Rubin Thomlinson LLP is a Canadian law firm that focuses exclusively on workplace investigations, assessments, restoration, and remediation. Equipped with extensive experience and expertise in this field, we provide neutral third-party support through any challenging, high pressure workplace situation. Our team of legally trained investigators routinely handle a wide spectrum of complex complaints in English and French, including investigations involving systemic and/or race-based issues, reprisal, harassment, and sexual misconduct, to name a few. As trusted advisors, we work to investigate and assess workplaces, provide recommendations, and facilitate mediations, with the goal of aiding organizations in unraveling and addressing the core issue(s) in any type of workplace conflict.
Handling complex, challenging cases with speed, sensitivity, and sureness.
Our deep insight helps to identify critical fault lines, and we develop high impact policies.
Access to trained team members who can receive complaints confidentially and independently.
Serious issues brought to the surface before they become costly and damaging.
Restoration, mediation, and one-on-one coaching services that restore company culture and harmony.
Real-to-life, tactical training for high stakes situations across Canada.
Chair: Dr. Lana Adeleye-Olusae, FCPHR
Chair Elect: Alison Crozier, CPHR
Treasurer: Grant Christensen, FCPA, FCGA
Directors at Large:
Adrian Frost, LLB
Anu Baldner, CPHR
Beth Millard-Hales, CPHR
Carrie Homeniuk, CPHR
Kevin Gill, CPHR
Keith Sinclair, CPHR
Lisa Rowe, CPHR
Nikolene Day, CPHR
Susan Young, CPHR
CPHR Manitoba Staff
Chief Executive Officer: Ron Gauthier
Director of Marketing, Partnerships & Membership (on maternity leave): Laura Haines-Morrissette
Acting Director of Marketing, Partnerships & Membership: Kaylee Klaprat
CPHR Program Manager: Nadia Paul
Marketing & Communications Coordinator: Kimberly Kibsey
Events & Programs Coordinator: Devon Gauthier
Member Services Coordinator (term): Aahan Rajput
Member Services Coordinator (term): Alif Aurik
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Published April 2024
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It has been another year of mostly in-person events, where we were able to meet and engage with members. Most recently, we hosted our Psychological Health and Safety in the Workplace conference in March, HR Excellence Awards in April, and HR Legislative Review in early May.
An honour for me this year was recognizing all the leaders in HR who have made a lasting impact in their careers and throughout their workplaces at our HR Excellence Awards 2024. This event celebrates employers and individuals who are advancing the human resource profession. It was a wonderful night where Manitoba’s HR community came together to pay homage to finalists and recipients.
As we look to upcoming events, our annual HR conference will take place October 2223. The theme is Workplace Intelligence, which focuses on HR professionals as leaders of change, prioritizing people in the age of technology.
Employers, colleagues and clients are still turning to HR professionals for strategic advice, guidance and leadership on all aspects of human resources. Through the 2023 Manitoba Chamber of Commerce Business Outlook Survey we learned:
• Awareness of CPHR increased nine per cent to 70 per cent in 2023, from 61 per cent in 2022.
• When looking at Manitoba Chambers of Commerce (MCC) members, 72 per cent value CPHR and nearly one-third see it as “very” valuable (32 per cent). This shows our work with MCC is going well, as our perceived value increased with members.
• We introduced a new question asking whether respondents feel the HR profession protects organizations and the people who work in them. Feedback was positive, with results showing 75 per cent of respondents believe the profession provides protection.
Not only are employers, colleagues and clients seeing the value of the designation and CPHR Manitoba, but also members. In the 2023 membership survey, we learned:
• 95 per cent of members are satisfied or extremely satisfied with the stewardship of CPHR Manitoba by the board of directors.
• 93 per cent of members who required customer service were satisfied or extremely satisfied with their experience.
• 91 per cent of members indicated HR is considered a strategic partner at their organization, either fully or partially.
• 87 per cent of members indicated their organization understands the value of having a CPHR on staff, either fully or partially.
CPHR Manitoba continues to stand as the premier professional association committed to strengthening the human resources profession and maintaining the utmost gold standards of practice in the province. We will continue to build and maintain connections among our members, businesses and the public, offering insight into the HR profession, as well as issues and emerging trends faced at the provincial, national and global levels.
On behalf of CPHR Manitoba, I look forward to working with you — our brand ambassadors, advocates and dedicated HR practitioners — to continue to advance the HR profession.
Dr. Lana Adeleye-Olusae is a Human Resources Excellence Award-winning FCPHR with a strategic management certificate, post-graduate diploma in education and bachelor of agriculture, master of business administration (financial management and accounting), master of arts (church administration) and doctor of ministry (leadership coaching) degrees. In addition to being the Director of Human Resources at the Manitoba Museum, Lana is a Delivery Consultant on the National Research Council of Canada Industrial Research Assistance Program/Management Advisory Service administered by the Canadian Association of Management Consultants. He also serves as President of Surefooting Consulting, Training & Coaching Inc., and Executive Director of Live Faith Out at Work Ministry Inc. Lana is also an ordained pastor with the Pentecostal Assemblies of Canada. His teaching ministry is focused on encouraging Christians to engage in works of service that benefit others and society at large.
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When you become a CPHR, you join a dynamic community of forwardthinking professionals who are continually changing Manitoba workplaces for the better. When you hire a CPHR, you not only get an HR professional, you obtain a strategic asset — someone uniquely qualified to help you achieve your business goals.
