How to Support Your Asian-Canadian Colleagues in the Workplace

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May 2022
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Author : Jenna Wenkoff, Communications Assistant at CPHR Alberta

May is Asian Heritage Month in Canada! It’s a perfect time to discuss the unhealthy stereotypes surrounding Asian-Canadians and what HR professionals can do to prevent them! To help tackle these questions, I interviewed two of our Asian-Canadian CPHR members:

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First, I interviewed Norman Poon , the Co-founder and Chief Customer Officer at BitWide , a subscription-based sales and recruitment company that specializes in outsourcing tech labour and using modern tools like LinkedIn for recruitment.

A man is holding a baby in his lap while sitting in a chair.

Next, I interviewed Ankur Makanji , the Senior Advisor of Employee Experience and Organizational Effectiveness at Nutrien , one of the world’s largest fertilizer companies. Ankur supports employees by managing everything from onboarding to global engagement surveys that are sent out to 27000 employees across North America, Latin America, Europe and Australia.

The Model Minority Myth

Norman and Ankur had similar answers when asked which stereotypes they wished people would unlearn about Asian-Canadians. Norman argued that “Asian-Canadians have this unfair stereotype of being this model minority . They are expected to just sit there, be quiet, shut up and not cause trouble.”

The Canadian Encyclopedia claims that the model minority myth : “…depicts Asians as hard-working, successful at school and in the workplace, and as economically prosperous.” This myth not only pits other minority groups against Asians, but depicts Asians as being ‘compliant’ and passive as the model minority.  

Similarly, Ankur thinks “[people believe] that Asians aren’t suited for leadership roles because they lack the soft skills required by leaders and that our communication skills in English aren’t that good. There is a perception that Asian-Canadians tend to be more quiet and more compliant.”

Because of these stereotypes, Asians are often passed up for leadership roles. For example, a 2021 report by the CPAC Institute found that Chinese-Canadians in the Greater Toronto Area, despite making up 11.1% of the population, only make up 2.17% of chief administrative officers, city managers, deputy city managers and commissioners. This means they are represented 80.45% less than what they should be in proportion to their population size. CPAC had similar findings across every area of leadership they reviewed across the GTA. 

We must remember that the model minority myth is just that, a myth. Not only are Norman and Ankur great leaders, but Norman is so talkative and charismatic that he somehow got me talking about Sailor Moon during our interview, and Ankur was extremely articulate and well-spoken. Not to mention that both of them went into HR because they love people and psychology.

They also mentioned the stereotype that Asians are good at math or are STEM obsessed. Norman even enrolled in accounting in university before discovering his love of the human dynamics of HR. It’s a good reminder to not assume someone’s skill set based on how they look.

Accents

I asked Norman what employers and HR professionals can do to support their Asian-Canadian employees. He argues that accent reduction is key, which he admits is a controversial take. He believes that East Asians, when compared to other immigrants, are missing out on leadership positions largely because of their accents. “For example, I just interviewed a man from Latin America for a CEO role at a not-for-profit. He came to Canada 5 years ago, didn’t speak a lick of English and 5-6 years later he’s being interviewed for a CEO position.”

He thinks East Asian immigrants in particular have trouble picking up English pronunciation because “East Asian languages like Chinese, Korean, Japanese and Vietnamese aren’t phonetic based, they are character-based.” Because of this, he thinks that HR teams and government organizations should push for accent reduction classes.

“We should push for the government to fund accent reduction, the government is so obsessed with ESL, but one group that’s falling through the cracks, are highly trained highly educated professionals that don’t really need ESL they just need help with accent reduction.”

I wanted to push back on this a bit. I asked Norman if hiring managers and such should learn to understand different accents, and of course he agreed.

“Yes for sure, it’s about hearing that accent, communicating and encouraging them to speak more, become more confident and use the language.”

Regardless of where you stand on this issue, accents are definitely something HR professionals should be thinking about and be sensitive to.

Get to Know Your Asian Colleagues

Ankur believes one of the best ways to support your Asian-Canadian colleagues is simply by having conversations with them and getting to know them.

“ Have a conversation with your colleagues from Asian backgrounds, ask questions about their background, get to know them. Ask what do they like? What is their family structure like? What kind of religion do they practice?”

Ankur’s company Nutrien set up something called a ‘ Living Library ’, where employees could interview volunteers about their personal background and experience. Nutrien hopes that “By learning about others and asking questions to understand more, we break down barriers. We learn that we are all human, no matter how different we may seem on the surface.”

Ankur also reassured me that it’s okay to ask questions like, how do you pronounce your name? It’s important that we treat everyone equally, and take the time to learn about different cultures.

“In Asian culture, we are taught to express ourselves with moderation and restraint, and to not disagree openly in order to maintain harmony. Keeping this in mind, don’t assume your colleagues of Asian background don’t have opinions. They may be a bit introverted, so you can take the first step to ask them for their thoughts and encourage them to speak up . Doing so continually will create a safe space for your employees.”

More Tips for HR Professionals

Here are a few more ways you can support your Asian-Canadian colleagues according to Norman and Ankur:

  • Check-in with your colleagues to see how they want to advance in their careers.
  • Implement a benefits program that include parents and grandparents as dependants.
  • Be brave and address problems head-on.  
  • As a hiring manager, consider why an Asian-Canadian applicant may not have been promoted or spent a short amount of time in their previous role.
  • Consider giving people who struggle with English interview questions in advance.
  • Remember that ‘Asian-Canadian’ is not an all-encompassing term, and that it includes many diverse groups of people.

Ultimately, it’s important that we get to know our Asian colleagues and that we offer them a safe space to speak their minds. We should also speak up if we see them being passed up for promotions! Let’s work together to challenge the model minority myth, not only in our workplaces, but in our communities at large.


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 interviewee(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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