Is Employee Engagement a Managerial Competency?
02
Nov 2022
209
Author: Ada Tai, MBA, CPHR, SHRM-SCP
This morning, I attended a Canada-wide compensation trends webinar. An alarming study revealed to those in attendance that more than 37% of employees would jump jobs if an increase of 10% or more in pay in the next 12 months₁. With the rising inflation and the lingering effects of the epidemic, employers are scratching their heads to develop operationally feasible and budget-creative methods to ensure employee retention and engagement. It is no secret that retaining engaged employees is more affordable than hiring new workers. Therefore, fostering employee engagement has become an urgent employer concern.
Employee Engagement, in its simplest form, means employees are doing the work they are supposed to do, which yields evidence of commitment and meaningful, valuable results. The most common engagement drivers we often hear about include:
1. Meaningful and challenging work.
2. Respectful environment and effective managers.
3. Alignment of individual work with the organization’s objectives and values.
4. Ethical and competent leadership.
5. Fair compensation and recognition.
6. Open and two-way communication.
7. Pursuit of individual professional development goals, etc.
Based on this list, it is obvious that managers constitute one of the most critical factors that can either contribute to or crush employees’ engagement: the interactions between managers and employees and the behaviors that managers exhibit significantly impact the workers. Therefore, there has been a discernible trend toward demanding managers develop more people-management competencies in recent years.
People-management competencies can vary widely. What are the two fundamental yet critical engagement skills that managers need to possess?
1. Getting to know the team members:
Engagement is an individual concept: how employees feel about their attachment to their organization and how much they are willing to go above and beyond to deliver varies from one person to another. To enhance engagement, managers must spend the time and effort to get to know their staff. Getting to know the team can focus on a few areas:
I. Getting to know the individual’s background
Communicating and getting work done in a virtual environment reduced the connection between team members. Coupled with the fact that many people work multiple jobs to combat the rising cost of living, there is little time people have left to spend with each other. Getting to know team members builds the trust and connection that are much needed. When managers show interest in the team members, employees also feel more included in the work environment. They are more comfortable working with people they know. While getting to know the staff, managers should also allow time for the staff to get to know them and develop mutual trust.
II. Getting to know the individual’s strengths and interests
Knowing team members’ strengths and interests gives managers the requisite knowledge of their workers and how to assign/design jobs that will utilize their strengths and match their interests. Research shows that when employees are explicitly encouraged to use their talent to pursue a goal, individual engagement improves from 9% to 15% 2
.
III. Getting to know the individual’s challenges
The pandemic created and amplified challenges. Few can completely put their personal challenges behind them when they enter the office or log on to a computer to start working. A member of our organization who demonstrated superior performance had shown obvious errors and impatience toward clients. I did not want to make baseless assumptions or lose a great member who needed support. Because of our trusting relationship, I was comfortable inviting him to discuss the issues I observed. Without the need to know all details of his personal challenges, I offered support by adjusting his schedule and workload. In two weeks, this team member gradually showed improvement. After a month, he came to me and said that he had dealt with what he needed to handle and was now ready to go back to the full swing of work again.
2.
Obtaining resources and tailoring support to team members:
Each worker needs their manager in different ways. Some need their manager to be a teacher, some need their manager to be a coach, and others need their manager to be a remover of obstacles. Managers can tailor their support after understanding the team members' backgrounds, strengths, interests and challenges. Furthermore, there are times when the support that workers need is beyond the manager’s capacity. In this case, managers need to use tactics to obtain resources from upper management or stand up for their staff. Employees need emotional support and concrete resources to complete their work, especially if it involves multiple parties.
If you are one of the businesses experiencing declining worker engagement or productivity, you are not in this alone. According to Gallup's State of the Global Workplace report, most employees are not engaged. In 2021, only 20% of employees worldwide and 34% of employees in the U.S. were engaged in their work 3
. Since engagement is an individual connection to the work and the organization, managers play a vital role in their employees’ day-to-day experience. Managers who exhibit the needed engagement competencies are more likely to create a cohesive team environment in which employees thrive.
References:
1. Charity Village. (2022). Introducing the Canadian Nonprofit Sector Salary & Benefits Report: Pandemic Edition (2022) Webinar.
