Supporting People Living with Disabilities

25
Sep 2023
CPHR Alberta
213
A man in a wheelchair is sitting at a table with a laptop and a tablet.

Author : Erinn O’Brien from the Medicine Hat Chapter Committee, Interview done by Tina Leslie from the Medicine Hat Chapter Committee

In honour of Disability Employment Action Month, the CPHR Chapter Committee in Medicine Hat reached out to REDIworks to learn more about hiring people living with disabilities. REDIworks is the employment division of REDI (Rehabilitation and Employment for Developing Independence). REDI started in 1950, when two women placed an ad in the Medicine Hat News reading, “Anyone interested in helping the handicap, please phone…”. That simple phrase launched a non-profit organization committed to helping people living with disabilities connect with their communities. (Redi Enterprises Society).

During the interview, Manager Almira Vujovic explained, “REDIworks provides person centered supports in assisting individuals with disabilities to increase independence and gain meaningful community inclusion through employment and volunteerism” (Vujovic). REDIworks provides the following free services to employers:

  • Customized talent matching and candidate pre-screening
  • Assistance with interviewing and onboarding
  • Consulting around job accommodations
  • Direct support and consulting around training (onsite and offsite job coaching) 
  • Performance and retention support
  • Ongoing diversity and inclusion employer support
  • Promotion and marketing: REDI acknowledges and promotes inclusive employers through their social media and through Disability Employment Awareness Month promotional activities, Everyone Can Initiative
  • As applicable, nominate inclusive employers who embrace DEI culture for various awards (REDI’s Chair Award, Chamber of Commerce Awards etc.)

Hiring people with disabilities has multiple benefits for employers. It creates more opportunity to develop workplace diversity, equity, and inclusion and create a culture where everyone can bring their whole selves to work. Vujovic states that, “hiring inclusively increases social awareness and community engagement.” “Employers who adopt diversity, equity, and inclusion as their core values attract a wide base of customers…[and] have access to more diverse markets.” “Creating new jobs by carving out duties from one position to create another can increase team productivity and effectiveness.” (Vujovic) Inclusive workplaces also improve employee retention. In today’s labour market, turnover costs much more than the price of advertising a vacancy.

Vujovic also notes, “Communication and work practices improve: With intentional EDI hiring practices, managers and supervisors are in position to develop and use their adaptive management skills, altering the bar based on individuals’ capacities. Often, when hiring and training people with disabilities, helps the supervisory team in identifying gaps in training and practice that should be addressed and would benefit the entire team.” She adds that, “being more intentional with communication, using direct, clear instruction, and plain language may be also beneficial to the entire team, not only people with disabilities. Focusing and reflecting on how to better set employees for success, giving timely feedback, speaking intently will allow employees to be aware of the expectations, and perform to the best of their ability, and be successful.”

With all these benefits, why don’t more employers hire people living with disabilities? Most barriers to disability employment stem from misinformation. Employers are unaware of free supports that are available, have misconceptions about liabilities or major accommodations required, or expect financial incentives or grants. Also, employers must be open to carve out or design new jobs and understand how valuable 3-12 hours of employment each week can be to an employee (Vujovic).

Employee accommodations do not need to be expensive. Vujovic explains, “most accommodations don’t require any financial resources or cost less than $500.” The most common accommodations involve flexibility in time. For example, a more flexible start time for those using public transportation or special transit. Others include flexibility in length and frequency of shifts and break times. These accommodations may be relevant to current employees, not just those living with declared disabilities.

If you want to help, Vujovic recommends the following:

Promote inclusive hiring, giving opportunities to people with disabilities

Raise awareness among employers of the benefits that diverse and inclusive hiring practices (DEI) bring

Make each job just as important as the other

Invite employers to contact REDI to explore partnership options and recruit from REDI’s talent pool

To learn more, visit the REDI website , the REDI Facebook Page , or contact REDIworks Job Developers: works@redi.ca. 

References 

Redi Enterprises Society. About. n.d. 3 08 2023. < https://redi.ca/about>.

Vujovic, Almira. CPHR Medicine Hat Committee Interview Tina Leisle. 28 May 2023.

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.



