A Message of Hope From Chief Dr. Robert Joseph

27
Sep 2022
185
A group of teepees in a field at sunset.
Photo Credit: 
James Gabbert

The Truth and Reconciliation Commission of Canada spent 6 years traveling across the country interviewing more than 6500 witnesses and survivors of the residential school system. In 2015 they released a series of reports outlining the horrible crimes committed against Canada’s Indigenous Peoples in the residential school system, along with 94 calls to action. 

The full reports can be accessed here HERE.

We recognize that many organizations and their employees are at different stages on their path to reconciliation. We encourage our community to continue the discussions with those around them.  

In August 2022, CPHR Alberta had the privilege of interviewing  Chief Dr. Robert Joseph , a Hereditary Chief of the Gwawaenuk First Nation and Ambassador for Reconciliation Canada. We intended to interview him on what Albertan businesses can do in addition to land acknowledgments, and what the state of reconciliation is in Canada. Turns out that in his experience, most Canadians want reconciliation and Albertan businesses are ahead of the curve. For these reasons, this quickly became an interview about hope. 

About Chief Dr. Robert Joseph

A man wearing glasses and a hawaiian shirt is smiling in front of a wooden wall.

 

Chief Dr. Robert Joseph acted as a Ceremonial House Speaker and is the recipient of many honorary degrees and awards, such as the Diamond Jubilee Medal which was presented to him by the Governor General of Canada. He was also an honorary witness to Canada’s Truth and Reconciliation Commission (TRC) and has met with many world leaders from countries such as Japan, South Africa, the United States, Israel and more. Here are some of the questions we asked him:

1. What is your overall opinion of land acknowledgments? 

 “ Land acknowledgments are a prompt to ask all others who hear these land acknowledgments to become interested. They are the first ever introduction for many to suddenly realize there’s an issue that’s ongoing that will be resolved through reconciliation. We need to always be reminding each other of the history we share together, of the brokenness and despair that was caused by colonization. If we can rediscover our commonality and common humanity, all sides can appreciate the idea of equality, of belonging and that we (Indigenous Peoples) are not sub-human.”

2. Do you believe that most organizations do anything beyond land acknowledgments?

“Some companies may take advantage of it, but for the most part, I know that in all of the land acknowledgments I’ve heard, there have been various degrees of work underway promoting and encouraging reconciliation. It’s more than you think. We always hear the critics and naysayers louder than everybody else, but reconciliation is happening across the country and I’m so proud that Canadians have taken up the call to engage and to discover what reconciliation means.” 

3. What level of responsibility do you believe private companies and non-profits have? 

“ To my amazement and gratitude, corporations and other public organizations have responded really well and have done better than the government in many instances. When the government interacts with Indigenous People it’s political, and it’s based on political analysis. If companies like yours and other organizations or civil societies engage where we are actually talking to each other and are creating deeper meaning and appreciation for each other, that is when transformation begins to take place.

Because you really can’t trust politicians, they break their word every day, they break treaties historically, everything. But if you and I can create a covenant between us that is deeper than politics, and is somehow spiritual in nature, we have a good chance of having a really great country reconciled.”

4. Have you noticed anything unique in how Albertan businesses approach truth and reconciliation? 

“I hate to brag about Alberta, because I’m from British Columbia, but in the times that I’ve been to Alberta and talked to CEO’s and civil groups, (early in the release of the commission report) I found that businesses in Alberta were thinking seriously about what reconciliation might mean for them.

You know, one morning I went to a breakfast meeting with about 600 volunteers and I thought ‘holy crow what’s going on in Alberta? All of these people must have gotten up at 4 in the morning to get to this meeting and are all interested in hearing more about reconciliation!” 

5. If Albertan businesses are ahead of the curve, why do many believe that they aren't doing enough?

“Reconciliation has taken root in Canada, yet we hear nay-sayers all the time. They are the loudest voices. They say reconciliation is dead. Well, I beg to differ. Reconciliation is alive and well and is rooted deeply now in our psyche. I always remind myself of a poll that was taken after the release of the Truth and Reconciliation Report that said more than 8/10 Canadians wanted to reconcile with Indigenous Peoples. 84% to be exact.”

6. What Can Businesses do to Foster Truth and Reconciliation?

“ I think there are some things that employees can do: They can start reconciling at home . Starting with their parents and families, and begin to reconcile things that have been pent up between them.

What’s important is that you start with you. When you learn how you as an individual are reconciled, adopt that as a core value and apply it in your life. Ideally in the workplace, everyone would be a family, yet people get little time or room and are too busy to even talk to each other about these very important, sometimes very personal matters involving separation, division, hurt or harm. It’s important, even in the workplace, to discuss these matters.

Employees can also reach out and engage with nearby indigenous communities to encourage mutual gatherings. If there’s a Powwow they should call up and say ‘we aren’t indigenous, but could we attend?’ Maybe they can collaborate on social events together. It’s really about taking down fences .”

According to Chief Dr. Robert Joseph, we must reconcile with ourselves before we can find community and reconcile with others. 

In this interview, Chief Dr. Robert Joseph provided us with a powerful tool: HOPE. He reminds us that most Canadians want reconciliation and that Albertan businesses are doing a great job at moving towards it. As community-focused as his advice is, it’s also empowering to the individual. This isn’t just about what your HR department can do, it’s about what you can do. It’s about reconciling your personal relationships, having important conversations with others, leading with love and doing the right thing. 

