation. The Skipping Stone Foundation supports trans and gender-diverse people by offering things like gender-inclusive swimming sessions and group consult sessions from mental health providers. They even train businesses on how to create safe spaces for trans and gender-diverse people.

A heart shaped sticker that says skipping stone empower support love.

What Does Transgender and Gender-Diverse Mean?

I started by asking Haley to define trans and gender-diverse.

“Gender-diversity is the existence of diversity outside of what our culture tells us is the norm. Somebody at birth is determined to be either male or female and from that, there are expectations, rules and boundaries around what that means as far as colours, clothes or what they might be inclined to like or enjoy in work. At birth in our culture across the board, everybody is assumed to be straight, heterosexual or cisgender. That they are gonna be completely ok with the gender they have been assigned at birth.”

The important distinction here is the difference between sex and gender. Sex refers to biological characteristics whereas gender refers to cultural characteristics which can be related to the concepts of male and female. Sex pertains to one’s biology whereas gender pertains to one’s identity. Transgender/gender-diverse means your gender identity does not align with your biological sex, and/or any expectations/cultural norms associated with your biological sex, while cisgender on the other hand means your gender identity does align with your biological sex, and that you are mostly/all comfortable with how you are allowed to express, & identify.

Are Workplaces Safe for Trans People?

I asked Haley if they have experienced any challenges in their advocacy due to the stigma surrounding trans people.

“I would venture to say unless an organization, team or business professional is actually explicitly looking into shifting on policy, this exists everywhere and it’s safer for anybody in the community to assume that the risk for coming out is actually still quite high, especially in Alberta.”

This broke my heart. There’s truly no excuse that most organizations in Alberta are potentially unsafe for trans people. Thankfully The Skipping Stone Foundation offers something to help combat this.

“Skipping Stone has something called the Trans Affirming Network , and it’s a group of businesses and professionals who have taken training with us and they are committing to 10 steps to create inclusive spaces for transgender and gender-diverse people.”

These 10 steps include:

  1. Being explicitly welcoming by openly displaying your support for trans and gender-diverse people.
  2. Not making gender assumptions based on how someone looks, sounds or speaks.
  3. Asking for and using pronouns.
  4. Using gender-neutral language such as avoiding phrases like “guys” or “ladies”.
  5. Including non-binary folks by using inclusive language and gender-neutral pricing, forms and product sections.
  6. Creating inclusive facilities such as washrooms or fitting rooms.
  7. Putting people’s needs before their identities by not expecting trans people to take on all the emotional labour of educating us about them.
  8. Holding dead names sacred by cherishing their privacy.
  9. Acknowledging and growing from mistakes by apologizing and correcting our behaviour.
  10. Keep learning by acknowledging that these 10 steps are ever-changing.

How to Improve Gender and Sexual Diversity Training Sessions

I asked Haley if there are any improvements that can be made to gender and sexual diversity training sessions. I wonder how well they work considering that most workplaces still aren’t safe for trans people. Haley reminded me that gender and sexual identity don’t overlap.

“Gender identity, sexual orientation and individual expression are actually three completely unique areas that often don’t overlap. Sometimes it might look like they do, but those are three unique spaces. A lot of work around LGBTQIA+ training and awareness has really centred around the orientation factor so people seem to be a lot more comfortable around who somebody is or isn’t attracted to. But a lot of different work has to be done to create spaces where people can identify genuinely as who they are.”

Haley and I both agreed that it might be better to host diversity sessions that focus on one of these topics at a time or even to start just by talking about gender.

“In our culture, I feel like we don’t talk about gender. We don’t discuss if someone feels comfortable having been assigned values and expectations around being a man or a woman based on parts. Just talking about gender is often the starting point.”

It’s also important that we remember to include non-binary people in these discussions.

“When we think of transgender sometimes we still think of that as a binary, but there is this beautiful space where people don’t necessarily fit into any of those spaces explicitly and sometimes there is a lot of fluidity.”

