Unlocking Career Growth: Strategies to Secure Buy-In for Your Professional Development

Author : Lindsay Recknell

Practical Steps for Talent Development Professionals

In the fast-evolving landscape of talent development, seizing opportunities for growth and learning is essential for professionals aiming to stay at the top of their game. Whether you're seeking financial support, time off, or simply the space to engage in growth-oriented activities, this article is your trusted guide, aimed at helping you navigate the often challenging path of securing buy-in for your professional development endeavors. This post is tailored to provide you with actionable strategies to gain the support you need, delving into the five strategic steps that will empower you, the Talent Development professional, to win the support you need for your career's upward trajectory. 

Step 1: Do Your Research

Let's kick things off with an essential first step: research. Before you approach your organization, arm yourself with comprehensive knowledge about the specific professional development program you're interested in. Understand its costs, time commitments, and duration. Knowing whether it's a weekly, monthly, or daily engagement will help you assess its impact on your daily job.

But don't stop there; familiarize yourself with your company's policies regarding employee development. Does your organization offer reimbursement for training or provide time off for such activities? Are there clear guidelines in your employee handbook, or is it more a matter of the decision maker's discretion? Speaking of which, consider your decision maker – your boss or the relevant authority – and their stance on continuous learning. Engage with colleagues who've undergone professional development; their experiences can bridge the gap between policy and reality.

Step 2: Crafting the Perfect Email

Now that you've amassed your knowledge, it's time to craft a persuasive email that resonates with your decision maker. Your email should be concise yet comprehensive, written with your audience in mind. Start with a social introduction, connecting on a personal level – mention recent conversations or shared interests.

Next, present your conceptual point or the big idea right at the beginning. Decision makers often prefer getting to the point swiftly. Follow it with a structured statement outlining the information you'll provide. People like knowing what to expect.

Within the email's body, include crucial data and relevant bullet points. These should highlight aspects of the program that will resonate with your decision maker. Restate your big idea to reinforce its importance. Lastly, summarize your structured statement and conclude with a clear call to action, specifying what you want your decision maker to do.

Step 3: Anticipate Questions and Concerns

As you prepare to approach your boss, anticipate the questions and concerns they might have about your training request. This proactive approach not only demonstrates your commitment to your own growth but also your understanding of how it benefits the organization.

Consider questions like, "How much does it cost?" or "Is there financial aid available?" Clearly articulate the key takeaways and skills you expect to gain from the program, and explain how they align with your personal and professional goals. Highlight the direct benefits your organization will reap from your enhanced skill set.

Don't forget to address concerns about job performance. Explain how you'll manage your workload effectively, ensuring your productivity doesn't suffer. And if ROI is a concern for your decision maker, research metrics or statistics that demonstrate the program's potential impact on your job performance and the organization's bottom line.

Step 4: Initiating the Conversation

With your groundwork laid, it's time to initiate the conversation with your boss. Schedule a dedicated meeting or discussion, rather than squeezing it into an existing one. Make it clear that this matter holds significant importance.

Choose the right time and place for your conversation, ensuring it doesn't clash with any pressing issues. Meeting in person or via live virtual communication is recommended, and don't hesitate to mix up the setting to make it more personal.

During the conversation, share your goals, achievements, and commitment to the organization, emphasizing the win-win aspect. Be open to suggestions and anticipate questions, remaining receptive and curious. Follow up on any agreed-upon actions promptly and schedule your next meeting to show your dedication.

Step 5: Highlight the Value and Commitment

Lastly, remember that training and self-development are valuable investments in both your personal and professional growth. Even if your organization isn't willing to finance your training, seriously consider taking the opportunity anyway. The skills and knowledge gained can significantly benefit your career, making you a more valuable asset in the long run.

Additionally, demonstrate your commitment to applying your newfound knowledge within the organization. Show how your growth will directly contribute to the company's success. If necessary, discuss commitments such as staying with the organization for a specified period after completing the training.

You and I both know that your professional development journey is a critical aspect of your career. Approach it with enthusiasm, invest in yourself, and engage your organization with persuasive and well-researched arguments. With these strategies in your toolkit, you're well on your way to securing the buy-in you need to propel your career to new heights.

The value of education is immeasurable, and it benefits not only you but also the organizations fortunate enough to have proactive and growth-oriented professionals like you in their ranks. So, seize the opportunities for learning, and watch your career flourish!

Lindsay Recknell will be hosting a Mental Health Skills Training: 3-Day Certificate Program for HR Professionals - March 5, 6 & 7, 2024 to learn more click here. 

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.