2. Brian J. Brim, E. D. (2022, September 22). How a focus on people's strengths increases their work engagement. Gallup.com. Retrieved October 26, 2022, from https://www.gallup.com/workplace/242096/focus-people-strengths-increases-work-engagement.aspx
3. Royal, K. (2022, April 29). Who's Responsible for Employee Engagement? Gallup.com. Retrieved October 25, 2022, from https://www.gallup.com/workplace/265835/supportive-managers-relieve-job-insecurity-increase-engagement.aspx
I see. I hear. I experience. is a column created by and written by Ada Tai, a chartered member of CPHR Alberta. The column is written in a blog format where Ada and invited co-authors will present their own experiences and interpretations of the world of human resources and its impact on business management. This and the subsequent posts are copyrighted materials by the author(s) and only reflect their personal views, not CPHR Alberta’s.
Author bio: With an MBA Degree, a CPHR, and an SHRM-SCP designation, Ada Tai has been working as an HR professional in a variety of industries for 15 years. Through her consulting firm, Ada and the team provide various strategic and pragmatic management consulting services. Ada’s public speaking skills have enabled her to be regularly invited to speak about HR, people management, career search, and networking topics throughout the province. She is also a well-respected Instructor at the University of Alberta and MacEwan University.
Contact information:
- Website: www.badab101.com
- LinkedIn: adatai or BadaB-Consulting-Inc
- Facebook: @badabconsulting
- YouTube: BadaB Consulting Inc.
BadaB Consulting Inc. provides a wide range of human resources solutions, including Strategic HR and Succession Planning, Organizational Design & Development, Merger & Acquisition Support, Recruitment, Skills Development Training, Compensation Design, Performance Management, Workplace Investigation, Policy Development, etc. Another specialty of BadaB’s services is personal job search and career coaching. The team has effectively helped over 500 people to find work.
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: Calgary Chapter Committee The political climate has become an undeniable force in our lives, influencing not only public discourse but also personal well-being. Whether it is uncertainty surrounding federal policies, international conflicts, or provincial conversations about autonomy, employees are increasingly bringing political anxiety into the workplace. For HR professionals, this growing tension presents unique challenges. The task is not to take sides, but to foster environments where mental health is supported and respectful dialogue can take place. According to the Mental Health Commission of Canada, political anxiety is not a passing trend. It is a persistent stressor with real consequences for how individuals feel and function at work. The Commission highlights how political stress mimics other forms of chronic anxiety, causing sleep disturbances, irritability, and a sense of hopelessness ( MHCC, 2024 ). Constant exposure to polarizing news and divisive topics can leave employees feeling overwhelmed. This emotional fatigue, if left unaddressed, affects focus, performance, and team dynamics. A recent CBC feature underscores the cumulative effect of ongoing political and economic instability. It describes how stress can build over time, eroding emotional resilience and making it harder for people to manage conflict, remain productive, or feel safe expressing themselves ( CBC, 2023 ). These dynamics are not just playing out in public forums; they are showing up in team meetings, informal conversations, and leadership decisions. HR professionals often find themselves at the intersection of these pressures. They are expected to support others while managing their own reactions to difficult news and evolving policies. They are tasked with implementing wellness strategies, fostering respectful communication, and ensuring compliance with changing legislation. It is a complex and emotionally demanding role. However, there are practical ways HR professionals can help reduce the burden of political anxiety in the workplace. The goal is not to suppress conversation, but to provide thoughtful, respectful guidance and tools that help people navigate uncertainty together. 1. Normalize the Conversation Begin by acknowledging that political stress exists and can impact work. A short message in a wellness newsletter or internal briefing can go a long way. When people feel that their experience is valid, they are more likely to seek help and less likely to internalize stress. Headspace, a leader in workplace wellness, emphasizes that validating emotions is a foundational step in reducing their intensity ( Headspace, 2024 ). 2. Communicate Proactively and Clearly When organizations face potential impacts from political or economic changes, silence can worsen fear. Clear, honest communication builds trust. The Mental Health Commission of Canada cites a national survey in which over half of respondents said that uncertainty was more stressful than bad news itself ( MHCC, 2024 ). Leaders should not speculate, but they should share what is known and outline the steps being taken to support employees. 