Why Robust, Safe and Respectful Workplace Policies are an Essential Prerequisite to a Successful DEI Program
22
Feb 2022
147
Author:
Jillian Kruschell (she/her/hers)
, Chief Executive Officer, Libra Consulting Ltd.
Every great team strives to create a safe, inclusive and diverse workplace culture – a culture that will help the organization recruit and retain employees, a culture that will make a great impression on not only employees, but clients, prospective clients and all other stakeholders too.
There are many ways to arrive at that pinnacle and every road map looks different, but the starting point is often the same – tried, tested and true policies for a safe and respectful workplace. Without those policies in place and effectively in use from the beginning, it’s easy to get off course.
The Alberta Human Rights Act
(Government of Alberta) states that “Employers have obligations to keep their employees safe and create an environment free of discrimination, harassment and violence.” These issues are often considered and addressed in policy and procedures completely separate from Diversity, Equity and Inclusion (DEI). But at my organization, we recognize that those policies are essential building blocks to DEI success.
Essential to understanding human behavioural motivation is Maslow’s Hierarchy of Needs, which uses a hierarchical pyramid to illustrate the importance of each individual having their basic needs met as a precursor to achieving meaningful self actualization.
Only when an organization is firmly rooted in its commitment to keeping its employees safe from any type of workplace harassment, discrimination or abuse, can a truly diverse, equitable and inclusive culture grow. It’s easy for organizations to implement policy that meets the legal obligations, but properly implementing those policies and firmly standing by the guidelines set out within them is what really counts.
Any organization can distribute policies to employees, most do it as a box to check during the onboarding process. But after a brief scan during those early days on the job, are your policies filed away, never to be seen again? Are they written in such a way that employees will be able to digest their content as meaningful and get a sense of how those policies will translate into action in the day-to-day? It is essential to be able to show employees that inevitable conflicts can be resolved fairly, that they are empowered to advocate for their personal safety and well being and that nobody, be it colleagues, customers or suppliers, will be permitted to treat them poorly.
At my organization, we believe that inclusion has to come before diversity, because intentionally recruiting diverse talent into a workforce shouldn’t be done if the groundwork of creating an environment in which they will be able to meaningfully contribute and thrive has not come first. Without a strong base of inclusivity, diverse talent, which could bring in new ideas and perspectives will likely fail and leave. Aside from the obviously expensive repercussions of turnover, this could damage your reputation as an employer and your ability to recruit diverse talent in future.
Employers who succeed at DEI are employers who are ready to do right by their employees and can see and value the complex humanity of their individual team members. If you can achieve this, you’ll be positioned to recognize the significant improvements in productivity, engagement and collaboration available if they are able to create an environment of psychological safety.
Safe and respectful workplace policies that demonstrate an employer’s commitment to prioritizing employee wellbeing and responding in a fair and timely manner to any complaints that come in speak volumes to their employees about how valued they truly are within that organization. If you really want to make a statement, consider implementing third party handling of sensitive workplace complaints. Employees all over the world have been asking for this. Not only does it drastically reduce employees’ barriers to coming forward, and eliminates the risk to the organization of complaints being mishandled because of internal ingrained bias and conflicts of interest.
In the 4 stages of Psychological Safety
, Timothy R Clark says the following about Inclusion Safety:
“As the basic glue of human society, inclusion safety offers the comforting assurance that you matter. If you’re a leader and you want your people to perform, you must internalize the universal truth that people want, need and deserve validation. Inclusion safety requires that we condemn negative bias, arbitrary distinction, or destructive prejudice that refuses to acknowledge our equal worth and the obligation of equal treatment.”
One of the most foundational ways we can create this for our teams is making a sincere commitment to the creation of safe and respectful workplaces for all people.
It’s also important to note that there are varying degrees of psychological safety. It’s not just about feeling safe from workplace harassment, bullying and discrimination. Achieving complete psychological safety means employees feel included, safe to learn, safe to contribute and safe to speak up and challenge the status quo.
With established inclusion and psychological safety, diverse hires become empowered to offer valuable new perspectives. Diverse employees bring in varying educational and cultural backgrounds and unique life experiences that simply can’t be found in homogeneous environments. Whether employers are trying to create solutions, increase efficiencies, enter a new market, develop a new product or disrupt an established industry, diversity is the key to creativity.
So if you’re thinking about DEI, start by taking a step back and focus on the foundation. We know business leaders love quick wins, but any structure built on a shoddy foundation will eventually crumble and performative band aids will always fall away. Look at turnover, employee engagement and productivity. Then get your house in order before inviting new people into it.