A Strategic Guide to Organization Restructuring, Part 2

By Jessica Jaithoo • November 19, 2025
Author: Ada Tai, MBA, CPHR, SHRM-SCP After publishing “ A Strategic Guide to Organization Restructuring, Part 1 ,” I heard a consistent follow-up question from leaders: “How do you actually re-design an organizational structure so it aligns with strategy, future needs, and the realities of the day-to-day operations?” In this post, I will take you behind the scenes of a recent restructuring project our firm completed and walk you through the steps for designing a structure that works not just today, but also for the next 3 - 5 years. Step One: Understand the Organization Restructuring is not a mechanical exercise. Before anyone touches boxes on an org. chart, leaders must understand the full context of the organization: its challenges, aspirations, constraints, and people. Recently, our team worked with a large public-sector entity that hadn’t reviewed its structure in more than a decade. Over time, several issues had emerged: Long-standing role ambiguity and workflow friction Significant retention and succession challenges A rapidly growing industry and expanding service demands A CEO overwhelmed with too many direct reports Insufficient leadership depth in the layer immediately below the CEO The mandate was clear: Design a structure that could carry the organization for the next 3–5 years. Before jumping in, we partnered with the executive team to answer a set of foundational questions: Why is a new structure needed now? What pressures, risks, or opportunities are driving the change? What is the organization trying to achieve long-term? We reviewed vision, mission, values, strategic priorities, and expected growth. How is the organization currently designed? We examined complexity, formality, decision flows, span of control, talent mix, communication channels, policies, and people challenges. What work must happen to deliver services successfully? We mapped critical processes and clarified who is responsible for what work today and tomorrow. What resources and budget constraints shape the options? We did a reality check. Answering these questions transforms guesswork into a strategic foundation. Step Two: Plan for the Structure Review Once aligned on objectives and constraints, we co-created a plan for the whole structure review. 1. A small project team was assembled within the organization. This was a group of leaders/champions who would serve as our partners, sounding board, and communication anchors throughout the process. 2. To design a structure that reflects reality rather than assumptions, we needed both qualitative and quantitative insights. Together with the project team, we developed a data-collection plan that included: On-site tours to understand operations and workflow in context In-person interviews with employees across departments, tenure levels, roles, and demographic groups Review of organizational documents , including strategy, service data, operational metrics, etc. 3. We also conducted external research to understand the demand for the organization’s services, the competitive landscape, and industry benchmarks. The goal was to build a complete, nuanced picture of how work actually gets done. Step Three: Design the Structure Over the next several weeks, we conducted interviews with 80% of the head office staff and 60% of the frontline workforce. One important message we emphasized to every group is: “This review is not a performance assessment, nor an attempt to eliminate jobs. It is about building a structure that sets everyone up for success.” Gradually, as we gained insights, a clear picture emerged of what the future structure could and should be. We facilitated a series of structural design sessions with the project team. These sessions were collaborative, candid, and grounded in both data and lived experience. Together, we co-created: A transition structure for the upcoming year — providing stability while preparing for change. A future-state, growth-oriented structure designed for the next 3 – 5 years — with more substantial leadership depth, transparent accountability, and defined pathways for talent development and succession. The result was not just an org. chart. It was a blueprint for how the organization would operate, make decisions, support employees, and deliver services at a higher level. Step Four: Support the People Side of Change Even the best-designed structure can fall apart without thoughtful implementation. Once the project team felt confident in the proposed structures, the next steps were: Securing Board approval Preparing a comprehensive communication plan Engaging employees with clarity, empathy, and transparency We had the privilege of presenting the new design and its rationale to the Board. After approval, we supported the organization as it rolled out the change to staff, ensuring leaders were prepared to answer questions, set expectations, and guide their teams through the transition. Structure isn’t just architecture; it impacts morale, trust, and people’s sense of security. The human side must be handled with the same care as the technical side. Final Thoughts Restructuring is a strategic redesign of how an organization works, leads, and delivers value. A thoughtful structure review requires three things: Deep understanding of the organization’s reality Collaborative design grounded in data Careful implementation that supports people When these pieces come together, restructuring becomes more than a response to pressure. It is an opportunity to strengthen leadership capacity, improve clarity and accountability, and position the organization for sustainable growth. Check out my previous blog: “ A Strategic Guide to Organization Restructuring, Part 1 ” 

Essential Resources for HR Professionals in Alberta: Stay Ahead in Workforce Planning

