Using a Mediators Toolbox to Undertake Successful DEI Conversations
Author : Michelle Phaneuf, P.Eng., ACC, C.Med (she/her) of Workplace Fairness West
Facilitating diversity, equity and inclusion (DE&I) conversations in the workplace is important when we are focusing on creating a more inclusive and equitable environment and fostering belonging. Like DE&I training, this often falls on the HR professional to undertake. DEI training can build a foundation for stepping into these more in-depth conversations to build understanding and connect with others.
The easiest way for a person to connect with someone else from another walk of life is for them to hear about their experiences. Conversations humanize us. When we can empathize with someone’s situation, we are able to connect on a much deeper level. We recognize that training is not always the best platform to create empathy. That comes when others hear real stories from people they know. To practice diversity, equity and inclusion, it is key that teams understand the people within their organizations that live, look, and act differently from them. For a diverse workforce to feel included and heard, facilitating conversations that cultivate understanding is important.
As mediators, we undertake difficult conversations to raise awareness and build understanding every day. There are a few best practices that I can share for getting the most out of these dialogues and create a positive environment for people to express their opinions. Here are some principles that we follow to foster success.
- Prepare for the conversation.
a. Ensure you have a strong understanding of DEI issues yourself regardless of your race or ethnicity. Educate yourself first. Plan for how you will respond if the conversation gets difficult (see number 4 below).
b. Facilitating conversations on issues involving DEI requires foresight and planning. It's important to go into these conversations with an understanding of what you want to accomplish and how you want to accomplish it. Set and share clear goals and objectives of the conversation with the group ahead of time. Are you aiming to build understanding, raise awareness, address specific issues, or create an action plan? Clear objectives will help guide the conversation. - In the Room:
a. Be clear about the purpose/intention of the conversation.
b. Give enough time for the conversation – even more than what you think is reasonable.
c. Set guidelines – Here are some I use:
Come with a positive intention
Be curious
Be kind
Listen actively
Speak from the "I" perspective
Lean into discomfort
Be open, avoid judgement, blame, advice or correction
Assume positive intent of others
Be direct and transparent
Honor confidentiality
Monitor your own participation and others
Speak one at a time
Monitor your tone and body language
d. Talk about confidentiality – we can leave the stories in the room and take the learning back to others.
e. Share how this conversation may impact BIPOC people differently than others. Ask what everyone needs for this to be a safe space.
f. If you are not BIPOC yourself, acknowledge this, your privilege, and your lack of perspective on these issues. - Focus on Building Understanding:
a. Start with Awareness: Begin with conversations about awareness and understanding. Encourage participants to share their personal experiences, perspectives, and challenges related to diversity and inclusion.b. Focusing on values helps to build understanding. Use words that represent the values in what you are hearing. For example, fairness, respect, support, appreciation, valued.c. Ask for other perspectives or share other viewpoints if the conversation becomes one-sided.d. As a facilitator, your role is to listen actively to all participants, validate their feelings and experiences, and ensure that everyone has an opportunity to speak without interruption or judgment.e. Ensure everyone in the room has a voice and a choice in how they want to participate (speaking, written sticky notes). Starting discussions in pairs and shifting to smaller group discussions before you share back in a larger group will create more safety.f. Paraphrase or summarize the conversation at various intervals to ensure the meaning is clear. - If discussions become heightened:a. Acknowledge the emotion that you hear from the speaker or feel in the room. For example - It sounds like you are very angry about your experience.b. Ask open questions to de-escalate debate. For example - What is coming up for you when you are saying/hear that? What’s important to you about that?c. Reframe to the positive when you hear someone share something negative. For example - I don’t like it when others treat me as a second-class citizen– reframe: You want to be treated fairly by others.
Other Tips
- Set the tone by sharing your own stories if applicable.
- Recognize when someone has shared something difficult.
- Find opportunities to highlight similarities between groups.
Remember that diversity and inclusion conversations should be ongoing and integrated into the workplace culture. By facilitating these discussions thoughtfully and proactively, you can contribute to a more inclusive and equitable work environment. The path to a diverse and inclusive workplace is paved by understanding and empathy. While people within certain groups may not be able to directly relate to others, having an understanding of their experiences and mindset can provide the insight they need that leads to empathy and understanding. Ultimately, these traits help to create a more diverse, equitable , and inclusive workplace where people from all walks of life can feel they belong.
Join our upcoming Professional Development Session to learn more from Michelle on this topic:
HR Mediation – A Crucial Skill for the Successful Professional
When
: Tuesday, January 30, 2024 at 8:30 am to 4:30 pm
Cost
: Member $349 + GST | Non-member $399 + GST | Student Member $75 + GST
Venue
: CPHR Alberta Calgary Office - Gateway Room
Learn more 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.
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.
The countdown to the CPHR Alberta 2025 Conference has officially begun!
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!
