Understanding the Code of Ethics: What You Need to Know
31
Aug 2023
295
Author : Erica Blain, Director, Professional Standards, Registrar, CPHR Alberta
CPHR Alberta has two sets of guidelines that help to direct our Chartered Members in their work as an HR Professional. These guidelines are covered in the Code of Ethics and Standards of Professional Conduct. In line with other professional associations, CPHR Alberta’s standards and code are directed towards upholding its members’ ethical conduct and protecting the public, first and foremost. It is also concerned with achieving skilled and appropriate conduct within the profession. It is a hallmark of a profession when its members have voluntarily accepted this responsibility and duty to the public - as CPHR Alberta members have done.
The willingness to accept this duty to the public stems from the reliance of the public, generally, and the business community, in particular, on sound and competent advice on business affairs that include the complex nature of people. The importance of that advice imposes special obligations on the HR profession and firmly establishes the profession’s social usefulness.
The Code of Ethics
The Code of Ethics section is broken down into seven sub-sections that cover all the areas that an HR professional should consider when writing policies, creating processes, hiring new recruits, performance managing teams and in every aspect of their work.
These seven sub-sections are as follows:
Competence
HR practitioners must maintain competence in carrying out their responsibilities and provide services honestly and diligently. They must ensure that activities engaged in are within the limits of their knowledge, experience, and skill. When providing services outside one’s level of competence or the profession, the necessary assistance must be sought to not compromise professional responsibility.
Legal Requirements
HR practitioners must adhere to all statutory acts, regulations and statutes that apply in their jurisdiction related to the Human Resources field. They must not knowingly or otherwise engage in or condone any activity or attempt to circumvent the clear intention of the law.
Dignity in the Workplace
HR practitioners support, promote and apply the legislative requirements and principles of human rights, equity, dignity, and respect in the workplace, the profession and society.
Balancing Interests
To the best of their abilities, HR practitioners must strive to balance organizational and employee needs and interests in the practice of their profession.
Confidentiality
Human Resources practitioners must hold in strict confidence all confidential information acquired during the performance of their duties and not divulge confidential information beyond those individuals required within the ordinary course of duty unless required by law and/or where serious harm is imminent.
Conflict of Interest
HR practitioners must either avoid or disclose a potential conflict of interest that might influence or be perceived to influence personal actions or judgments.
Professional Growth and Support of Other Professionals
HR practitioners must maintain personal and professional growth in Human Resources by engaging in activities that enhance the credibility and value of the profession.
The second part, the Standards of Professional Conduct
, are derived from the seven ethical principles of the Code of Ethics. When the two are taken together, they ensure that HR professionals deliver on the special obligations entrusted to members. These standards outline specific duties that will ensure the effectiveness and relevance of the advice provided by CPHR Alberta members. The public has a reasonable expectation that a member will carry out these duties with utmost diligence. These duties are as follows:
- Duties when employed by organizations
- Duties when managing or supervising others
- Duties when representing an individual or organization
- Duties when acting as an independent consultant
- Specific duties while carrying out an engagement
- Specific duties regarding professional liability insurance
- Specific duties regarding fees
- Specific duties regarding advertising and endorsements
The Code of Ethics and Standards of Professional Practice should be understood and followed by all members of CPHR Alberta. The Code is applied explicitly to Candidate Members and Chartered Members, who are the only members subject to the Complaints and Discipline Process. CHPR Alberta will receive and accept complaints from the public about confirmed Chartered or Candidate members.
The Code of Ethics and Standards of Professional Practice were put in place for two main reasons:
- To protect the public
- To educate HR Professionals
By having these guidelines in place, HR professionals are better equipped to keep employees and organizations safe, healthy, productive and free from legal or people concerns.
The Code of Ethics really acts as a source of assurance of the profession’s concern for the public it serves and the practice of HR within ethical principles, while the Standards of Professional Practice act as a guide to the profession and the conduct of its members.
The public can feel better knowing that there are ethical, legal and safety obligations that an HR professional has agreed to follow, while employers know that their HR professionals are up to date on laws, best practices, current trends and rules. Finally, the Code and Standards act as the basis for the Complaints and Discipline Process so the public has an avenue to file concerns they may encounter with their HR professional.
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.