CPHR Manitoba is proud of our CPHRs. We have created a series of videos spotlighting CPHRs who are leading the way in human resources at their organizations.
Kimberley Levasseur Puhach, Vice President of People, Culture and Growth at the Canadian Museum for Human Rights, is a member who has been selected to showcase the power of the CPHR designation and what being a CPHR means. Kimberley’s video was the first created and launched at the HR Conference 2023, receiving exceptional feedback.
CPHR Manitoba sat down with Kimberley to learn more about her and get her take on the CPHR designation and the field of HR in general.
What makes your current HR role exciting?
KLP: My role is new to the museum, as is the division I am leading. It was created to drive cultural transformation through a strengths-based approach starting with our people, learning and growing together and building a Canadian Museum for Human Rights community centred on wellbeing and relationships. In addition, we are disrupting systems and processes that will ultimately support a decolonized approach and therefore create an organization that is accessible, equitable and inclusive, where everyone feels a sense of belonging. I have the opportunity to make a difference and create impact drawing from my lived experiences — personally and professionally, my skills, knowledge and education and through the lens of a First Nations woman. The teams at the museum are incredible to work with, passionate about human rights and share a common vision for the future, “a world where everyone values human rights and takes responsibility for promoting
respect and dignity for all.” This makes our work, while still challenging and aspirational, very achievable to move toward.
Why did you want to pursue the designation and become a CPHR in Manitoba?
KLP: When the designation moved into its current standards, CPHR became recognizable and sought-after as a qualification that employers were looking for from HR professionals. Organizations were beginning to understand the value proposition of the profession in a more significant way and therefore wanted to have a high-level of expertise to support their businesses strategically and operationally. This is what attracted and compelled me to get my designation initially. I also personally value continuous learning, professional development opportunities, community of practice, networking and the ethical standards that are key aspects of the designation.
How long have you been a CPHR?
KLP: I received my designation in August 2023, after 15 years of practice in the HR field. I challenged the National Knowledge Exam after years of completing the human resources management program at the University of Manitoba, and then took the executive path to validate my experience. The process was as important as the outcome in that journey to the designation; it went beyond education and was an essential part of building the experience and expertise in my practice. There is important learning and development that happens throughout the period of time you are ‘articling,’ in comparison to validating the professional experience process. With practice comes mastery and this holds great value and importance in achieving the designation and maintaining it.
How has becoming a CPHR improved you and your career in general?
KLP: The letters CPHR have great value and meaning to me as a professional and, particularly, in the executive suite. The pursuit of the designation to the moment you are able to officially call yourself a CPHR candidate holds credibility for the profession and, by extension, for you and your knowledge, skills and abilities. My career trajectory from senior leadership roles to the present has benefitted from association with CPHR Manitoba as a governing body through to the designation achievement itself, including the pathway between candidacy and the official CPHR designation. In other words, there is a correlation between career opportunity and the designation. It is not only a desired credential; in many cases, it is a requisite.
What do you think are the best attributes of a CPHR?
KLP: It may seem trite and cliché but those who are ‘people people,’ who genuinely care about others and are passionate about their strengths as ‘bridge builders,’ are common competencies I note in my peer professionals. The idea of being authentic, interested rather than interesting, listening and seeking to understand are also important attributes. For those of us in leadership roles, strategic foresight, business acumen and the ability to influence through finely honed communication skills are essential to drive the value proposition of HR. In many cases, there are still questions asked fundamentally about why we are a critical aspect of organizational success. It’s hard to believe but those perceptions are our reality to this day. What’s positive is that it is changing.
What drives you as an HR professional?
KLP: Simply put, working to make a difference, to have a positive impact at all levels by being in relationships with people. Seeing the world through what is possible in creating equity, equality and justice.
In your years of working in HR, what trends or changes stand out?
KLP: The need for HR professionals has certainly increased and the value of what we bring to organizations is being recognized more and more. The fact that we have a fundamental understanding that people are what creates success ultimately and although process and results are important to the ‘bottom line,’ people get us there. The confluence of forces in the world — geopolitical conditions and impacts of war, economic conditions that show up as poverty and homelessness, divisive politics, general human rights violations that we learn of everyday and are still healing from, an outcry for justice among equity-seeking groups that face racism and discrimination, the pandemic and impact on our mental health — all point to how organizations feel as demonstrated through people within them. Organizations face a reality of having to support people, be part of change and transformation culturally. It’s no longer just a benevolent thing to do; it’s the right thing to do and is becoming the difference between those organizations that succeed and those that don’t. It’s an important place in time and in our history, and it can and will be positive if we make it so. HR professionals will continue to play a critical role as we navigate times ahead.
Read the 2024 Edleman Trust Barometer report for key insights that share a similar story about where Canadian society is today. View Kimberley’s video along with other proud CPHRs at www.cphrmb.ca, or visit @cphrmanitoba9700 on YouTube.
ABOUT THE PARTICIPANT: Kimberley Levasseur Puhach is Vice President of People, Culture and Growth at the Canadian Museum for Human Rights. She is a strategic leader with expertise in human resource management and organizational development who specializes in inclusion, diversity and equity. Kimberley has worked in the private, public and non-profit sectors, and in a variety of industries. She is passionate about Indigenous social justice efforts and committed to making a difference. Serving her community as former chair of the mayor’s Indigenous advisory circle, Kimberley also sits on the board of directors for End Homelessness Winnipeg, is a member of the provincial board for the Heart and Stroke Foundation of Canada and the United Way Winnipeg’s circle of Indigenous relations. She is a past chair of the Indigenous community human services organization Ka Ni Kanichihk Inc. (Those Who Lead) and past chair for the National Day of Healing and Reconciliation. Kimberley’s given name is Bezhik Binese Ikwe (Lone Thunderbird Woman). A proud First Nations woman, she is a member of the Sandy Bay Anishinaabe Nation. Her mother and several other family members are Indian residential school survivors. Kimberley can be reached at kimberley.puhach@humanrights.ca.
