Fostering Psychological Safety in the Workplace
Author : Insight Psychological Inc.
How well does your workplace prioritize mental health? According to the Mental Health Commission of Canada, "seventy 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."
World Mental Health Day is on October 10 th which is a perfect time to address mental health in all aspects of our lives, including at the office. A psychologically safe workplace is one where employees feel comfortable expressing themselves, taking risks, owning their mistakes, and sharing their opinions without fear of negative consequences. This environment actively prevents harm to employees' mental health resulting in employees feeling valued and supported.
There are thirteen factors that impact psychological safety in the workplace. These include:
- Psychological Support : An environment supportive of employees’ mental health. A lack of support can lead to absenteeism, conflict, turnover, productivity loss, and strain.
- Organizational Culture: An organization characterized by trust and fairness. Its absence can result in workplace stress, low morale, and burnout.
- Clear Leadership & Expectations: Effective leadership that clarifies roles and contributions. A lack of clarity can make staff irritable and anxious.
- Civility & Respect : An environment of respectful interactions. Its absence can cause emotional exhaustion, health issues, increased conflict, and job withdrawal.
- Psychological Competencies & Requirements : Ensuring a good fit between employees’ skills and job demands. Misalignment can lead to job strain, emotional distress, and absenteeism.
- Growth & Development: Support for personal and emotional skill development. A lack of growth can lead to boredom, frustration, and decreased performance.
- Recognition & Reward : Acknowledgment of employees’ efforts. In its absence, employees may lack confidence, leading to burnout and distress.
- Involvement & Influence: Inclusion in work discussions and decision-making. Exclusion can lead to feelings of alienation and disengagement.
- Workload Management: Achievable tasks within a given timeframe. Poor management can cause fatigue, increased stress, burnout, and decreased productivity.
- Engagement: A connection to work that motivates employees. A lack of engagement can result in reduced productivity, higher absenteeism, and negative health consequences.
- Balance: The need for equilibrium between work, family, and personal life. An imbalance can lead to stress, fatigue, and turnover.
- Psychological Protection : A safe space for questions and feedback. Its absence can create feelings of threat and disengagement, damaging the organization’s reputation.
- Protection of Physical Safety: Measures to ensure employee safety are implemented. A lack of protection can create dangerous work environments and increase mental health issues.
Strategies for Creating and Improving Psychological Safety in the Workplace
Here are eight organizations can implement to enhance psychological safety:
- Commitment from Top Leadership: Ensure that executives visibly support mental health initiatives, demonstrating that employee well-being is a core organizational value.
- Clear Policies and Programs: Develop well-defined policies that explicitly support psychological safety, such as anti-bullying measures and protocols for reporting concerns.
- Educate Employees: Implement training sessions that raise awareness about mental health issues, reducing stigma and empowering employees to prioritize their well-being and that of their colleagues.
- Continuous Learning Opportunities: Offer workshops and seminars focused on mental health, resilience, and coping strategies.
- Foster a Culture of Innovation: Encourage an environment where employees feel safe to ask questions and seek help without fear of judgment. This can be facilitated through open-door policies and regular check-ins.
- Promote Work-Life Balance: Advocate for flexible working arrangements and encourage employees to take breaks and use vacation time.
- Clear Communication: Ensure that organizational goals and expectations are communicated transparently. When employees understand how their roles align with broader objectives, they are more likely to feel engaged and secure in their contributions.
- Create a Resource Hub: Develop an easily accessible online platform that offers mental health resources, including articles, toolkits, and contact information for support services.
Creating a psychologically safe workplace isn’t something that will happen overnight. Committing to creating an environment where people feel safe to be in is an ongoing process that requires consistent effort from everyone in the organization. By prioritizing mental health and implementing these strategies, we can create work environments that not only boost productivity but also support the overall well-being of employees.
References
[1] Mental Health Commission of Canada. (n.d.). Workplace mental health. https://mentalhealthcommission.ca/what-we-do/workplace/#:~:text=Seventy%20per%20cent%20of%20Canadian,contribute%20to%20staggering%20economic%20costs.
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.