Author: Robin Daultani Mental health support. Fitness benefits. Stress management resources. Workplace wellness programs have evolved significantly over the past decade. Yet one foundational pillar of employee health and performance remains conspicuously absent from most wellness strategies: sleep. The cost of this gap is staggering. A landmark RAND Corporation study¹ found that insufficient sleep costs the Canadian economy up to $21.4 billion annually, through a combination of absenteeism and reduced productivity. A Gallup study² reinforced this finding, showing that poor sleepers report more than double the rate of unplanned absences compared to other workers. And a 2026 Wellhub study³ found that 83% of employees identify poor sleep as a contributing factor to burnout, a figure that demands attention when nearly nine in ten employees report burnout symptoms annually. Consider what this looks like in practice. A team member who slept poorly scrolls through emails at 7am already feeling behind. By mid-morning, a decision that should take minutes stretches into a 45-minute deliberation. After lunch, focus drops sharply, not because of the workload, but because the brain is running on insufficient rest. By 3pm, a second coffee masks the fatigue but does nothing for the impaired judgment underneath. Research shows that after 17 hours of continuous wakefulness, the equivalent of a normal waking day ending at 11pm, cognitive impairment matches that of someone who is legally intoxicated⁴. This is not an unusual day. For many employees, this is every day. Sleep rarely appears on the wellness agenda, leaving a significant and measurable performance gap unaddressed. The reason is partly cultural. Sleep is still widely perceived as a personal responsibility. But the research suggests otherwise: sleep is not a personal indulgence. It is a performance lever that affects every metric HR professionals are already tracking: productivity, absenteeism, burnout, and retention. The same RAND study¹ that quantified the cost of insufficient sleep also found the flipside: if Canadians who sleep under six hours started sleeping just one hour more per night, it could add $12 billion to the national economy. The returns are not theoretical. They are measurable, achievable, and waiting to be captured. The good news is that addressing sleep does not require a major overhaul of existing wellness programs. Organizations can start by simply putting sleep on the wellness agenda. Most workplace wellness surveys ask about stress, mental health, and physical activity. Adding questions about sleep quality or duration to existing wellness assessments can provide baseline data to identify and measure the scope of the issue within their workforce. Leaders and managers who openly prioritize rest and recovery give permission for the rest of the organization to do the same. Small cultural shifts like discouraging late-night emails or respecting boundaries around after-hours communication can quietly improve sleep conditions across an entire team. None of these require a budget. They require intentional inclusion. Now consider what becomes possible. A team member, after two weeks of consistent, quality sleep, arrives at work already focused. The mid-morning decision is made in minutes. The afternoon dip is manageable, not debilitating. The second coffee becomes optional, not essential. Nothing else about their workload or responsibilities has changed. They show up more empathetic and more present for their customers, peers, and family. The only difference is how well they slept. The performance gap between these two versions of the same employee is not marginal. It is the difference between surviving and thriving. The question for HR professionals is no longer whether sleep affects organizational performance. The research has answered that definitively. The question is whether sleep has earned a place in their wellness strategy. And if not, what that gap is quietly costing their organization.
Author: Rheya Patel , 2026 Social Media Committee Member Leading with Courage, Empathy, and Connection Over the past two days, people leaders and business professionals as well as members of our CPHR Alberta community gathered at the BMO Center in Calgary to explore the ever-evolving terrain of Human Resources, firmly reminding me just how incredibly interesting, as well as important our work is in daily organizational operations. Coming from an in-person perspective, the energy was incredible. As Co-Chair of this year’s Social Media Committee, I had the privilege of attending both days, capturing these moments and learning alongside all of you. The overarching theme of this year's conference was clear: while technology and processes are evolving, the future of HR is fundamentally asking us to be more human. Day 1: Adaptability and Breaking New Paths We kicked off Day 1 with a focus on Change Management. The first panel emphasized that in a world defined by constant shifts, HR must prioritize workforce planning and clear communication to remain resilient. One of the most unique panels on day 1 explored the world of Military Reservists led by three actively serving reservists. It was intriguing to learn about skills that can be transferred both "on and off the field"—such as leadership under pressure and community networking—and how undoubtedly invaluable they are to the professional world. Our panelists also touched on the vital importance of motivating and connecting with Canadian youth to build our future talent pipelines. Our closing panel was a powerful discussion on Leading the Future. The message was bold: do not wait for a path to be cleared for you. Courage is the Catalyst: Small ideas can spark massive change. Validation through Action: When you take the lead, others join the idea, creating the momentum needed to become a changemaker. A New Approach to Leadership: Instead of leading solely with data, processes, or solutions, the panel challenged us to lead with stories, questions, and silence. However, this was not the end. After all scheduled events, the day wrapped up with an HR Social in our exhibit hall. And though my duties were finished for the day, I took full advantage of the opportunity to meet with other HR professionals to continue to learn and grow. Receiving invaluable tips on starting off my own career as an emerging HR professional. Day 2: Culture, Integrity, and the AI Balance Day 2 shifted our focus toward the internal health of our organizations. I firmly believe that organizations should take care of the people within, just as they care about the people on the outside. We can think of it as how we take care of ourselves and each other. Empathy causes us to care deeply for others, but sometimes caring for ourselves can lose priority in our day to day lives, but our bodies are tuned in to making sure we don’t forget. Such as internal signals to let us