As technology, artificial intelligence (AI) and automation become more integrated into our workplaces, today’s business leaders must learn to invest in the future of technology without putting employees, clients and their businesses at risk.
“The business community is embracing emerging technologies but not without warranted concern,” says Ron Gauthier, CEO and Registrar at CPHR Manitoba. “How AI is regulated and the ethical concerns it presents are top of mind for the business community and our members.”
According to the KPMG 2023 CEO outlook report, 75 per cent of Canadian CEOs are making generative AI a top investment priority. Yet 93 per cent are worried that generative AI could cause more cyberat-
tacks and 44 per cent of CEOs don’t feel prepared to face it.
“From an HR perspective, it’s about change management and staying ahead of the curve,” says Gauthier. “Business leaders are turning to HR professionals to help identify skill gaps and develop plans to upskill and reskill employees to work future-forward.”
The KPMG report shows 80 per cent of small to medium-sized businesses, or SMBs, are encouraging employees to upskill in areas like AI and data analytics so they can make more informed decisions about how to use and implement technology in the workplace.
“Business must evolve to face these obstacles and learn new ways of
working,” says Gauthier. “AI can help leaders streamline processes, improve efficiencies and make data-driven decisions. But human expertise is irreplaceable. We must set up guardrails to review and test AI to ensure it’s used the right way.”
KPMG reports CEOs and SMBs are concerned about the ethical challenges around generative AI, including bias in datasets, privacy, transparency, misinformation and intellectual property.
“Strategic HR leaders recognize the need to develop new approaches to manage human and machine intelligence,” says Gauthier. “That starts with prioritizing people and culture, so employees feel valued, engaged and confident about reskilling for tomorrow.”
CPHRs are uniquely qualified to help leaders achieve their business goals. With proven expertise across nine key business metrics, CPHRs have the most current knowledge and experience to address the factors that underpin the degree of immediate and long-term business success.
“HOW AI IS REGULATED AND THE ETHICAL CONCERNS IT PRESENTS ARE TOP OF MIND FOR THE BUSINESS COMMUNITY AND OUR MEMBERS.”
“With strategic HR leadership, CEOs will be well-positioned to meet the challenges ahead,” says Gauthier.
CPHRs are best equipped, through their education, experience and expertise, to shape the future of work in the age of technology.
Speaking of technology and AI, this year’s CPHR Manitoba conference theme is Workplace Intelligence. This positions HR professionals as leaders of change, prioritizing people in the age of technology. It speaks to the value of a healthy and inclusive work culture, reflects the need
for connection in remote and hybrid workplaces, and explores how we can harness AI without sacrificing human perspective and emotional intelligence.
As AI, technology and automation become more integrated into our workplaces, creating an environment where employees feel valued becomes increasingly important.
Technology has the potential to streamline processes and improve efficiency, but human expertise and interpersonal connections are irreplaceable.
Does your workplace have a climate of complacency?
By Coby Milne
It is human nature to look for order and comfort. There is a sense of harmony in predictable environments that ultimately leads us to what we all strive for — safety. Feeling safe is the ultimate goal. It is the natural byproduct that comes from meaningful relationships, financial security and continuous employment.
As with anything, too much of a good thing can cause problems. Accordingly, the comfort that comes from a sense of safety has its dark side. The inherent problem with too much comfort and predictability is that we become acclimatized to it; we become dependent on it and will go to great lengths to keep it, even to our own detriment. As individuals, this dependence on comfort often manifests itself as complacency. We be-
come complacent in our lives, stop pushing ourselves and often abandon our ambitions in order to stay comfortable. In addition to the individual dangers that come with complacency, there is a much greater threat — working in a climate of complacency.
From an organizational and business perspective, a climate of complacency can erode the very foundation of an organization’s strategic goals, as well as ruin its employee base. In short, a climate of complacency can act as a virus to an organization’s current and future success.
There are four main elements of a climate of complacency.
WHEN SOMETHING OUTSIDE THE NORM IS BROUGHT UP THERE IS A COMPULSION TO FIND A WAY TO DELEGITIMIZE OR OVERCOMPLICATE IT SO THAT IT FAILS.
Comfortable with traditional methods. Phrases like, “This is how we have always done it” and “If it ain’t broke, don’t fix it” accurately summarize this component. People naturally default to the steps and processes that are familiar and routine because of the comfort that comes with them. There is also an unwillingness to break from tradition, an inherent fear of change and a fear of failure that can cause an aggressive adherence to what is comfortable and familiar.
Rigid thinking. In a climate of complacency, there is often a lack of awareness of what is happening outside an individual’s normal environment, as well as an absence of outside perspective on the internal habits and practices of the organization. Naively seeing information, ideas and opportunities as good or bad overlooks the inherent complexity of most situations. Rigidly looking at extremes is a common symptom of a climate of complacency. If you only view things as black or white, you miss the grey, which is where most of the world operates.