How to Support People Who Are Currently Transitioning in the Workplace

Here are Haley’s tips on how you can support a coworker who is currently transitioning or who recently came out as trans:

  • Ask them on an individual level what they need for support, but never out the person, let the person have some agency.
  • If it’s an option, have a 1 on 1 conversation with them.
  • Offer to run an education or information session. Ask them if they would like a speaker to come in and if they have resources that they like.
  • Make sure you are using the correct names and pronouns.
  • If there is a cohort that isn’t safe for them to work around, consider a desk change or re-scheduling shifts.

Again, a great place to start is by discussing gender and challenging why gender diversity makes some people uncomfortable.

“Paying attention to where there is discomfort and really taking that step back to look and be like is this discomfort legitimate? Is there a risk? Is there a threat? Because that’s kind of the discourse around gender diversity and if you pause for a moment, I have yet to find out where this threat is. Like, what is the threat? Usually, in all of our spaces, the more authentic we get to be, the more at ease we are, the more creative we can be, the more focused on work we are and the more energy we have. We sleep better, we communicate better and we tend to thrive. So, I’m not sure where the hesitation, threat and fear come from.”

 

About the author: Jenna Wenkoff is the Communications Assistant at CPHR Alberta. With a background in philosophy and communications, she loves asking 'why' and always tries to incorporate DEIB into her communications. She has experience with the Canadian Celiac Association, environmental non-profits, and is excited to learn more about the intersection of communications and human resources.

 

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.



Beyond the Boardroom: Why Motherhood is Your Greatest Leadership Asset

By Jessica Jaithoo • May 5, 2026
Author: Nidhi Gandhi , 2026 Social Media Committee Volunteer Motherhood is often described as the world’s most demanding job, yet it rarely comes with a job description, a performance review, or a manual. It is a profound and often relentless act of stewardship that asks us to be an anchor, a strategist, and a source of support, sometimes all at once. For modern HR executives, this reality carries added complexity. Our professional lives are spent navigating organizational health, talent development, and culture. We shape workplace policies, advocate for employee well‑being, and bring the people perspective to the leadership table. When we step into the dual role of executive and mother, we aren’t simply balancing two lives; we are bringing together two complementary skill sets. As Deni Ruiz, Executive Director of People and Culture at Keyano College, explains: “In my role, I balance strategy with humanity, supporting leaders and employees, navigating change and complexity, and making tough decisions when needed. I am supported by an amazing team of professionals who care deeply for our colleagues, the College, and the community.” Being both an executive and a mother means showing up focused in the boardroom while also being a safe harbor at home. It requires constant recalibration and a willingness to redefine what success looks like at different stages of life. It also reinforces an important truth: empathy is not just a personal quality, it is a leadership asset. When we asked Deni how she transitions from mom mode to executive mode, she shared: “It’s less of a flip of a switch and more of a recalibration. I go from solving activities, snack logistics, and figuring out the root cause of meltdowns, to solving organizational challenges and understanding what motivates and engages people in the workplace. But at the core, both roles are about supporting people and making good, informed decisions, just at different complexity levels. A deep breath, a chai latte, and I’m in an executive mode. What I find a bit more challenging is transitioning back to ‘mom mode’ at the end of a long, busy day.” In this conversation, we look beyond titles to discuss the realities of nurturing a high‑level career while raising the next generation. Whether you are climbing the ladder, building a team, or navigating your own career path, this dialogue offers both reflection and reassurance that your path can evolve, and that is okay. How has motherhood shaped your approach to HR policies? Does it change how you view things like flexible work, benefits, or performance management? Motherhood has deepened my understanding of how policies land in real life. It’s made me more attuned to what employees are balancing outside of work, including growing demands related to child care, elder care, and mental health. That perspective has strengthened my support for flexible and inclusive workplaces, not as perks, but as tools for retention, productivity, and respect. Being a mom hasn’t lowered performance expectations; it has clarified how we enable people to meet them by recognizing the realities that shape today’s workforce and equipping leaders to respond thoughtfully. What is the most rewarding “full circle” moment you’ve had where your professional role and motherhood intersected? There are moments when I’m coaching my kids on family values, goal setting, or how to navigate conflict with their sibling, and other moments when I’m coaching leaders through difficult workplace conversations or career development decisions. I’ve realized I draw on the same patience, clarity, and empathy in both settings. Seeing those conversations handled well, and knowing they positively affect someone’s experience at work, feels like a true intersection of both roles. Just as each child is different, even within the same family, employees experience work differently. Understanding those realities helps build alignment and trust. What advice would you give to a mid ‑ career HR professional who is hesitant to pursue an executive role because they fear it will compromise their family life? It’s a valid concern. Executive roles come with more responsibility and mental load, but they also offer greater autonomy to shape how and when you work. The key is being intentional. Be clear on your non‑negotiables, choose organizations whose values align with yours, and remember that strong leadership includes modeling sustainable ways of working, not constant availability. If you could give a Mother’s Day gift to working moms, aside from a day off, what would it be? I’d give them the freedom to be genuine and true flexibility, the kind that is trusted, consistent, and free from career trade‑offs. When people don’t have to choose between being present at home and being seen as committed at work, that’s where working moms can truly thrive. The idea of perfect work‑life balance is overrated. Priorities shift over time, and only you and your family know what the right combination looks like in any given season. Deni’s journey reminds us that senior leadership and motherhood are not competing forces to be managed, but complementary roles that strengthen one another. The empathy cultivated at home makes us better leaders, just as strategic thinking at work helps us build stronger foundations for our families. As we celebrate Mother’s Day, let this conversation prompt reflection. You do not have to choose between being a successful professional and a present, nurturing parent. You can be both, and you can lead through both.