know when we’re tired, our stomachs rumbling to indicate hunger. These internal signals can be a mini, personal version of an HR group, taking care of the internal needs while we take care of external needs. Starting bright and early, our opening keynote speaker addressed the difficult reality and complexities of toxic bosses. As HR professionals, it is our responsibility to ensure toxicity isn't "hidden in plain sight," to hold these bosses accountable, and to protect employees from potential retaliation when reporting harmful behavior. It is part of our role to reach the root of the issue and help to resolve it before the weeds grow out of control. Our first micro-session of the day dove into a matter that has become a topic of intense discussion as of recently. Our Aging Workforce. The speaker brought up insightful thoughts on mitigating the impacts, redesigning work environments to support employees at every life stage. By debunking the myth that older workers are "more expensive" and encouraging mentorship between generations, we create a more inclusive culture. The Role of Trust and Culture The second microsession of the day served as a great reminder to all those who attended the conference, that culture and trust are formed much earlier than we often assume. From the transparency of the hiring process to the clarity of defined roles, the employee experience begins the moment trust is established. And this can serve as a defining factor in a candidate’s decision when applying for roles as well as accepting offers. The "Ghost of AI" vs. Human Connection I had the pleasure of attending one of the three offered breakout sessions for day 2, and it touched on an increasingly more relevant concern emerging in the HR world and in the workforce in general. Artificial Intelligence. While AI is a powerful tool for managing vast amounts of data and streamlining applications, we must be wary of its "ghosts." The AI Limit: While AI can assist in conflict analysis, it is largely useless in resolving conflict if there is no genuine human connection. Three Smarts: To navigate conflict, we need a balance of book smarts, street smarts, and—most importantly—emotional smarts. Connection is the Cure: As we use AI more, we risk connecting with each other less. Conflict resolution requires building real bridges, not just analyzing data. With AI becoming much more prevalent in today’s workforce, being more reliable in terms of productivity and efficiency, it is missing the lifeblood of any organization. Being human. While AI has many uses and can easily adapt on the flick of a dime, it is us, the culture, being human, that makes a workplace come to life. Closing with Empathy To close out this years’ CPHR conference, our final keynote on transformative leadership was led by the Honourable, Beverley McLachlin, the first female and longest-serving Chief Justice. While short, it had to be the most powerful session I got to attend over the two day conference. The lesson was simple, yet profound: Leading with integrity and empathy means finding the best in your people and highlighting their unique strengths to succeed as a unified team. And I believe this is what HR is about. Working with people that bring out the best in each other to form strength and unity in the workforce. Looking Ahead to 2027 I hope everyone learned something invaluable that changes the way they work. That we all remember, in the end, the future isn't just about efficiency; it's about courage, flexibility, and a deep commitment to the people we serve. It was a privilege to be part of capturing insights from the Conference with the Social Media Committee. You’ll soon have the opportunity to revisit select sessions when our On Demand offering launches. Stay tuned this fall for ticket sales for the CPHR Alberta 2027 Conference, happening in Edmonton on June 9th and 10th. We can’t wait to welcome you back!
As the governing voice of CPHR Alberta, the Board of Directors meets quarterly to provide oversight and guidance across key strategic and operational priorities. To maintain transparency with members and stakeholders, we continue to share post-meeting updates to highlight progress, key decisions, and how we are advancing the HR profession while ensuring a strong and sustainable organization. The Board of Directors met in June 2026 to review organizational performance, governance priorities, and long-term sustainability. The Board’s key messages for the membership are as follows: Continued Membership Growth CPHR Alberta continues to grow, with membership increasing by 4% year-over-year to 7,559 active members. Growth is being driven by strong engagement from students, future HR professionals, and members pursuing the CPHR designation, demonstrating the continued strength and relevance of the HR profession across Alberta, the Northwest Territories, and Nunavut. Strong Financial Position The Board reviewed Q1 2026 financial results and continues to closely monitor financial performance and long-term sustainability. CPHR Alberta remains committed to responsible stewardship of member resources while investing in programs, services, technology, and professional development opportunities that deliver value to members. Investing in the Future of the Profession Advancing the visibility and influence of the HR profession remains a strategic priority. A new province-wide marketing campaign has launched to position CPHRs as trusted business leaders and strategic partners, while increasing awareness of the value of the designation among employers and the broader business community. Supporting Future HR Professionals Student membership continues to be a key driver of growth, reflecting strong interest in HR careers and the CPHR designation. CPHR Alberta remains committed to supporting students, candidates, and emerging professionals as they progress through their HR careers. Continuous Improvement in Governance and Member Service The Board and its committees continue to strengthen governance practices, review policies, and enhance Board effectiveness. This ongoing work ensures oversight remains aligned with leading practices and supports a strong, sustainable organization for members. Focus on Long-Term Sustainability The Board continues to review long-term financial planning, revenue diversification, and future membership dues strategy. These efforts are aimed at ensuring financial sustainability while maintaining the value delivered to members. Looking Ahead The Board’s focus for the remainder of 2026 includes: Continuing to grow membership and engagement Expanding the visibility and influence of the HR profession Supporting a future-ready HR community Maintaining strong governance, risk management, and financial oversight Delivering high-quality programs, services, and member experiences The next Board meeting takes place in November 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!