Finding the ‘no.’ When approached with a new-found opportunity or new idea, many people’s first instinct is to find the quickest way to say no. This is one of the most prominent elements of a climate of complacency. When something outside the norm is brought up there is a compulsion to find a way to delegitimize or overcomplicate it so that it fails. This is a problem-focused approach, where people put effort into finding roadblocks to stop something that does
not fit into their comfort zone. It is the opposite of a solution-focused approach, where individuals put effort into discovering ways and adaptations to make something work that is considered outside the common practice.
Perhaps the most impactful component of a climate of complacency is unconfident and low-profile leadership that creates an expectation of mediocrity. In an environment where leadership is focused on a ‘don’t rock the boat’ mentality, the three other elements of complacency are able to fester and grow. This type of leadership is most commonly a result of two major factors: apathy and inconsistency. When managers do not inspire a sense of confidence in their leadership, teams usually turn to the safety of traditional and common practices. This is often the only way to survive. A leader’s job is to make their team feel safe — safe to ask questions, safe to bring new ideas and safe to take risks. Without this sense of safety, complacency starts to grow in its place.
The first thing for you to consider is, do employees spend their days trying to look busy or trying to be better than they were yesterday?
People can spend their entire career going to work every day, putting in a full day of work and being very busy. But the question
is, do employees have 30 years of experience in their job or do they have one year of experience 30 times?
When endeavouring to challenge a climate of complacency, it can be tackled on two fronts: individually and organizationally. If trying to challenge it on an individual level, people need to first embrace the paradox of finding comfort in being uncomfortable. Let your new comfort zone be when you are challenged and are in the middle of personal/professional growth. The excitement that comes with being better every day needs to be what sustains individuals rather than the predictability of the job itself.
The first step in attempting to challenge a climate of complacency on an organizational level is to institute a transformative shift away from accepting that good work looks one way. This needs to start with leadership and it must happen both topdown and bottom-up.
A climate of complacency is a very complex and layered concept. Its impact extends beyond the productivity of an organization; it affects workplace safety, customer satisfaction, employee turnover, governance and more. The negative impact it has on virtually every aspect of the workplace can be the breaking point of any organization.
ABOUT THE AUTHOR: Coby Milne is the Director of Roman 3 Operations and cohost of Diagnosing the Workplace: Not Just an HR Podcast. Coby can be reached at 902-932-7300 or wcmilne@roman3.ca.
By Tim St. Vincent
Many of us have seen the reality of financial stress in the workplace. Staff asking for advances, increased sick time and elevated benefits costs are just a few of the symptoms. Employees and management know there is a problem, yet both groups resist going beyond discussion to take the necessary steps to move toward a solutions-based approach.
According to Credit Counselling Society’s 2023 consumer debt report, spending money on just basic essentials has become an ever larger reason for Canadians’ challenging financial situation. The Consumer Price Index may finally be starting
to level out but food costs have risen significantly, and the cost of home ownership and even renting is out of reach for many in what is still considered to be good paying jobs. Day-to-day life has become increasingly difficult, placing enormous pressure on people.
Employees, benefits providers and plan sponsors all have a stake in finding a solution to ease financial stress.
BY THE NUMBERS
Revealed in that same Credit Counselling Society report, the hardest-hit financially over the past year include those carrying non-mortgage debt from month-to-month
HIGH STRESS LEVELS LEAD TO LACK OF EMPLOYEE ENGAGEMENT AND DISTRACTION, AND CAN SIGNIFICANTLY IMPACT PRODUCTIVITY, ABSENTEEISM AND PRESENTEEISM.
(62 per cent), with 43 per cent of respondents experiencing an increase in yearover-year debt.
• 63 per cent plan on expense cutbacks, with food being a primary target.
• 67 per cent are not paying much more than the minimum payment; 31 per cent make the minimum payment or less.
• 77 per cent with non-mortgage debt have sought financial help in the past year.
• 82 per cent say spending on essentials is worsening their finances.
Statistics Canada says Canadians owe $1.85 for every dollar of disposable income. Canadians living paycheque to paycheque increased by 26 per cent in 2022 from 2021, according to the National Payroll Institute (NPI). Canada Mortgage and Housing Corporation reports this country has the highest consumer debt of the G7 nations.
Credit bureau Equifax Canada’s report for the final quarter of 2022 found:
• In the last 12 months, the 90-plus day delinquency rate for credit cards and car loans increased by 23 per cent.
• Three hundred thousand more consumers carried a balance on their credit card compared to the previous year. Consumer proposal applications increased by 26.4 per cent.
• Credit card balances increased by 15.3 per cent and crossed the $100 billion mark for the first time.
• Those under the age of 35 acquired more than 1.4 million new credit cards.
These challenges transverse the generational divide and are becoming more prevalent in the retirement demographic of 55 and older. Both credit bureaus agree those in this age bracket represent the most significant risk for delinquency and bankruptcy.
• 25 per cent have delayed retirement because of debt.
• 33 per cent work past the age of 65 because they need to.
• 47 per cent worry about debt in retirement.
According to Statistics Canada, of those aged 55 and over, 48 per cent retire with debt. In 1999, 27 per cent of seniors retired with debt. That number increased to 42 per cent in 2016. Current projections are that it will soon hit 67 per cent.
How did we get here?
Simple. We turned away from debt. Money is still the great taboo topic of our culture and debt is seen as the worst aspect of that taboo. Many people believe inflation is behind our financial woes but it’s a lack of knowledge that is our primary enemy. We don’t talk about debt and aren’t educated on it, yet debt is a leading source of financial stress.