World Day for Safety and Health at Work: Why It Matters

By Jessica Jaithoo • April 21, 2026
Author: Taia Northrup , 2026 Social Media Committee Volunteer Building Safer Workplaces Every April 28th, World Day for Safety and Health at Work serves as an important reminder that workplace safety isn’t just a policy, it is a commitment to people. While procedures, protocols, and compliance requirements are essential, the true foundation of a safe workplace lies in a culture where employees feel valued, heard, and protected. In today’s evolving environment, safety goes beyond hard hats and hazard signs. It includes psychological safety, inclusive practices, and the ability for employees to speak up without fear. As organizations continue to adapt in a tech driven world, the role of Human Resources in shaping and sustaining this culture has never been more critical. Traditionally, workplace safety has been associated with physical risk prevention. While this is still vital, modern organizations are expanding their focus to include mental health, preventing burnout, and overall well-being. Which Leads to the Culture of Psychological Safety A truly safe workplace is one where employees feel comfortable sharing ideas, raising concerns, and admitting mistakes without fear. Psychological safety is essential for innovation, collaboration, and overall organizational success. Safety doesn’t always require large scale initiatives… Often it is small, consistent actions that make the biggest difference, these include: Checking in with employees regularly Offering training and refreshers Celebrating safe practices and milestones Creating opportunities for feedback As we recognize World Day for Safety and Health at Work, it is an opportunity to reflect on how we can continue to build safer, healthier workplaces. By prioritizing both physical and psychological well-being, organizations can create environments where employees thrive. At its core, safety is about people. When we lead with empathy, listen with intention, and act with purpose, we don’t just meet safety standards, we exceed them!

Where HR Leadership Meets National Impact: Chairperson Opportunity at the Canadian Race Relations Foundation

April 21, 2026
Chartered Professionals in Human Resources (CPHRs) bring a unique and deeply relevant skill set to senior governance roles—particularly those focused on equity, inclusion, and systemic change. With expertise in ethical leadership, organizational governance, people systems, and inclusive decision‑making, CPHR professionals are well positioned to contribute at the highest levels of public service. The Government of Canada is currently seeking applications for the role of Chairperson of the Canadian Race Relations Foundation (CRRF) Board of Directors, a Governor in Council appointment that offers an opportunity to shape national conversations on race relations and advance meaningful change across Canada.
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