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.
In 2025, CPHR Alberta became a partner to the Collaborative Funders Table and the Calgary Youth Employment Initiative to address under-employment for opportunity youth. Over seven months, more than 60 partners came together to research, design, and test what would become OY Works . That story of co-creation is what makes this toolkit different. Employers shared what they need to know and what tools would make a difference. CPHR Alberta members contributed HR expertise through representation on the steering committee, and participation in surveys, interviews, and protype testing throughout 2025. Attracting, engaging, and retaining young talent isn’t just a workforce strategy — it’s an investment in our collective future. When we empower youth with meaningful opportunities, modern skills, and a sense of belonging, we build workplaces that are more innovative today and more resilient tomorrow. The organizations that thrive will be the ones that recognize youth not as the workforce of the future, but as essential contributors shaping the world right now. A dedicated toolkit to hire opportunity youth gives HR professionals and employers the practical resources, insights, and frameworks they need to connect with young people authentically — turning intention into action and helping break down barriers and supporting organizations to build strong, sustainable talent pipelines. Co‑designed with HR professionals and industry leaders, the toolkit reflects real challenges and real solutions, ensuring it is both practical and deeply aligned with the needs of today’s evolving workforce. - Lisa Watson, CPHR Alberta Board Director, OY Works Steering Committee Member Today marks an exciting milestone: the launch of OY Works , an online toolkit designed to make inclusive youth hiring easier for Alberta employers and HR professionals. This free resource was co-created by a diverse group of stakeholders—employers, HR experts, and non-profit agencies—who share a common goal: opening doors for young people who are ready to work but face barriers. Why OY Works? Too many youth are eager to contribute, learn, and grow, yet struggle to access meaningful employment. OY Works is here to change that. Built with practicality and purpose in mind, the toolkit offers actionable strategies to help businesses recruit, onboard, and retain Opportunity Youth—young people aged 18–29 who are not currently in school, training, or work. What’s Inside the Toolkit? It makes business sense: Read the Business Case for hiring Opportunity Youth and be empowered to influence leaders. Explore the ideas and tools in the Quick Start Hiring Guide . Learn how to onboard effectively and build retention from day one in the Optimal Onboarding & Mentoring Guide and the Retain & Grow Guide . Discover how non-profit agencies are preparing OY for the workplace. They often support employers and employees through all stages of employment. This isn’t just about doing good—it’s about making smart business decisions. Inclusive hiring strengthens workplace culture, reduces turnover, and taps into a motivated talent pool ready to make a difference. We invite you to explore OY Works and join the movement to create opportunities for youth who deserve a chance to shine. Explore the OY Works toolkit: https://bit.ly/3L6SQuF When young people get a chance to contribute, it’s a win for youth, employers and the community. Join us in spreading the word by sharing the toolkit with your networks.
Author: Robin O’Grady Wellbeing can feel impossible when life is already overflowing. The thought of adding “one more thing” to your plate? That’s enough to send anyone over the edge. However, in the end, taking care of your own health is not a “nice to have”, it is essential, in more ways than one. As an HR Professional you are often the go-to for tough conversations and as a support system. Protecting your own energy isn’t only about your personal wellbeing, it is what allows you to show up fully for your people, when it matters most. To get it out of the way, here are the things this is NOT about: Going to the gym Hopping on a trend (wellness/fitness/nutrition) Adding more things to your calendar What it will be about is… Refuel, Recharge, Repeat . Leading yourself with intention and energy. Perspective Shift Keep it simple. Thriving over surviving. When in the tornado of your day-to-day adding things to you r calendar can feel overwhelming and unattainable. The first step is to take stock of your capacity, really step back and assess what you might have available timewise. Then, assess how full your fuel tank is, how are your energy levels at different times of the day? Only then can the strategy be built on how to implement what is right for you. To begin, choose only one thing, many struggle because they try to do too much at once. Tips If choosing nutrition as a needed change, consider adding or removing only one thing as a beginning VS changing your entire diet or diving into a trend-based program that you know isn’t sustainable. Movement comes in a large variety of ways. Think about things you actually enjoy doing and find ways to add them instead of forcing yourself to do things you don’t enjoy just for the sake of adding more movement. Fulfillment is an important part of taking care of your holistic health, prioritize time for things you love – hobbies/family/travel etc. Energy Management The oxygen mask principle is a familiar one. When flying on an airplane, the flight attendant tells us that in the case of emergency, you must put on your own