A whitepaper, Increase Profitability Through Employee Financial Literacy, revealed that of the 72 per cent of people who reported high levels of financial stress, 51 per cent experienced muscle pain, including lower back pain; 44 per cent cited frequent migraines; and nearly one-quarter acknowledged suffering from severe depression, anxiety and digestive issues. This is compared to significantly lower responses from those without financial challenges.
The recently released FP Canada financial stress index found that, for the sixth consecutive year, finances are the leading cause of stress for 40 per cent of Canadians. Almost 50 per cent have lost sleep and 36 per cent experienced mental health challenges, such as anxiety and depression.
These levels of debt-induced stress can significantly impact our mental and physical health, and that carries into the work environment. Nearly half of working Canadians say financial stress has impacted
their work performance. High stress levels lead to lack of employee engagement and distraction, and can significantly impact productivity, absenteeism and presenteeism.
A 2017 PricewaterhouseCoopers report revealed financially stressed employees are five times more likely to be distracted at work, and 46 per cent will spend at least three hours a week focusing on personal finances while at work. This translates into almost a month’s lost work per employee per year, according to NPI.
As reported by the Financial Consumer Agency of Canada, the average company with an employee count of 200 loses more than $200,000 annually because of financially stressed employees. This number is understated since it does not take into account factors like absenteeism, turnover and delayed retirement.
According to a 2022 NPI report, financial stress suffered by employees is expected to cost more than $40 billion in productivity. This should be of great concern to employers.
Undoubtedly, there is an issue with debt impacting mental and physical health, which, in turn, impacts employers and employees. If organizations want to help employees, they should set aside time for financial literacy to help educate and destigmatize financial challenges.
Employees welcome this opportunity. A 2019 survey by Benefits Canada found 80 per cent of employees want financial education provided in the workplace. However, only 58 per cent of employers offer it. Forty per cent of respondents said they would be willing to participate in education even if it occurred on personal time. The other 60 per cent would prefer education to occur during work hours. Surprisingly, 61 per cent of employers agreed to have education provided during work time. Nearly half of employees said they
would be willing to cover all or part of the costs.
Providing financial literacy in the workplace allows employers to be proactive and reactive, enables them to take preventive and corrective action, and reduces presenteeism. Rand Research conducted a study over five years, which found companies that offer financial literacy wellness programs experienced a 60 per cent decrease in healthcare costs, and 80 per cent experienced reduced absenteeism and increased productivity. Improving productivity and health also raises employee morale, lowers health benefits expenditures and boosts employee retention.
Financial literacy education can help both the employee and employer.
But how do employers implement educational opportunities that encourage participation, maintain confidence, destigmatize the issue and produce tangible results? And what should a financial literacy education program look like?
It should look like whatever employers
need to engage employees. A program’s essential characteristics should include unbiased information, accessibility, confidentiality, expertise, employer support, organization-wide promotion, customized individual support, partnerships with established providers and employee feedback measurement, as well as be fun. It should be non-stigmatizing and continuous. Any hint of a ‘flavour of the month’ approach will minimize participation and become self-defeating.
Tailor the solution to fit your organization’s and employees’ needs with reoccurring sessions and rotating key topics that will set the foundation for financial literacy. By attending such sessions, staff become better educated, are able to avoid pitfalls and take corrective action on behaviours before they become problematic. Suggested areas to begin include budgeting; credit use and abuse; debt in retirement (not retirement planning, as that role is handled by financial planners); investment
basics; saving on household expenses; and effective grocery shopping (where the average consumer can save 20 to 25 per cent).
While the most powerful tool, education alone isn’t enough. Such a program must include the option for follow-up in the form of individualized support offered by accredited credit counsellors who specialize in debt management and can create customized plans to fit the needs of the employee.
Financial stress affects everyone and it’s important to deal with it quickly before another generation is traumatized. Yet the best financial literacy education tools mean nothing if nobody picks them up.
We have made considerable strides in discussing mental health, but how do we reduce the stigma of debt?
By talking about it, educating ourselves and discussing financial wellness in the home and the workplace.
At its core, the solution is education.
ABOUT THE AUTHOR: Tim St. Vincent, CEPF, C.I.M. (Honours), retired CFP, is a Partnership and Education Specialist at Credit Counselling Society. Tim can be reached at 204-942-8789 ext. 1330 and tim.stvincent@ nomoredebts.org.
Our mission at CPHR Manitoba is to advance the human resources profession. One way we work to achieve that is by supporting CPHRs in their professional development. We offer a robust selection of professional development opportunities in line with timely issues and trends in the workplace. These offerings include:
HR Conferences
Attend multiple conferences focused on an array of topics. Workshops
Get specialized training in various areas of HR. Webinars
Choose from a range of topics delivered by acclaimed instructors and presenters in 9 competencies of HR.
PD On-demand
View a past webinar and/or attend an upcoming session.
CPHRMB.CA
Learning Partnerships
Receive training on trending issues in the HR field.
Pre-Approved for CPD Program
Sign up for training from other organizations that deliver HR and strategic business programming and earn CPHR Continued Professional Development (CPD) Hours.
Member Programs
Build your network and learn from other members by taking part in our Mentorship, Community Building Groups and Walk and Talk programs. Please note: Program intake periods vary, offered once or multiple times annually.
