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.



Strong Internal Controls Make Good Business Sense

By Jessica Jaithoo • October 16, 2025
Internal controls are not just a box on a checklist; they are a trust-building tool. When HR leads with transparency, integrity, and strong processes, it sends the message that the organization values trust and accountability. Internal controls can also protect against errors, fraud, and damage to its reputation. Internal controls support fair hiring, secure data management, and consistent documentation, helping HR stay aligned with laws, privacy standards, and compliance expectations. What are internal controls? Internal controls are an organization’s procedures, policies, and processes. They ensure: Compliance with laws, regulations, and policy Accuracy in reporting Overall efficiency and transparency in operations Internal controls include setting out approval authority, role-based system access, audit trails, and segregation of duties. Once your controls are in place, continuous monitoring them further reduce risk by identifying issues early and providing timely feedback on areas where additional training may be needed. Examples of HR internal controls and why an accountant might consider them important Hiring Background checks ensure individuals hired to handle sensitive data don’t have histories of financial misconduct Signed employment agreements support key inputs into the payroll process and can serve as audit documentation Approval workflow for hiring decisions help prevent unauthorized payroll expense s Payroll Segregation of duties between the person hiring and the person setting up payroll can prevent conflicts of interest and fraud Reconciliations of payroll reports with HR records help ensure records match the source data, which supports accurate financial reporting Compensation An assignment of authority for employee events (e.g., salary change, promotions) ensures changes are authorized and reduces the risk of unauthorized payments Supervisor approval on timecards ensures information sent to payroll is accurate Employee records Secure employee records ensure payroll, benefits, and compensation figures used in financial reporting are reliable and safe Tracking changes made to records provides a trail for internal and external auditors Policy and compliance Key company policies requiring an employee’s signature can mitigate financial risks and ensure employees are expected to be aware of an organization’s policies A whistleblower policy provides a mechanism to uncover fraud or misappropriation of an organization’s assets Access and data controls Role-based access to systems limits access to financial systems and reduces the risk of data manipulation Monitoring controls Exception reporting (e.g., duplicate payments) supports quick identification of errors and accuracy of financial reporting Internal HR audits help ensure HR-related financial activities have proper controls and the controls are working as designed By having an HR department that designs and implements internal controls, you are creating a stable system of checks and balances, minimizing risk in more ways than you might expect! About the author: Kristy Mielke CPA, CA fosters the professional growth of Alberta’s 32,000 Chartered Professional Accountants (CPAs) as the Director of Professional Development and Learning at CPA Alberta. She has previously worked in public practice and internal audit, and in addition to being a CPA, she is a Certified Internal Auditor and Certified Fraud Examiner.

An Update from your Board of Directors – September 2025

By Jessica Jaithoo • October 7, 2025
As the governing voice of CPHR Alberta, the Board of Directors meet quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on September 22, 2025, and the Board’s key messages are as follows: 2026 – 2028 Strategic Plan The Board unanimously approved CPHR Alberta’s new 2026 – 2028 Strategic Plan, which includes a refreshed organizational vision and mission. This forward-looking plan focuses on: Enhancing member value Promoting self-regulation Elevating the visibility of the CPHR designation Fostering a future-ready HR community Implementation begins immediately, with further details to be shared in the coming months. Stay tuned, our new Strategic Plan will be released this fall via email! Board Recruitment The Board has initiated preparations for the 2026 elections. We will once again be seeking CPHR, Retired CPHR, and public members. Additional details will be available in November. CPHR Canada and Collaboration Across Provinces The Board welcomed Philippe de Villers, Chair of CPHR Canada, who presented the national organization’s new strategic plan and the strong collaboration across provinces. Further updates will follow after CPHR Canada’s December Board meeting. You can view the CPHR Canada Strategic Plan here. Financial Management The Board reported that CPHR Alberta remains on track for a balanced 2025 budget, with no current financial risks identified. Engagement Board members will be attending our holiday mingles across the province starting in November. We invite you to join us in celebrating another successful year as a growing HR community. Visit the CPHR Alberta events page and watch your inbox, registration opens soon!  The next Board meeting takes place in November 2025, after which we will again share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!