As the governing voice of CPHR Alberta, the Board of Directors meets 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 November 27, 2025, and is proud to share the strong momentum we are experiencing across our community. The Board’s key messages are as follows: Membership Growth As of September 30, 2025, we reached 7,213 active members, a 7% year-over-year increase, with the majority coming from student and emerging HR professionals. This growth affirms the momentum of our HR profession and the impact of our student engagement initiatives. Professional Development Member participation remains strong with 53 events held year-to-date, with 5,013 attendees across workshops, roundtables, webinars, and community sessions. Our complimentary events have played a key role in sustaining engagement and access to learning. Annual Conference The Annual Conference was a heavy focus for the association in Q3. The sold-out event continues to bring together our community for valuable professional development and networking opportunities, creating a strong foundation for 2026. Attendees reported high satisfaction, with over 370 in attendance, and a sold-out exhibitor hall. “The CPHR conference was incredibly educational and inspiring. The speakers motivated me, and it was an experience I’ll never forget. I really enjoyed it, grew closer to my team, and I definitely want to attend again.” – 2025 Conference Attendee The 2026 event will be held at the BMO Centre, in Calgary on June 2 and 3 – with increased capacity, expanded exhibitor space, and enhanced programming will elevate the experience for all HR professionals across Alberta, NWT and Nunavut. Self-Regulation The Board continues to assess the implications of Alberta’s Professional Governance Act (PGA), including: Advocacy, legal, and governance impact assessments are being commissioned. Preliminary recommendations from management will be brought to the Board in March and June 2026, leading to a formal decision. Further information will be shared, when ready. Future Vision Approved: 2026-2028 Strategic Plan Our new 2026–2028 Strategic Plan will be rolled out in December to all members. The 3-year Strategic Plan, crafted from member feedback, market research, and collaboration with CPHR Canada – aims to strengthen our profession’s influence, amplifies leadership, and creates pathways for all members to thrive. Fiscal Responsibility Our Q3 financial review remains on track for a balanced year-end forecast. The 2026 draft budget has been approved – aligning resources with our strategic priorities while maintaining a disciplined and responsible financial approach. Board Governance Our board continues to focus on good governance practice, ensure stability, clarity, and accountability across our organization. FCPHR Nominations A reminder that the prestigious Fellowship Award is open for nominations! This national program recognizes Chartered Professionals in Human Resources (CPHRs) who have made exemplary contributions to the HR profession. Recipients are granted recognition as a Fellow of the Chartered Professionals in Human Resources (FCPHR). Click here to learn more about the Fellowship Award, including the guidelines and completing your nomination. You can also download a copy of the nomination form here. The next Board meeting takes place in March 2026, 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!
At CPHR Alberta, we believe that the future of work is being shaped by the decisions we make today. That’s why we’re proud to share our 2026-2028 Strategic Plan—a bold, member-informed roadmap that will guide our organization over the next three years. This plan is the result of a deeply collaborative process, led by our Board of Directors and developed in partnership with our operations team. It reflects the voices of our members, gathered through surveys and conversations, and is grounded in market research and aligned with the national priorities of CPHR Canada. Together, we’ve crafted a strategy that is responsive, forward-looking, and rooted in data. At its core, the plan is about strengthening the Human Resources profession and supporting the people who drive it. It reaffirms our commitment to building a resilient, inclusive HR community—one that is equipped to lead in a rapidly evolving workplace landscape. Our redefined vision and mission statements speak to this ambition, and our newly articulated values provide a foundation for how we work, connect, and grow. The strategic priorities outlined in the plan reflect the areas where we believe CPHR Alberta can make the greatest impact. They focus on elevating the visibility and influence of the HR profession, fostering innovation and leadership across our community, and deepening engagement with our members and partners. These priorities are designed to meet the diverse needs of our jurisdiction, from urban centers to rural communities, and to ensure that every CPHR has the tools and support to thrive. As we look ahead, we’re energized by the possibilities this plan unlocks. It’s a call to action—for our team, our Board, and our members—to work together in shaping the future of HR. Whether it’s through new learning opportunities, stronger regional connections, or amplifying the voice of HR in public discourse, we’re committed to leading with purpose and impact. We invite you to explore the full 2026-2028 Strategic Plan and see how our shared vision will come to life. Together, we’re building a future-ready HR community—one that’s connected, influential, and prepared to meet the challenges of tomorrow.
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