Inclusive Language: What Is It and How Does It Impact My Workplace?

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Jan 2022
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A group of people are standing around a sign that says `` she , it , we , he , they ''.

Author : The Medicine Hat Champter Committee

It’s 2022, the world around us is constantly changing, and not all changes are caused by the COVID-19 Pandemic. Inclusive language is a prominent example. While some organizations have taken steps to release guidelines or expectations to employees or students, others appear indifferent. Is there a right and a wrong to this discussion? Is it better to assume employees will apply the principles of respect, or does the topic require a more directive approach? Unfortunately, there is no perfect answer, and our society will likely misfire more than once trying to get to the right approach.

The term “preferred pronouns” has become part of our everyday language. For example, there has been a marked increase in people including their pronouns in email signatures and when introducing themselves in meetings. Of course, some feel these efforts are unnecessary. Still, when receiving an email from someone with an androgynous name like “Ashley,” it helps to read that Ashley prefers he/his/him before assuming the sender is female.

Gender-neutral language is becoming the standard for policies and other workplace documents. The Department of Justice 1 explains that “[g]ender neutrality is important when writing about people because it is more accurate – not to mention respectful.” “It is also professionally responsible and is mandated by the Federal Plan for Gender Equality , which was approved by the Cabinet…in 1995.” Therefore, gender-neutral language is not new; it has just taken over 25 years for workplaces to comply.

For example, how often have you heard these phrases in your everyday work interactions? “Good job, guys,” “ladies and gentlemen,” “Grandfathered,” and “what’s your maiden name?” These terms are used regularly and often without thinking. They are patterns of language that we may not even be aware we are using. 

It’s a good idea to take a moment and think about all the times in our day where we might be using terms that perhaps are exclusive, micro-aggressive, or even downright offensive. 

Using acronyms can also be a way of excluding others. Some individuals may not understand the context, and acronyms may be used to create an “in-crowd.” Consider how you felt when you were new to your role. Acronyms were likely being used, and you had no idea what others were saying. Until you did. When using acronyms, think about others that may not understand the term and explain it long-hand. There may even be some longer-term employees who are afraid to ask and don’t understand the acronyms.

Inclusive language goes beyond emails and face-to-face interactions. How long has it been since you reviewed your organization’s documentation for inclusive language compliance? You might be surprised by how much still contains gender-based language or phrases that indicate gender bias. Are you using terms and references that not everyone understands? For example, do your documents refer to older adults as “the elderly”? What about “man-hours”? Are your dress codes outdated? Is your organization’s documentation gender-neutral and fair, does it account for religious and cultural dress, and is it compliant and inclusive of protected grounds? The language we use is not intended to exclude a person or a group, but it may have that effect. Inclusive language avoids offensive and negative expressions and shapes a supportive culture and healthy communications.

Beyond organizational mandates, inclusive language is about caring enough for others to avoid marginalization. In the worst form, we marginalize when we demean others or use inflammatory language that offends someone at their core. For example, a Medicine Hat Chapter Committee member states, “in 2020, I began wearing a mask prior to the mask mandate because a friend was concerned for her health. Listening to and respecting what she and others were experiencing provided the motivation to help lessen their risk.” Similarly, avoiding demeaning language, whether intentional or not, shows respect. We won’t be perfect in our efforts but starting with ourselves is the critically important first step.


1 “Legistics – Gender-neutral Language.” Department of Justice , 1 Jun. 2020. www.justice.gc.ca/eng/rp-pr/csj-sjc/legis-redact/legistics/p1p15.html . Accessed 7 Dec. 2021.



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.



