An Inclusive Approach to Recognizing General Holidays
Author : Central Alberta Chapter Committee
Organizations have recognized the federal and provincial statutory holidays for years. Did you know that Canada's national holidays generally mark religious, quasi-religious or patriotic occasions? However, in an inclusive environment, there are cultures, religions, nationalities, groups and identities that may recognize different holidays than those general holidays defined by the government which organizations have established as the norm. Not everyone celebrates and observes holidays the same way. Depending on culture, traditions and norms, celebrations take different forms. Not all holidays are cultural or religious, some may be commemorative days rather than celebrations, and others may be based on traditions. Some people may enjoy celebrating with large groups while others may prefer to relax and recharge. Others may not find the holiday celebratory at all due to financial restrictions, mental health issues, barriers, lack of family or family acceptance or the holiday may be a reminder of inequity, trauma or pain.
This month, the CPHR Central Alberta Volunteer Chapter asked, how could organizations support, create, and implement an inclusive approach to recognizing holidays for their employees?
Through our search, we have discovered several approaches that organizations can take to create an inclusive approach to holidays.
The Traditional Approach
Currently, provinces and territories average 11 statutory holidays annually with at least two of those holidays focused on the religion of Christianity. There are many more holidays that employees may wish to recognize, but for organizations following the traditional approach, that means that employees would need to take a vacation day or utilize leaves, such a flexible or personal leave or even an unpaid day to recognize other holidays such as the end of Ramadan which is celebrated this month.
The non-Traditional Approach
This model provides the most flexibility, providing employees with a set number of paid days off that can be chosen by the employee. The non-Traditional Approach recognizes that employees values and needs vary. This approach empowers employees to choose the days that are most significant to them. Tracking and communication is key with this approach to ensure a balance between business operations and employee flexibility.
Inclusivity, one of Canada’s leading providers for equity, diversity, and inclusion services, gives a great example of a Canadian company that is in the process of updating their holiday policy and processes, and is considering offering 10 paid days off to each employee on a day of their choice. In addition, they are considering offering 2 “flex” paid days in April or May on a day of choice that employees can move as needed, providing the ultimate inclusive holiday offering.
The Hybrid Approach
This model is a mixture of having traditional statutory holidays that are provided to all employees plus floating days. This can look very different based on the organization, such as:
- Mandating more inclusive holidays, such as Family Day, and allowing employees to swap out Christian-based holidays, such as Christmas and Good Friday, for other observed holidays.
- Designating certain DEI-related holidays, such as the National Day for Truth and Reconciliation.
- Maintaining Christmas Day, Boxing Day and New Years Day as fixed holidays because operationally other businesses are typically closed on these days and work may be restricted during these times, but then offer other floating days for employees to celebrate holidays that are meaningful to them.
Even with a more traditional approach, organizations can still recognize the needs of their diverse employees by choosing to offer additional flexible days to employees. The flexible day, sometimes referred to as a Floating Holiday Day, recognizes that employees, based on their background, may observe different significant dates and working day(s) with pay can be requested directly to the Supervisor and approved in advance.
With all approaches, there can be some operational challenges, such as striking a balance between recognizing employees’ diverse needs and maintaining business operations. Communication on how and why certain holidays are recognized is vital. Educating, raising awareness, and providing resources are also recommended.
Inclusive Communication:
Inclusive communication is about focusing on recognizing, understanding and responding to various backgrounds and identities. It goes beyond communication, it’s about listening and being empathetic and having an open mind to other people’s perspectives, feelings and experiences. It is encouraged to ask what holidays are important and try not to make any assumptions on what an employee would or would not like based on physical appearance or geographical locations.
Educating and Raising Awareness:
Leadership should actively promote education and awareness regarding diverse holidays. This can include posting a DEI calendar. Lattice provides a great sample holiday calendar for 2024: How to Incorporate DEI Holidays for a More Inclusive Workplace (lattice.com)
Providing Support and Resources:
Leadership should ensure that appropriate resources are available to assist managers. For more information on this topic, the Chapter found these resources to be quite helpful:
- Inclusive Holidays: Beyond a “One-Size-Fits-All” Approach - Inclusivity (inclusivityinsight.com)
- How-to-Appreciate-Diversity-During-the-Holidays.pdf (womensresourcecenter.net
- https://lattice.com/library/how-to-incorporate-holidays-that-celebrate-diversity-and-inclusion-into-your-companys-calendar
- (11) Best practices for celebrating cultural holidays through an inclusive lens | LinkedIn
- An Inclusive Approach to Holidays, Observances and Celebrations - Feminuity
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.
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.
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!
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.