Supporting Employee Well-Being: How HR Plays a Role in World Mental Health Day

By Jessica Jaithoo • October 7, 2025
Each year on October 10th we commemorate World Mental Health day. A day dedicated to raising awareness, minimize stigma, and promote meaningful connections and conversations about mental well-being. In the modern fast-paced and high-pressured working world, mental health support comes as a crucial element beyond a wellness initiative. It helps to build a more resilient, compassionate, and productive workplace. For HR professionals this day is an important reminder in the role we play in creating a culture that prioritizes empathy, balance, and care. When employees are mentally supported, they are more engaged, collaborative, and better equipped to excel in their roles. Why Mental Well-Being Matters Mental health can affect anyone, regardless of position, age, industry, or experience. The World Health Organization (WHO) reported that in 2019, 970 million people globally battled mental health issues. Anxiety and depression being the most common disorders. The economic costs become substantial, with loss in productivity outstripping direct cost of care. Beyond numbers, the impact can ripple through teams and affect morale. Stress, burnout, and disengagement have real, impactful consequences. Acknowledging mental health and proactively making efforts to take care of employees strengthens companies as a whole. How Can Employers Support Employee Mental Health? While there is no “cookie cutter” formula to promote mental wellness – creating an environment where employees feel seen, heard, and supported is key. Here are a few actions HR can implement to make an impact: Foster Open Conversations Break the silence. Openly encouraging judgement-free conversations around mental health can reduce the stigma around the topic. Practicing empathy and sharing personal experiences can encourage others to also discuss their own experiences and current challenges. Access to Mental Health Resources Ensure employees know where they can turn to for help. Having an Employee Assistance Program (EAP) with access to counseling, therapy, or mental-health hotlines and online support tools can increase awareness and better access to resources that can help employees whom are struggling with their mental health. HR can also work with benefits providers to increase coverage for mental health services or host workshops that focus on stress management and mindfulness as well as recognizing signs of burnout or emotional distress. Creating an environment within the workplace that promotes these habits also is important. Having quiet spaces to decompress, offering mental health days, or acknowledging small employee achievements can go a long way. Work-Life Balance Having a balance between work and personal life is key in maintaining mental health. Encourage employees to set realistic goals and expectations, honour their time off, and model such balanced behaviour themselves. Flexible work schedules, options to work remotely, regular check-ins, and encouraging boundaries can help employees better manage their workload and reduce burnout. Celebrating World Mental Health Day in the workplace  World Mental Health Day is a great opportunity to remind and emphasize an organization’s commitment to well-being. Here are a few ways HR can promote and celebrate the day: Host a wellness workshop: Invite a speaker or mental-health professional to talk about coping strategies or tools for mindfulness Coffee & Connection: Have an informal meeting where employees can share their own ways to de-stress and support one another Share Resources: Share educational material or mental health tips through internal communication channels Closing Thoughts Mental health shouldn’t just be a one-day topic. It’s a constant year-round commitment to help take care of ourselves. On this World Mental Health Day, we should reflect on how to make our own workplaces safer, fostering compassionate and stigma-free spaces for everyone. As HR professionals we are in a key role to lead this change. We can advocate for open dialogue, sharing helpful resources, and nurturing an inclusive culture that values well-being just as much as performance. By working together, united we can create safer workplaces where employees can thrive both professionally and personally. When people feel supported, everyone benefits. Resources: https://www.who.int/health-topics/mental-health#tab=tab_2 About the Author: Rheya is a volunteer with the CPHR Alberta Social Media Committee, a young professional passionate about HR and creativity. With a Diploma and Bachelor's in Business Administration from SAIT, Rheya brings experience in project management, SEO, and social media. When not working, Rheya enjoys crocheting, writing a first novel, and binge-watching Harry Potter movies.
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