More Than a Gala: A Night of Celebration, Connection, and Recognition

By Jessica Jaithoo • May 19, 2026
Author: Deon Davidson , 2026 Social Media Committee Volunteer The evening began with laughter, conversation, and both familiar and new faces connecting during cocktail hour, while the sound of a talented violinist created the perfect atmosphere for the night ahead. But as the night went on, it became clear that the CPHR Alberta Member Recognition Gala was about much more than dressing up, enjoying a three-course meal, or taking photos. It was a celebration of the people who continue to shape and strengthen the HR profession across Alberta. From new professionals earning their CPHR designation to volunteers dedicating their time behind the scenes, the evening highlighted the power of leadership, service, and community within HR. The event also recognized the sponsors whose support helped make the celebration possible and brought the HR community together for such a memorable evening. The atmosphere throughout the night reflected something HR professionals work hard to create every day: recognition. But how often do HR professionals get recognized themselves? This evening was for that. Celebrating the People Behind the Profession The main highlight of the evening was the celebration of nominated HR professionals from across Alberta our jurisdiction, Alberta, Northwest Territories and Nunavut , whose leadership, service, and contributions have made a lasting impact on workplaces, organizations, and the profession as a whole. Another highlight was the recognition of new CPHR members. Becoming a CPHR takes commitment, hard work, and dedication to the profession. As new members stood to be recognized, the room celebrated not only their achievement, but also the future of HR leadership in Alberta. The evening also recognized volunteers who continue to support and grow the HR community. Many of these individuals spend countless hours helping behind the scenes, often without expecting recognition in return. How often do we stop to celebrate the people who help build stronger workplaces and stronger professional communities? The applause throughout the evening showed just how much their contributions matter. More Than Networking Between courses, conversations filled the room as HR professionals, students and leaders connected with one another. Some shared career advice. Others reflected on their HR journeys. Many simply enjoyed the chance to connect and celebrate with one another. Events like the Member Recognition Gala remind us that HR is more than just recruitment, policies, and procedures. It’s about what many HR professionals learnt when entering the career: it’s about people. For students and emerging HR professionals, the evening was also inspiring. Seeing experienced leaders recognized for their impact showed what is possible through service, leadership, and dedication. What can happen when professionals take time to celebrate each other instead of only focusing on deadlines, challenges, and busy schedules? The gala answered that question clearly: stronger connections, meaningful conversations, and a greater sense of community. A Standing Ovation That Captured the Spirit of the Evening As the evening came to a close, attendees experienced one of the most powerful moments of the night: the presentation of an award to a newly appointed Fellow CPHR. After a heartfelt speech, the room rose to its feet in a standing ovation. It was more than applause. It was a moment of respect, appreciation, and gratitude for someone whose contributions made a lasting impact on the profession and the people around them. The standing ovation captured the spirit of the entire evening. It showed the importance of recognizing people not only for what they achieve, but for how they help others grow along the way. How often do workplaces take the time to truly celebrate the people making a difference? Looking Ahead: Why You Won’t Want to Miss Next Year’s Gala The Member Recognition Gala was more than an award ceremony or a chance to dress up for the evening. It was a reminder of the power of recognition, community, and connection within the HR profession. For those who attended, the evening brought memorable conversations, inspiring moments, and a renewed appreciation for the people behind the profession. For those considering attending in the future, next year’s gala promises another opportunity to connect, celebrate, and be inspired by the individuals who help shape the future of HR in Alberta. So, start preparing now for next year’s celebration, whether that means growing your network, getting more involved in the HR community, supporting others in the profession, or even working toward your own CPHR designation. The next gala will be another opportunity to celebrate the people making a difference across Alberta’s workplaces and communities. Because sometimes the most meaningful moments happen when the people who spend their careers supporting others finally get celebrated themselves.

