How HR Professionals in Alberta Can Champion Black History Month: Strategies for Recognition and Support

Author : Rachael Lusk 

Black History Month (BHM) is an annual celebration held every February in North America.  It is a month of reflection when all persons, regardless of heritage, honor and recognize the achievements of persons of Black ancestry.  It is a celebration of both past and present events and achievements.

More than this, though, BHM is an opportunity for people to learn from each other and, in doing so encourages an environment where authentic inquiry not only emerges organically but thrives.  Intentional dialogue on race and ethnicity is the result.  This lends itself to healthy and well-intentioned conversations on BHM and other related themes of inclusion and diversity.  

This can include topics that have been traditionally viewed as challenging and, as a result, avoided because they are too political.  BHM, in this context, serves as a catalyst where people feel more empowered to admit they may not have all the answers.  They do, however, possess a desire to seek answers through meaningful conversation.  In the workplace, this focus on healthy dialogue increases employee engagement and, in keeping with this spirit, transcends to a greater emphasis on collaboration. 

Many forms of recognition of BHM may be considered by the employer.   Whatever the focus, employee participation is important.  If each event is viewed as just an “HR Thing” or something recognized by a few, the significance is lost.  In keeping with this mindset several ideas are cited here.   

Bring in a speaker or even several speakers who can speak about the topic of BHM.  This, by extension, lends itself to presenters who can speak on the overall theme of diversity.  BHM, by its very nature honors uniqueness and, by extension, celebrates diversity in all of its many forms.  

In this regard, as a suggestion, perhaps once a week during the month of February a new speaker is brought in on the topic of inclusion.  One speaker may speak about notable achievements within the local Black community.  Similarly, another individual may come in the following week to discuss what it means to be a member of a new community where, although they may not possess black ancestry are a visible minority because they are new to Canada and have an accent.  BHM opens the doors to many types of conversations on inclusion and the goal of embracing all persons regardless of our differences.

By extension, a speaker series may translate nicely to a workshop on inclusion with a focus on BHM.  In this environment, there is potential for the participant to engage at a level that extends to the active learner.  There are many workshops on diversity and inclusion.  For example, one such theme may be the idea of blind spot training.  Specifically, how our personal biases may inadvertently limit us in both our personal and professional lives and thereby limit our opportunities for collaboration and partnership with others.     

Other unique ideas can include a monetary donation to an organization that embraces and supports persons of black ancestry.   A related idea is to allow employees the opportunity to volunteer at an organization of their choice that supports the black community whether locally or nationally. This can also, by extension, include other similar charitable organizations that embody the same spirit of inclusion. 

A book club during the month of February is a great way to encourage conversation.  Each week during the month of February a round table is hosted where different chapters of the book are reviewed and discussed by the group until the entire book is completed.

BHM is an excellent opportunity to commence innovative ideas that can be employed during the month of February and beyond.   In this regard, the excitement that is achieved during the month can be leveraged across many other diversity and engagement-based initiatives and platforms thereby ensuring the momentum continues well beyond the month.  

Considering this, BHM can be used as a great starting point for concepts that, although commencing in February, are recognized throughout the entire year.  This can include a global diversity map with interesting facts about the different countries where your Employees are from, or a wall calendar with distinct cultural themes are addressed by month.

Rachael Lusk, BA Hons., M.Sc., CHRP, SHRM-SCP, Certificate in Professional Management

Rachael Lusk, BA Hons, M Sc, CHRP, SHRM-SCP | LinkedIn

rachael@hammerheadbs.com

Current Experience
VP Operations, Fractional HR Consulting, Hammerhead Business Solutions, June 2023 to current

About :

An enthusiastic and results-orientated Human Resources (HR) and Organizational Development (OD) Professional, Rachael Lusk of Hammerhead Business Solutions, is committed to building strong relationships through collaboration. Operating successfully with an emphasis on agility and a commitment to organizational objectives, Rachael has worked in various industries across both Canada and the United States, including Fortune Five Hundred companies, unionized and non-unionized, and the private and public sectors.

Rachael possesses a strong and unwavering commitment to helping clients and employers meet regulatory HR compliance and organizational objectives with Fractional Solutions. Providing peace of mind and increased operational efficiency without full-time overhead.

Rachael is delighted to serve as a committed organizational development consultant in support of enhanced talent management and training solutions focused on engagement and regulatory matters. While working full time she is currently enrolled in the Skills for Success Workplace Practitioner Program sponsored in part by the Workplace Connections Project.

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.



Navigating Mental Health in the Workplace Amid Political Uncertainty

By Jessica Jaithoo • October 24, 2025
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.

Making Waves & Inspiring Connections in Our Mentorship Community of Practice

By Jessica Jaithoo • October 23, 2025
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.

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.
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