CPHR Manitoba’s Professional Mentorship Program runs from September–April each year and is open to members only. Applications are accepted beginning in June each year.
The goal of the program is to provide mutual benefit to both Mentors and Mentees, fostering an environment of mutual trust and respect. The relationship should be viewed as a partnership, where both parties openly and freely exchange ideas, discuss challenges and explore potential solutions.
Since the Professional Mentorship Program relaunched in 2013, CPHR Manitoba has successfully helped create over 400 pairings of HR professionals connect. The program offers one-on-one pairing and group mentorship through the Career Development Stream that is geared towards students, recent graduates and new HR practitioners who are in the early stages of their career.
Mentor Testimonials
"I have gained as much, if not more, from the young, up-andcoming HR professional that I mentored as they have from me."
“I found the experience very satisfying. In many ways it was invigorating to explain and mentor someone who was at the beginning of their HR career and was driven to succeed as well as evolve. It was beneficial for me to be involved as a mentor and it helped spark a new appreciation for what I do and what I have achieved in my own career.”
Mentee Testimonials
"I was paired up with a mentor who understood my career goals and was very much willing to put in the time to help me out achieve them."
"My experience was just excellent. My mentor took the time to get to know and she really understood me. She was able to provide me solid advice and also just listen when it was needed. She has helped me to regain my confidence and is my trusted colleague."
Manitoba’s HR community came together in-person on April 11, to celebrate the accomplishments of our colleagues. The event began with a cocktail reception filled with wonderful music and conversations between HR leaders and professionals. It was followed by dinner and the awards ceremony, where HR professionals cheered on their colleagues.
Radio personality Chrissy Troy hosted the evening. She welcomed everyone and thanked them for attending before turning the microphone over to CPHR Manitoba’s board and awards gala chairs.
Lana Adeleye-Olusae, Chair of CPHR Manitoba, and Dana Nepon, Chair of the Awards Gala Nominations Committee, thanked the board, committees, CPHR members and sponsors for their support and dedication. Lana mentioned CPHR Manitoba’s newest member spotlight videos that showcase the value of being a CPHR.
Councillor Sherri Rollins shared greetings from the City of Winnipeg. She thanked the HR community and congratulated all finalists and recipients for making work meaningful.
“I’m really proud to be part of an evening celebrating outstanding achievements by individuals and businesses in Manitoba,” she said.
JD Devgan, MLA for McPhillips, shared greetings on behalf of Premier Kinew. He expressed his appreciation for the exceptional work made within the HR community.
“Your dedication to championing excellence in the HR profession and for all sectors embodies the progress being made across our province,” said Devgan.
Peter Mueller from Taylor McCaffrey shared greetings on behalf of the presenting sponsor. Dave Angus from Johnston Group gave the last greeting of the evening on behalf of the reception sponsor. Peter and Dave spoke about the importance of HR and the inspiration that comes after leaving the HR Excellence Awards this year.
Eleven recipients were honoured with Professional and Business Excellence Awards.
The Professional Excellence Awards recognize individuals at various levels in their careers who have applied their expertise and knowledge to the objectives of their organization and the people they support.
The Business Excellence Awards recognize Manitoba businesses that are leading the way in HR initiatives. These organizations have been successful in creating, developing and implementing initiatives that resulted in significant and measurable benefits to the organization and its employees. This year a new category was introduced called the HR Team Award. This award recognizes people leading business as a team, including advancing the human resource profession and driving business excellence.
Between award presentations, a three-course dinner was served, wine glasses filled and winners toasted at gala tables adorned with navy tablecloths, floating candles and bouquets of spring flowers.
A special presentation of the Fellow CPHR (FCPHR) took place, recognizing two CPHRs who have made exemplary contributions to the HR profession throughout their careers.
At the end of the ceremony, Chrissy congratulated all award recipients, thanked everyone in attendance and remarked what a great night it had been.
Spark Award: Recognizes HR professionals in the first 10 years of their career.
Recipient: Danielle Vanderwey, People Corporation Award Presenter and Sponsor: Dr. Ute Kothe, Extended Education, University of Manitoba
“I AM SO HAPPY AND GRATEFUL TO BE RECEIVING THIS AWARD TONIGHT. I AM VERY PASSIONATE ABOUT SPARKING CHANGE.”
Momentum Award: Recognizes CPHRs who have established their expertise and leadership.
Recipient: Sherrie Rauth, Celero Solutions
Award Presenter and Sponsor: Cherika Bergsmsa, Staffmax
“THIS IS AMAZING AND IT IS SUCH A DELIGHT TO BE RECOGNIZED IN THIS WAY.”
Leadership Award: Recognizes executive-level practitioners for their strategic influence on their organization.
Recipient: Sina Barkman, Riverview Health Centre
Award Presenter and Sponsor: David Tompkins, Manitoba Blue Cross
“IT IS A REAL HONOUR TO RECEIVE THIS IN THE COMPANY OF SOME VERY IMPRESSIVE FINALISTS. CONGRATULATIONS TO ALL THE FINALISTS TODAY.”
Visionary Award: Recognizes executives who endorse, support or champion the HR function within their organizations.
Recipient: Maynard Dueck, Vidir Solutions Inc.
Award Presenter: Ron Gauthier, CPHR Manitoba
“THE MOST IMPORTANT PEOPLE ARE THE PEOPLE THAT ARE RIGHT IN FRONT OF US. OUR WORK AS LEADERS IS TO FIND OUT WHAT IT IS ABOUT THE PEOPLE RIGHT IN FRONT OF US THAT ARE JUST RIGHT.”