oxygen mask before helping others. This is where the protection and management of your energy begins. Awareness of what energizes you VS what drains you and an intentional placement of those things through your day as one step. Another, in protecting your calendar and being diligent about the spaces you had set aside for your energy management (eg. specific closed door office hours or break times). Tips Take your breaks away from your desk, even away from the building when possible. Implement grounding practices through your day, for example, before entering the workspace and at the end of your day before going home. Protect your transition time - 15 minutes between meetings to process and reset. Intentional Adaptation Making a decision that something might need to change is really the first step, without that awareness, there is little that can or will be done. As a leader, your responsibility is to yourself, but it is also in role modelling for the team. HR Professionals set the tone for the workplace culture around them. The way you prioritize your own boundaries and wellbeing quietly gives others permission to do the same. When you show up with intention, it ripples through the entire organization. The research and stats are clearer now than ever before, workplace wellbeing as a strategy, is one that increases the bottom line and enhances the overall culture of your workplace. In order to see the high end of those stats, intentional adaptation is key. This is a strategy and a process, one that will make you and your business better, you could be the catalyst for that. Tips Create a community within the workplace to prioritize these habits and strategies with. Make it a fun practice you can all do together and hold each other accountable to, especially when the day takes over and the “tornado” is most fierce. Build out the process and SOP in the same way you would for other business strategy and involve your team in the process, so you know what you are planning is good for the whole. Make sure you are first. Leaders first. Remember the oxygen mask principle, you deserve whole health, and you will thank yourself later for checking in and adjusting when needed. Start with some space to breathe. That space? It comes from letting go of what you think you "should" be doing and tuning into what actually serves you and your team. Wellbeing isn't a one-size-fits-all prescription. It's a personal practice of alignment, which can (and should) be translated into how you all work as a whole. Today is as good as any, tomorrow will come regardless.
As we close out 2025, I’m feeling genuinely proud of what CPHR Alberta has accomplished this year, and grateful for the members, volunteers, partners, and staff who made it possible. Together, we’ve continued to strengthen the value of the CPHR designation, expanded professional development opportunities, and deepened relationships with government, post-secondary institutions, and business leaders. This year also brought some milestones worth celebrating. We’re ending 2025 in a financially stable position, and our membership grew by 7% , which is a nice reminder that the HR community is thriving, and that we are still the kind of people others willingly choose to join. One of the most important pieces of work this year was launching our 2026–2028 Strategic Plan. This roadmap was shaped by member input, market research, and alignment with CPHR Canada’s national priorities. It’s the product of a truly collaborative process led by our Board and operations team, forward-looking, grounded in data, and practical in how it positions us for what’s next. At its core, the plan strengthens the HR profession and supports the people who drive it, reinforcing our commitment to a resilient and inclusive HR community. I encourage you to read it and see where we’re headed. View the Strategic Plan here. Our pursuit of self-regulation remains a priority, and our advocacy efforts this year continued to deepen relationships with government and position HR as a trusted profession. We’re making progress, ensuring HR’s voice is present in key policy conversations and recognized where it matters most. If nothing else, we are getting very good at showing up, staying thoughtful, and keeping the conversation moving forward. To build on this momentum, we’re currently recruiting two Chartered Members and up to one Public Members to join our Board. We’re looking for candidates with prior governance experience and strengths in areas such as strategic business leadership, financial management, legal expertise, or IDEA. It’s also important to us to have meaningful geographic representation from outside Calgary and Edmonton, because Alberta is bigger than two postal codes, and our Board should reflect that. You can learn more about the process and requirements through our blog , and I’d encourage you to apply or share the opportunity with someone who’d be a great fit. Applications close January 9, 2026. Chartered and Retired Members: Apply through your member portal Public Members: Contact Heather McMaster at hmcmaster@cphrab.ca for application details As the holiday season approaches, I hope you find time to rest, recharge, and take a moment to acknowledge what you’ve contributed this year, professionally and personally. Thank you for everything you do to advance the HR profession. I’m confident that, together, we’ll continue building something even stronger in 2026. And if your out-of-office message is already drafted, I respect the efficiency. Geordie MacPherson, CEC, CPHR, SHRM-SCP Chair, Board of Directors, CPHR Alberta