Beyond the Boardroom: Why Motherhood is Your Greatest Leadership Asset

By Jessica Jaithoo • May 5, 2026
Author: Nidhi Gandhi , 2026 Social Media Committee Volunteer Motherhood is often described as the world’s most demanding job, yet it rarely comes with a job description, a performance review, or a manual. It is a profound and often relentless act of stewardship that asks us to be an anchor, a strategist, and a source of support, sometimes all at once. For modern HR executives, this reality carries added complexity. Our professional lives are spent navigating organizational health, talent development, and culture. We shape workplace policies, advocate for employee well‑being, and bring the people perspective to the leadership table. When we step into the dual role of executive and mother, we aren’t simply balancing two lives; we are bringing together two complementary skill sets. As Deni Ruiz, Executive Director of People and Culture at Keyano College, explains: “In my role, I balance strategy with humanity, supporting leaders and employees, navigating change and complexity, and making tough decisions when needed. I am supported by an amazing team of professionals who care deeply for our colleagues, the College, and the community.” Being both an executive and a mother means showing up focused in the boardroom while also being a safe harbor at home. It requires constant recalibration and a willingness to redefine what success looks like at different stages of life. It also reinforces an important truth: empathy is not just a personal quality, it is a leadership asset. When we asked Deni how she transitions from mom mode to executive mode, she shared: “It’s less of a flip of a switch and more of a recalibration. I go from solving activities, snack logistics, and figuring out the root cause of meltdowns, to solving organizational challenges and understanding what motivates and engages people in the workplace. But at the core, both roles are about supporting people and making good, informed decisions, just at different complexity levels. A deep breath, a chai latte, and I’m in an executive mode. What I find a bit more challenging is transitioning back to ‘mom mode’ at the end of a long, busy day.” In this conversation, we look beyond titles to discuss the realities of nurturing a high‑level career while raising the next generation. Whether you are climbing the ladder, building a team, or navigating your own career path, this dialogue offers both reflection and reassurance that your path can evolve, and that is okay. How has motherhood shaped your approach to HR policies? Does it change how you view things like flexible work, benefits, or performance management? Motherhood has deepened my understanding of how policies land in real life. It’s made me more attuned to what employees are balancing outside of work, including growing demands related to child care, elder care, and mental health. That perspective has strengthened my support for flexible and inclusive workplaces, not as perks, but as tools for retention, productivity, and respect. Being a mom hasn’t lowered performance expectations; it has clarified how we enable people to meet them by recognizing the realities that shape today’s workforce and equipping leaders to respond thoughtfully. What is the most rewarding “full circle” moment you’ve had where your professional role and motherhood intersected? There are moments when I’m coaching my kids on family values, goal setting, or how to navigate conflict with their sibling, and other moments when I’m coaching leaders through difficult workplace conversations or career development decisions. I’ve realized I draw on the same patience, clarity, and empathy in both settings. Seeing those conversations handled well, and knowing they positively affect someone’s experience at work, feels like a true intersection of both roles. Just as each child is different, even within the same family, employees experience work differently. Understanding those realities helps build alignment and trust. What advice would you give to a mid ‑ career HR professional who is hesitant to pursue an executive role because they fear it will compromise their family life? It’s a valid concern. Executive roles come with more responsibility and mental load, but they also offer greater autonomy to shape how and when you work. The key is being intentional. Be clear on your non‑negotiables, choose organizations whose values align with yours, and remember that strong leadership includes modeling sustainable ways of working, not constant availability. If you could give a Mother’s Day gift to working moms, aside from a day off, what would it be? I’d give them the freedom to be genuine and true flexibility, the kind that is trusted, consistent, and free from career trade‑offs. When people don’t have to choose between being present at home and being seen as committed at work, that’s where working moms can truly thrive. The idea of perfect work‑life balance is overrated. Priorities shift over time, and only you and your family know what the right combination looks like in any given season. Deni’s journey reminds us that senior leadership and motherhood are not competing forces to be managed, but complementary roles that strengthen one another. The empathy cultivated at home makes us better leaders, just as strategic thinking at work helps us build stronger foundations for our families. As we celebrate Mother’s Day, let this conversation prompt reflection. You do not have to choose between being a successful professional and a present, nurturing parent. You can be both, and you can lead through both.

World Day for Safety and Health at Work: Why It Matters

By Jessica Jaithoo • April 21, 2026
Author: Taia Northrup , 2026 Social Media Committee Volunteer Building Safer Workplaces Every April 28th, World Day for Safety and Health at Work serves as an important reminder that workplace safety isn’t just a policy, it is a commitment to people. While procedures, protocols, and compliance requirements are essential, the true foundation of a safe workplace lies in a culture where employees feel valued, heard, and protected. In today’s evolving environment, safety goes beyond hard hats and hazard signs. It includes psychological safety, inclusive practices, and the ability for employees to speak up without fear. As organizations continue to adapt in a tech driven world, the role of Human Resources in shaping and sustaining this culture has never been more critical. Traditionally, workplace safety has been associated with physical risk prevention. While this is still vital, modern organizations are expanding their focus to include mental health, preventing burnout, and overall well-being. Which Leads to the Culture of Psychological Safety A truly safe workplace is one where employees feel comfortable sharing ideas, raising concerns, and admitting mistakes without fear. Psychological safety is essential for innovation, collaboration, and overall organizational success. Safety doesn’t always require large scale initiatives… Often it is small, consistent actions that make the biggest difference, these include: Checking in with employees regularly Offering training and refreshers Celebrating safe practices and milestones Creating opportunities for feedback As we recognize World Day for Safety and Health at Work, it is an opportunity to reflect on how we can continue to build safer, healthier workplaces. By prioritizing both physical and psychological well-being, organizations can create environments where employees thrive. At its core, safety is about people. When we lead with empathy, listen with intention, and act with purpose, we don’t just meet safety standards, we exceed them!
MORE NEWS