Visionary Award: Recognizes executives who endorse, support or champion the HR function within their organizations.
Recipient: Ken Jur, Jur Family Group
Award Presenter: Ron Gauthier, CPHR Manitoba
“MY PASSION IN BUSINESS HAS ALWAYS BEEN PEOPLE AND I AM SO GRATEFUL FOR THE PEOPLE WE GET TO WORK WITH EVERY DAY.”
Legacy Award: Recognizes HR Professionals who have personified community and corporate leadership, advanced the HR profession and inspired others toward success through their lived example.
Recipient: Susan Black, FH Black & Company
Award Presenter: Ron Gauthier, CPHR Manitoba
“SURROUND YOURSELF WITH GREAT PEOPLE BECAUSE NO ONE CAN DO IT ALONE.”
Ascent Award: For investing in leadership and talent development.
Recipient: Vidir Solutions Inc.
Accepted by: Cristina Vieira
Award Presenter: Chris Downey, ACHIEVE Centre for Leadership
“THIS
ACHIEVEMENT IS A TESTAMENT TO THE DEDICATION AND HARD WORK OF OUR ENTIRE TEAM.”
Impact Award: For making work more meaningful and engaging.
Recipient: City of Winnipeg
Accepted by: Jessica Hanson
Award Presenter and Sponsor: Brittany Enns, Lambert Nemec Group
“THANK
YOU FOR BELIEVING IN OUR INITIATIVE.”
Unity Award: For advancing diversity, inclusivity and accessibility at work.
Recipient: Johnston Group
Accepted by: Jaime Chinchilla
Award Presenter and Sponsor: Wendy Funk, Taylor McCaffrey
“RECEIVING THIS AWARD IN A ROOM FULL OF HR PROFESSIONALS GIVES ME A LOT OF HOPE AND ENCOURAGEMENT. I MUST SHARE THIS FEELING OF ACHIEVEMENT AND RECOGNITION WITH EVERY ONE OF YOU WHO HAS DONE ANY AMOUNT OF WORK IN DIVERSITY.”
Vitality Award: For promoting health, safety and wellness.
Recipient: Winnipeg Fire Paramedic Service and Corporate HR Services, City of Winnipeg
Accepted by: Gillian Hickaway and Dr. Pamela Holens
Award Presenter and Sponsor: Dave Kramer, SAFE Work Manitoba
“THERE REALLY IS A WHOLE TEAM BEHIND THIS. THANK YOU TO ALL OF YOU. THIS REALLY IS A BEHAVIOUR HEALTH UNIT.”
HR Team Award: For people leading business as a team.
Recipient: Jur Family Group
Accepted by: Tyrelle McKoy and Cody Smith
Award Presenter and Sponsor: Stacey Danley, Aplin
“WE WANT TO THANK THE AMAZING PEOPLE THAT WE WORK WITH. THEY MAKE OUR JOB SO FUN AND EASY, AND WE’RE REALLY EXCITED TO GET UP AND WORK WITH THEM EVERY SINGLE DAY.”
CPHR Manitoba is proud to announce three of its members have been granted the Fellow of the Chartered Professional in Human Resources (FCPHR) Award. Congratulations to Colleen Coates, Lana Adeleye-Olusae and Yvonne Thompson.
The prestigious FCPHR Award honours CPHRs who have made exemplary contributions to the profession. It recognizes leadership, outstanding achievement and exceptional contribution to the HR profession.
On April 11, we celebrated two of our newest FCPHR recipients, Colleen and Lana, at the HR Excellence Awards 2024.
Colleen is a Chartered Professional in Human Resources and a Senior Certified Professional with the Society of Human Resource Management. She has more than 25 years of comprehensive HR experience in large, mid-sized and global organizations, including many years as a senior business consultant focused on bringing solutions to companies’ people challenges. Her leadership in the community with several Manitoba businesses has helped elevate the importance of human resource management, even in the smallest of companies.
Colleen is a strong believer in continuous learning and passionate about sharing her
experience and knowledge with others as a coach, mentor and friend. She is a graduate of Red River Polytechnic in business administration and the University of Manitoba in HR management.
Colleen is currently Executive Vice President of People and Culture for Farmers Edge Inc., a Winnipeg-headquartered Agtech firm operating in three countries. As a member of the executive leadership team, she is a strategic partner and thought leader who actively integrates the company’s business strategy with people management practices, supporting the organization in achieving its vision, mission, goals and results.
In 2023, Colleen concluded her seven-year term on the CPHR Manitoba board of directors, including chair of the board following five years of leading the annual conference and trade show for CPHR Manitoba. She remains an active community volunteer.
When Colleen was a member of the board, she played an important role in the organization’s drive for self-governance, which occurred during her final year. With CPHR Manitoba’s leadership team, she participated in the development of new governance policies, practices and committees to help prepare the organization for the eventuality of self-governance. During her leadership, Colleen also sat on the nominating committee where she strengthened the skill set of the board by ensuring the attraction and retention of strong, senior leadership.
Lana became a Chartered Professional in Human Resources in 2007, and a Certified Management Consultant in 2010. He has a post-graduate diploma in education, bach-
elor of agriculture, master of business administration, master of arts (church administration) and doctor of ministry (leadership coaching) degrees.