By Jessica Jaithoo • November 19, 2025
Alberta’s labour market is dynamic, and HR professionals need timely insights and practical tools to make informed decisions. To help you navigate hiring trends, funding opportunities, and compliance requirements, here are three key resources you should know about: 1. Labour Market Information Bulletin The Regional Employer Supports Bulletin provides a snapshot of Alberta’s labour market, including: Employment Trends: September saw a 1.7% increase in employment , reversing previous declines. Unemployment Rate: Currently at 7.8% , slightly above the national average. Wage Updates: Average weekly wages rose to $1,433.62 . Upcoming Webinars: Topics include hiring foreign workers, employment standards, and psychological health and safety. Explore Labour Market Notes 2. Hiring Demand Bulletin The September Hiring Demand Bulletin offers detailed insights into job postings and hiring patterns: Job Postings: Over 30,500 new openings in September, with Calgary and Edmonton leading the way. Top Occupations: Retail salespersons, cooks, registered nurses, and material handlers. Sector Trends: Sales and service roles dominate (31%), followed by trades and transport. Regional Highlights: Calgary posted 11,004 openings , Edmonton 10,032 . View full hiring demand details 3. Employer Resources Guide Looking for ways to attract, train, and retain talent ? The Employer Resources Guide is packed with programs and funding opportunities: Grants & Funding: Canada-Alberta Productivity Grant – supports training to boost productivity. Workforce Strategies Grant – funds innovative workforce development solutions. Industry-Specific Programs: Food Futures Program – wage subsidies for food industry placements. ECO Canada – training and wage subsidies for environmental jobs. Youth & Apprenticeship Incentives: CAREERS Internship Programs – up to $7,500 for hiring youth. Student Work Placement Program – funding for co-op and internship positions. Recruitment Tools: Job Bank – free job posting platform. Agriculture Job Connector – match workers with agri-food employers. Access the full Employer Resources Guide Why These Resources Matter Together, these tools help HR professionals: Plan strategically with accurate labour market data. Fill critical roles by understanding hiring trends. Leverage funding to reduce recruitment and training costs. Stay compliant with employment standards and best practices. Take Action Today: Register for upcoming webinars on employment standards and workforce programs. Connect with a Workforce Consultant for tailored advice. Bookmark these resources to keep your HR strategies future-ready.

Overcoming Adversity and Inspiring Others

By Jessica Jaithoo • November 10, 2025
Author: Jennifer Muellers, Katy O’Brien-Watson, and Mandy Ingraham (Grande Prairie Chapter Committee) Every October, Alberta celebrates Disability Employment Awareness Month (DEAM) which promotes employment inclusion and increased participation of workers with disabilities in Alberta’s economy. DEAM celebrates the contributions of workers with disabilities and supports employers in practicing inclusive hiring (Government of Alberta, 2025). The Grande Prairie Chapter chose a local story of a girl named Kiesha, who was told after her car accident she would likely never walk again. Kiesha uses her story to inspire and uplift others through her journey of perseverance through public speaking engagements. Kiesha frames her journey not just as healing for herself, but as something that can help and inspire others in similar situations. Her film touches on living and working with disability in a rural setting like Grande Prairie and how accessibility, advocacy, community support and awareness are so important to her success. It shows through her positive outlook she empowers those around her even through her job at Costco. A local business owner speaks on his experience of having Kiesha as a client at his business and how this made him think differently about his business environment to be welcoming and accessible for all within the community. The film Able is a production supported by STORYHIVE and is made available (free on-demand) via TELUS Optik. The Changing World of Work The world of work is always evolving, and it is more accepting of individuals and their unique abilities than ever before, however, each instance of disability and accommodation cannot be given a ‘one size fits all’ mentality. There are many different types of disabilities and health factors that organizations need to be mindful of and accommodate. For example: cognitive and mental health disabilities (learning disabilities, autism spectrum, ADHD, etc.), physical disabilities (colour blindness), and chronic health issues (addiction, diabetes, epilepsy, Ehler Danlos syndrome, lupus). Even temporary conditions, such as pregnancy and menopause need to be accommodated in the workplace. The partnership between Human Resources and Management along with employees and other stakeholders can lead to deeper understanding and appreciation to what individuals are facing day to day. Some key items for the Human Resources Role to consider when Accommodating Employees: Have policies regarding accommodation in the workplace Ensure leaders and employees are walking the walk and talking the talk Train managers on accommodation in the workplace a) This could include Mental Health First Aid, Crisis Interventionist training, Drug and Alcohol Awareness training b) Employer’s Duty to Inquire and Duty to Accommodate Consider Emotional Intelligence training Work with managers and the employee requesting accommodation as per the employer’s Duty to Accommodate and establish an acceptable accommodation Employee Feedback a) Have questions regarding DE&I in the annual employee survey b) Have an open-door policy for employees to make suggestions on how to make the workplace more accessible Work with a local disability organization for assistance on determining if your organization is physically accessible a) is your handicapped parking space large enough? Do you have an automatic door opener? Can someone in a wheelchair reach the automatic door opener? Disability Employment Awareness Month serves as an important reminder that inclusion is not just a celebration—it’s a commitment to equitable workplaces and meaningful participation. Kiesha’s story in Able demonstrates the power of perseverance, the impact of inclusive employment, and the vital role employers play in shaping accessible and supportive environments. Her journey reminds us that when individuals are empowered to bring their full selves to work, everyone benefits—teams grow stronger and perspectives broaden. As HR professionals, we have the responsibility and privilege to lead this change. Through thoughtful policies, continuous training, and genuine engagement with employees, we can remove barriers and foster workplaces where inclusion is lived, not just stated. By prioritizing accessibility, empathy, and flexibility, we create cultures that value every person’s contribution. We can ensure that every employee—regardless of ability—has the resources and support needed to succeed and add meaningful value to Alberta’s workforce.
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