We will leave you with this special quote that Chief Dr. Robert Joseph prepared for us: 

“When we are reconciled, Canada will be whole and not divided. We will all belong to this time and place together. Walking together, without marginalization. Every child born will have the same potential and opportunity. I see a Canada that celebrates the depth and breadth of its diversity. Everyone has value, everyone has a purpose, and all will share in the prosperity and the wealth.”

To learn more about reconciliation, check out Chief Dr. Robert Joseph’s new book titled “NAMWAYUT - WE ARE ALL ONE: A PATHWAY TO RECONCILIATION”.  

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.



Layoffs Are Inevitable, Abandoning People Isn’t

By Marina Perkovic • July 15, 2025
Over the past month, I spoke with three professionals who had recently been laid off. April , a former schoolmate, has over 20 years of experience and has held management roles at several organizations. Most recently, she led a team at a large oil and gas company, where she was instrumental in building out a new service area. Despite her accomplishments, a combination of economic challenges and a lack of connection with her new boss led to her dismissal. Having been involved in layoffs before, she understood the process, but when she called me, she admitted it was much harder to be on the receiving end. She felt overwhelmed by a mix of emotions: denial, anger, betrayal, and a deep sense of failure. Carol , once a mentee of mine, built a strong foundation in the finance sector, and her persistence earned her a team lead role at a competitive mid-sized firm. Therefore, her call caught me off guard; she was trying to make sense of being included in a round of layoffs that affected 12 others. Having just been promoted, she struggled to understand why she had been chosen. She reached out for support as she navigated both the practical and emotional aftermath. Joe had been a student in one of my classes. With a master’s degree and excellent communication skills, he established a respected career in the regional non-profit sector. We maintained contact and often crossed paths through work. Joe was frequently involved in launching new initiatives and was recognized by both his boss and the board for his contributions. However, when the sector faced financial strain, he and his manager were among the 15% let go. He contacted me a month after the layoff; he had taken time to process everything and was now reflecting on what direction to take next. These stories are not uncommon. In fact, with ongoing economic uncertainty, many professionals, regardless of their experience or performance, are facing unexpected career changes. While layoffs are always challenging, the way they are handled can significantly impact both the individuals affected and the organization. This highlights a critical challenge for organizations: how can companies manage necessary workforce changes with both strategic foresight and genuine care? In addition to engaging the Human Resources department early in the planning and execution process, many businesses are increasingly recognizing the value of utilizing third-party outplacement services. Outplacement services are employer-sponsored programs designed to support both the business and departing employees during layoffs or organizational restructuring. Typically included as part of a severance package, these services offer more than just logistical support; they help individuals navigate a difficult transition with confidence. Outplacement services can be customized based on the needs and budget of the employer. Offerings often include planning for workforce reductions in collaboration with the business, delivering termination messages, and providing one-on-one career transition coaching and emotional support to affected staff. More importantly, these services help affected employees regain focus by offering practical job search guidance, resume coaching, and career direction tailored to their experience and industry. For employers, outplacement services can deliver a clear return on investment. Companies that provide structured transition support often experience fewer legal disputes and benefit from a stronger employer brand, which can positively influence talent attraction and retention. Showing care during a difficult time speaks volumes to internal teams, affected employees, clients, and the broader market. Having worked closely with businesses and professionals throughout this process, I’ve witnessed the significant difference that experienced, neutral third-party support can make. In fact, a 2023 CBIZ report, referencing Bureau of Labor Statistics data, noted that individuals who received outplacement assistance secured new roles 40% faster than those who did not receive support (CBIZ, 2023). Just imagine if April had access to a coach experienced in private sector transitions, or if Carol had received immediate help with processing her layoff and planning her next steps; the positive impact would have been immediate. In today’s environment, outplacement isn’t merely a nice option; it is a strategic necessity. How will your organization ensure a respectful and supportive transition for its workforce? When selecting an outplacement partner, consider factors such as industry experience, the ability to customize services, the quality of career coaches, and the integration of digital tools for job seekers. Not all providers offer the same level of support or results, so thorough vetting is essential. 

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By Marina Perkovic • July 9, 2025
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 share post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on June 24, 2025, and the Board’s key messages are as follows: Financial Update CPHR Alberta remains in a stable financial position with a forecasted break-even year-end as per the approved Budget. The Board reappointed Cascade Chartered Professional Accountants LLP as auditor for 2025–2027. Strategic Planning The Board held a focused one-day Strategic Refocus Workshop to explore how CPHR Alberta delivers value to its members. This work will guide the development of an updated three-year strategic plan, aligned with the evolving needs of the profession. Self-Regulation The Professional Governance Act received Royal Assent in May 2025 and Royal Proclamation expected for Spring 2026. CPHR Alberta anticipates review of its self-regulation application in Spring 2027. Ongoing work focuses on legislative alignment, internal readiness, and member communications. CPHR Alberta Conference Join us at the CPHR Alberta 2025 Conference, Human-Centric HR on September 23–24 in Edmonton. Be sure to stop by the CPHR Alberta booth to meet and connect with your Board of Directors. The next Board meeting will take place on September 22, 2025, after which we will 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!
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