Lana has more than 30 years of experience developing and implementing strategic directions for for-profit and not-for-profit organizations as an entrepreneur, human resources director, business manager and author. His HR consulting work has positioned HR as a strategic partner in the Manitoba Museum, where he serves as Director of Human Resources, and other organizations as their HR consultant under Surefooting Consulting, Training & Coaching Inc.
Lana believes in investing in the next generation of HR professionals and has been an instructor in HR courses for more than nine years in higher institutions, including the University of Winnipeg’s PACE (Professional, Applied and Continuing Education) HR program. Lana is a mentor and coach to many HR professionals, among others. He is an active member of the Nigerian and African communities.
Lana is currently CPHR Manitoba board chair. He joined the association in 2005, and served on the membership committee in 2010, and the continuing professional development audit committee in 2016, prior to joining the board in 2017. He served on the nominating and governance committees before becoming vice chair in 2021.
Lana is a strong advocate of the HR profession among government agencies and policy-makers. He advocated and lobbied for the passing of Bill 233, the Chartered Professionals in Human Resources Act. This required establishing relationships with members of the legislative assembly to pass
the bill that made CPHR Manitoba a self-regulatory body in the province. He continues to work with CPHR Manitoba CEO Ron Gauthier to further the association’s relationship with the provincial government.
Yvonne was presented with her certificate at the HR Conference 2023. She is the founder of Change Innovators, where she has worked with clients for more than 20 years as a leadership and organizational culture lead. She is known for her intuitive and highly progressive approach to change and resiliency and being on the cutting edge of the new world.
Yvonne joined the association early in her HR career and began giving back right away. She became a CPHR in 2004, and sat on various committees, eventually joining the board of directors and serving as chair from 2011-2014. As part of her role, she worked with the national board for a short time.
Yvonne continues to promote the HR designation and encourage others to join the profession. She strives to be the very best and ensure her associates and team members are living CPHR Manitoba code of ethics and rules of professional conduct in all of their practices.
Yvonne always strives to be ahead of the curve and has worked hard to be innovative. She uses her role to shine a light on each individual’s greatness. Yvonne strongly believes that within each of us is the ability to change the world. She has always been very passionate about positively impacting her clients, their leaders and their company’s overall culture.
To learn more about the FCPHR designation, visit www.cphrmb.ca/fcphr.
CPHR MANITOBA CONGRATULATES OUR NEWEST CPHRS! MOVERS & SHAKERS
Oluwaseyi Abiodun
Aderonke Adebayo
Oluwatoyin Akinrelere
Opeyemi Akin-Olunloyo
Lorey Appelle
Sebastian Bahamon
Kaye Bain
Valerie Bordeaux
Alan Bouchard
Noel Camungol
Breanne Caufield
Dan Ekata
Lana Gibbons
Crystal Gustafson
Deborah Hannah
Pamella Harris
Kyrylo Krestych
Jouwaria Lahboub-Daayf
Teghan Matlashewski
Omoikhosen Odeyemi
Bukola Oluwakemi Olayemi
Micah Oluwaseyi Obe
Kelly Ross
Kyena Santiago
Flavia Simal Pereda
Mariana Sferelli
Mike Struk
Madison Whitla
Victoria Affleck
Averi Amyotte
Shakera Aziz
Sahil Bajracharya
Luisa Benavides
Sana Bhatia
Heather Brewer
Suzanne Buckley
Catherine Bodnaryk
Dolly Cochrane
Susan Coutu
Amber Dick
Brenda Durrant-Hinkson
Enobong Durojaiye
Sara Duquette
Madison Edwards
Ashley Feightner
Rennais Gayle
Ariel Gorrell
Andrea Hnatiuk
Joanna Huang
Richelle Iwankow
Avnish Kaur
Arshdeep Kaur
Laura Kleiner
Katherine Kreml
Kyrylo Krestych
Belinda Kudlik
Jacki Kujanpaa
Amanda Leuschen
Raquel Lodge
Gino Mallari
Zhisheng Mao
Ezinne Mark-Eleme
Raihan Mahmud
Lindsay Martin
Joelle McMillan
Pooja Murugeshappa Vishwanath
Sheryl Neufeld
Veronica Ejiroghene Ogunbadejo
Adebola Okolie
Khafayat Otunbaloye
Theophilia Patrick-Idaewor
Samantha Palay
Tammy Paddock
Daria Pakhomova
Julia Panchyshyn
Priyanka Priyanka
Carley Purdy
Ana Rey Jimenez
Mariam Seradilla
Neelam Shahzadi
Tapasya Sharma
Robyn Sliva
Heather Symbalisty
Meaghan Smith
Sheryll Tabuena
Karen Tetrault
Natasha Yee
Kelli Zeiler
Marquesa Binnun is the new Pay and Benefits Consultant at Liquor, Gaming and Cannabis Authority of Manitoba
Breanne Cook is the new Human Resources Coordinator at RBC Convention Centre Winnipeg
Melissa Guest is the new Senior Human Resources Consultant at Liquor, Gaming and Cannabis Authority of Manitoba
Nils Merkle is the new HR Director at Imperial Metal Industries
Leigh Pachol is the new Manager of Human Resources at the Winnipeg Humane Society
Philip Portelance is the new Manager of Human Resources at ARxIUM Inc.
Taylor McCaffrey is proud to support local economic development including small business events, social causes, health and wellness initiatives, arts and culture, multiculturalism, leadership and children and youth charities. We partner with over 100 organizations a year to help support and celebrate local businesses, important causes and events.
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