Citations
Government of Alberta. Alberta Human Rights Act. 2000. Queen's Printer, https://www.qp.alberta.ca/1266.cfm?page=A25P5.cfm&leg_type=Acts&isbncln=9780779744060
Maslow, Abraham. “A Theory of Human Motivation.” Psychological Review, vol. 50 (4), 1943, pp. 370–396.
Clark, Timothy R. The 4 Stages of Psychological Safety: Defining the Path to Inclusion and Innovation. Berrett-Koehler Publishers, Incorporated, 2020.
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.
As the governing voice of CPHR Alberta, the Board of Directors meets 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 are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on November 27, 2025, and is proud to share the strong momentum we are experiencing across our community. The Board’s key messages are as follows: Membership Growth As of September 30, 2025, we reached 7,213 active members, a 7% year-over-year increase, with the majority coming from student and emerging HR professionals. This growth affirms the momentum of our HR profession and the impact of our student engagement initiatives. Professional Development Member participation remains strong with 53 events held year-to-date, with 5,013 attendees across workshops, roundtables, webinars, and community sessions. Our complimentary events have played a key role in sustaining engagement and access to learning. Annual Conference The Annual Conference was a heavy focus for the association in Q3. The sold-out event continues to bring together our community for valuable professional development and networking opportunities, creating a strong foundation for 2026. Attendees reported high satisfaction, with over 370 in attendance, and a sold-out exhibitor hall. “The CPHR conference was incredibly educational and inspiring. The speakers motivated me, and it was an experience I’ll never forget. I really enjoyed it, grew closer to my team, and I definitely want to attend again.” – 2025 Conference Attendee The 2026 event will be held at the BMO Centre, in Calgary on June 2 and 3 – with increased capacity, expanded exhibitor space, and enhanced programming will elevate the experience for all HR professionals across Alberta, NWT and Nunavut. Self-Regulation The Board continues to assess the implications of Alberta’s Professional Governance Act (PGA), including: Advocacy, legal, and governance impact assessments are being commissioned. Preliminary recommendations from management will be brought to the Board in March and June 2026, leading to a formal decision. Further information will be shared, when ready. Future Vision Approved: 2026-2028 Strategic Plan Our new 2026–2028 Strategic Plan will be rolled out in December to all members. The 3-year Strategic Plan, crafted from member feedback, market research, and collaboration with CPHR Canada – aims to strengthen our profession’s influence, amplifies leadership, and creates pathways for all members to thrive. Fiscal Responsibility Our Q3 financial review remains on track for a balanced year-end forecast. The 2026 draft budget has been approved – aligning resources with our strategic priorities while maintaining a disciplined and responsible financial approach. Board Governance Our board continues to focus on good governance practice, ensure stability, clarity, and accountability across our organization. FCPHR Nominations A reminder that the prestigious Fellowship Award is open for nominations! This national program recognizes Chartered Professionals in Human Resources (CPHRs) who have made exemplary contributions to the HR profession. Recipients are granted recognition as a Fellow of the Chartered Professionals in Human Resources (FCPHR). Click here to learn more about the Fellowship Award, including the guidelines and completing your nomination. You can also download a copy of the nomination form here. The next Board meeting takes place in March 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!
At CPHR Alberta, we believe that the future of work is being shaped by the decisions we make today. That’s why we’re proud to share our 2026-2028 Strategic Plan—a bold, member-informed roadmap that will guide our organization over the next three years. This plan is the result of a deeply collaborative process, led by our Board of Directors and developed in partnership with our operations team. It reflects the voices of our members, gathered through surveys and conversations, and is grounded in market research and aligned with the national priorities of CPHR Canada. Together, we’ve crafted a strategy that is responsive, forward-looking, and rooted in data. At its core, the plan is about strengthening the Human Resources profession and supporting the people who drive it. It reaffirms our commitment to building a resilient, inclusive HR community—one that is equipped to lead in a rapidly evolving workplace landscape. Our redefined vision and mission statements speak to this ambition, and our newly articulated values provide a foundation for how we work, connect, and grow. The strategic priorities outlined in the plan reflect the areas where we believe CPHR Alberta can make the greatest impact. They focus on elevating the visibility and influence of the HR profession, fostering innovation and leadership across our community, and deepening engagement with our members and partners. These priorities are designed to meet the diverse needs of our jurisdiction, from urban centers to rural communities, and to ensure that every CPHR has the tools and support to thrive. As we look ahead, we’re energized by the possibilities this plan unlocks. It’s a call to action—for our team, our Board, and our members—to work together in shaping the future of HR. Whether it’s through new learning opportunities, stronger regional connections, or amplifying the voice of HR in public discourse, we’re committed to leading with purpose and impact. We invite you to explore the full 2026-2028 Strategic Plan and see how our shared vision will come to life. Together, we’re building a future-ready HR community—one that’s connected, influential, and prepared to meet the challenges of tomorrow.
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