3. Expand Mental Health Support Ensure that all employees know how to access support, whether through an employee assistance program, mental health benefits, or external community resources. Consider adding or promoting mindfulness programs, mental health first-aid training, or virtual therapy services. Managers in particular need support, as they are often the first people employees turn to during moments of stress. 4. Provide Strategies to Employees for Managing Political Anxiety in the Workplace Limit news exposure to reduce anxiety and protect mental health through digital detoxes. Highlight shared values such as respect, integrity and collaboration to help anchor people – reinforce a strong organizational culture rooted in community. Encourage volunteering and community engagement to restore control and purpose, which are critical to mental well-being. Support ongoing self-care and stress management practices. 5. Reinforce Respectful Conduct and Psychological Safety Review your organization’s code of conduct, respectful workplace policies, and social media guidelines. Ensure that employees understand expectations around respectful communication. Reinforce that differing opinions are welcome, but harassment or retaliation are never acceptable. A psychologically safe workplace benefits everyone by fostering trust, encouraging open communication, and enhancing overall productivity and well-being. 6. Equip Managers with Tools Offer training for people leaders on how to recognize signs of stress and respond with empathy. Provide scripts or toolkits for addressing politically charged questions in a way that keeps conversations respectful and focused on shared purpose. HR professionals do not need to have all the answers to the political questions of the day. Their role is to create structures that protect employee well-being and promote a respectful, inclusive workplace. By encouraging open dialogue, providing clear communication, and expanding access to wellness resources, HR leaders can reduce the impact of political uncertainty and help their teams thrive. As the landscape continues to evolve, it is critical to stay grounded in compassion and clarity. Utilizing the above tools and strategies, HR professionals can be a steady and reassuring presence for their organizations in uncertain times.
Every mentorship match has the potential to create a ripple – one that extends far beyond the program itself. In our January–June 2025 intake, the CPHR Alberta Mentorship Program received over 225 applications across four unique streams, resulting in 100 mentor-protégé pairings, 17 peer matches, and 7 student group cohorts. This momentum reflects the strength of our HR community and its commitment to shared growth and learning. This year, we invited participants to reflect on three powerful questions: How has this mentorship experience shaped your perspective, and how do you plan to share the wisdom you’ve gained with others in our community? How will participation in the mentorship program create a wave in your career and support the impact you leave on your workplace and broader community? What has been your 'golden nugget' from this experience that will leave a lasting ripple in your career? Their responses were as thoughtful as they were inspiring. Testimonial #1 One of the main benefits of mentoring relationships, aside from the enjoyment of getting to know a colleague, is the ability to consider current situations I am dealing with in light of the other person's experiences. Often, these relationships help me with fresh insights I can use to benefit my team and organization. Over the past few years, I have enjoyed the mentorship program, and have taken the opportunity to encourage others to consider the benefits of the program when chatting at CPHR functions, etc. - Bob Wiebe Testimonial #2 Through participation in the CPHR Alberta Mentorship Program, my sense of belonging in the profession has grown and I have gained a personal sense of connection to the community of practice that spurs me to continue to professionally grow to enable others to find their voice and professional belonging in our community to leave a lasting impact. - Amanda Van Haaften Testimonial #3 My golden nugget from this experience has been the realization of how powerful intentional communication and active listening can be in building trust and relationships, solving problems, and influencing outcomes. This insight has shifted how I approach conversations—whether with colleagues, clients, or leaders. It’s a simple concept, but its impact is lasting. - Archana Malhotra Throughout the intake, our Mentorship Committee stayed meaningfully connected with participants through support groups, live webinars, monthly mentoring e-newsletters, and on-demand micro-sessions – with more to come. Each touchpoint offered space to pause, reflect, and grow – together. Mentorship is never one-directional – it’s a cycle of giving, learning, and leading. We’re thrilled to welcome our new applicants for the upcoming intake and continue building a community rooted in connection and growth. Whether you're a mentor or protégé, you’ll gain valuable insights, meaningful relationships, and the chance to leave a lasting impact.
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.