By Jessica Jaithoo March 16, 2026
Author: Rheya Patel, 2026 Social Media Committee Member As days become longer and the weather warms up, the first day of spring brings a sense of renewal and new beginnings. A time that feels more energizing and people are more motivated to reset their routines, look for new opportunities and clear away old habits. While spring is commonly associated with “spring cleaning” in the home, perhaps the same principal can be applies to the workplace. For organizations and HR groups, spring can be the perfect opportunity to encourage employees to reflect and construct new meaningful goals and “clean” out the “clutter” of goals that no longer help them grow or have already been achieved. Why is Spring the Perfect Time for Goal Setting? With the rush of returning to work after the holidays and resuming normal life, spring gives a perfect moment to pause and reflect. Employees can check on their progress, realign priorities and continue the year with renewed motivation. For HR teams, encouraging this reflection can re-engage employees and increase motivation. In turn, employees are more likely to be focused and productive while creating a space for meaningful conversations about growth, development, and career progression. How Can We Encourage Goal Reflection? Believe it or not, HR plays a crucial role in goal setting whether it is realized or not. Creating an open work environment where employees feel supported and encouraged with professional development is key in reflection and goal setting. Below are several ways organizations can use the season of renewal to inspire growth and goal setting. Encourage Reflection What accomplishments have employees made that they are proud of? What challenges have they faced? Asking these kind of questions and having one-on-one check-ins with employees can help support employees to openly discuss their goals and aspirations, and potentially create new goals. Promote Professional Development and Growth The arrival of spring can also create the chance to introduce new learning opportunities. Having a fresh mindset combined with training, workshops, mentorship initiatives, or skill-building programs, employees can feel more motivated and supported in pursuing growth.  This helps employees expand their skillsets and strengthen the organization as a whole. Foster Collaboration and New Ideas Tying back to renewed energy, organizations can encourage teams to collaborate and share new ideas. Brainstorming sessions, innovation workshops, or team goal-setting can foster inspiration and connectivity, Having an open space for discussions can help teams align goals with organizational priorities to promote innovation and productivity. Celebrate Progress Recognizing progress along the way is essential. Celebrating achievements and acknowledging progress have a significant impact on employee morale. Employee recognition programs, team shoutouts, or words of appreciation can go a long way to remind employees how valuable their efforts and contributions are and continue to motivate them to strive towards their goals. Final Thoughts The arrival of spring represents renewal, growth, and new possibilities. For HR professionals, it’s also the opportunity to encourage employees to pause, reflect, and move through the rest of the year with renewed purpose. Encouraging goal setting, promoting professional development, fostering collaboration, and celebrating progress, can tie the season of newness to inspire meaningful growth. The new season reminds us that progress doesn’t need to start January 1st. Sometimes, a change in perspective, and a little springtime inspiration, can be the step towards pursuing new goals and growth with confidence.
March 16, 2026
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, have began delivery on the association's new strategic priorities developed in the 2026-2028 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 March 14, 2026 to review organizational performance, governance matters, and strategic priorities for the coming year. The Board’s key messages for the membership are as follows: Strong Association Performance in 2025 The Board reviewed the 2025 year-end financial statements and Q4 Management Discussion & Analysis. Key highlights include: 7,332 active members in 2025 (+409), a 6% year-over-year increase Student membership drove much of the growth, strengthening the profession’s long-term pipeline 76 professional development events delivered, reaching 7,000+ participants across Alberta 2025 CPHR Alberta Conference exceeded attendance targets with strong sponsor engagement 2026 conference outlook is strong, with sponsorship commitments nearing target levels The Board approved the 2025 audited financial statements, confirming the organization remains financially stable and well-positioned to support continued growth. Strengthening the Value of Recognition of the CPHR Designation The Board reviewed updates on thought leadership, marketing, and labour-market recognition of the designation. Key insights include that 52% of qualifying HR job postings now require or prefer a CPHR designation, demonstrating strong labour-market recognition. Strategic partnerships also continue to expand, including advancement in opportunities with the Academy to Innovate HR (AIHR). Marketing initiatives and industry engagement are focused on building awareness of the designation across employers and HR professionals. The Board remains focused on protecting and strengthening the credibility and value of the designation. Self-Regulation and Advocacy The Board discussed the current self-regulation review. Governance and Board Leadership The Board received updates from its committees and discussed key governance matters, including the Finance & Audit Committee’s oversight of audited financial statements and financial performance and the Governance Committee’s work on governance policy and board practices. The Human Resources Committee also provided updates on governance processes, including expressions of interest and board director voting results. The Board also reviewed board effectiveness practices, succession planning, and interest in the Vice-Chair role as part of ensuring strong leadership continuity. Looking Ahead The Board discussed priorities for the coming months, including: Preparation for the 2026 Annual General Meeting (May 7) Continued membership growth and engagement Delivering a successful 2026 CPHR Alberta Conference (June 2-3) The Board remains focused on supporting members, advancing the HR profession, and ensuring the organization remains strong and sustainable. The next Board meeting takes place in June 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!
By Jessica Jaithoo March 16, 2026
The 2026 HRC West Case Competition, hosted by CPHR BC & Yukon and CPHR Alberta, concluded with outstanding student performances from across British Columbia and Alberta, showcasing the next generation of human resource professionals. The first-place team, ThriveSpire from Mount Royal University’s Bissett School of Business (Alberta), consisting of Nicole Sivertson, Brooke Jenkins, Jam Roda, and Gabrielle Vadnais, secured the $1,500 grand prize for their winning case presentation. Second place was awarded to HRInnovate from Bow Valley College (Alberta), followed by HRmony Solutions from Acsenda School of Management (British Columbia) in third and Innocore from Douglas College (British Columbia) in fourth place. This year’s competition featured 16 teams from post-secondary business schools across BC and Alberta. The exceptional quality of presentations reflected the passion, innovation, and practical expertise students will bring to the human resources profession as they begin their careers. CPHR BC & Yukon and CPHR Alberta extend their sincere thanks to all participating students, coaches, and judges for their dedication and contributions to the success of the event. Special appreciation is also extended to KPU’s Melville School of Business for hosting the 2026 HRC West Case Competition. Plans are already underway for the 2027 HRC West Case Competition, which will take place at Mount Royal University in Alberta on March 5 and 6, 2027. For more information visit: https://cphrbc.ca/hrc-west About the HRC West Case Competition The HRC West Case Competition is an annual student competition organized and co-hosted by CPHR BC & Yukon and CPHR Alberta, bringing together post-secondary students from across Western Canada to apply human resource theory to real-world business challenges while fostering professional growth, collaboration, and industry readiness. About CPHR BC & Yukon CPHR BC & Yukon is a non-profit organization dedicated to advancing the HR profession through education, advocacy, awareness, and professional development opportunities. Established in 1942, the association is the Voice of the HR Profession with a mandate to enhance the profession and advance member value. The organization provides leadership to more than 8,500 members and is both a founding member of the Chartered Professionals in Human Resources of Canada (CPHR Canada) and the exclusive grantor of the Chartered Professional in Human Resources (CPHR) designation in British Columbia and the Yukon. www.cphrbc.ca Media Contact: Quinne Davey Senior  Member Relations Manager, CPHR BC & Yukon quinnedavey@cphrbc.ca 604-694-6943 www.cphrbc.ca
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