western canada hr trends report - cdn.ymaws.com€¦ · this report serves as a reference tool for...

Manitoba

Western Canada HR Trends Report

SaskatchewanBritish Columbia & Yukon

Alberta

WESTERN CANADA HR TRENDS REPORT SPRING 2019 INTRODUCTION ...................................................................................................................................... 1 METHODOLOGY ..................................................................................................................................... 1 LABOUR MARKET FORECAST ................................................................................................................. 2

HIRING CONFIDENCE INDEX 2 THE SIX MONTH OUTLOOK 3

LABOUR MARKET STATISTICS ................................................................................................................ 6 CURRENT TRENDS 6 TERMINATION CAUSES 10 TEMPORARY LAYOFFS 13 FILLING VACANCIES 15 HR TEAM RATIO 16

EMPLOYEE DEVELOPMENT .................................................................................................................. 17 LEARNING AND DEVELOPMENT BUDGETS 17

EMPLOYEE TURNOVER ......................................................................................................................... 19 TURNOVER RATE 19 TURNOVER IMPACT 20 REDUCING TURNOVER 22

PERFORMANCE MANAGEMENT .......................................................................................................... 23 USE OF FORMAL PERFORMANCE REVIEWS 23 APPLICATION OF FORMAL PERFORMANCE REVIEW PROGRAM 25 ATTITUDES TOWARDS FORMAL PERFORMANCE REVIEW PROGRAM 27

TRUTH AND RECONCILIATION ............................................................................................................ 30 FAMILIARITY AND ACKNOWLEDGEMENT 30 INDIGENOUS STRATEGY 32

RESPONDENT PROFILE ......................................................................................................................... 36 CPHR ASSOCIATION 36 ORGANIZATION SIZE 36 DEMOGRAPHICS 37

CONTACT INFORMATION .................................................................................................................... 39 ABOUT THE ORGANIZATIONS 40

Manitoba



Alberta

INTRODUCTION This report serves as a reference tool for HR professionals and departments across Western Canada to make better-informed decisions using up-to-date workplace information. Taken in concert with best practices, the right labour market information can help human resources professionals improve the advice that they provide.

CPHR British Columbia and Yukon, CPHR Alberta, CPHR Saskatchewan, and CPHR Manitoba have commissioned this report to supplement other sources of labour information available to their members and to provide benchmarks that can help human resources professionals make better decisions. This is the seventh report in the series.

METHODOLOGY The Spring 2019 wave of this study was conducted by Insights West on behalf of CPHR British Columbia & Yukon, CPHR Alberta, CPHR Saskatchewan, and CPHR Manitoba. The survey was conducted online from November 26 to December 23, 2018.

Members of the four CPHR associations were invited to participate via email communication from their respective associations. In total, 12,363 human resources professionals were sent a survey invitation. Respondents were screened to include members who:

• Are currently employed;

• Have employees in Western Canada; and

• Are not in independent practice and working for one client over the past six months

A total of 1,106 human resources professionals participated in the survey, for an overall response rate of 8.94%. Survey responses to individual questions were optional. The margin of error of this survey varies depending on the number of completions each question received. The margin of error for a sample size of 1,106 (all survey respondents participating) is +/- 2.95% nineteen times out of twenty.

Throughout this report, where relevant and allowed by sufficient sample size, comparisons are made between different respondent subgroups, such as region and organization size. Where these differences are deemed statistically significant, they are indicated as follows:

Statistically significantly higher than comparison group(s)

Statistically significantly lower than comparison group(s).

Where available, results have also been compared to data from previous waves of this study, conducted by One Persuasion Inc.

Manitoba



Alberta

LABOUR MARKET FORECAST

HIRING CONFIDENCE INDEX Western Canada’s Hiring Confidence Index was created to measure how Western Canadian employers feel about hiring over the next six months. The index emphasizes how confident HR professionals are that they can hire the right people to fill open positions and incorporates views on expected growth in the number of positions. The scores have a maximum value of 100 and a minimum value of 0. Scores greater than 50 signify that HR professionals are more confident than they are concerned about hiring.

Following a three-year downward trend since the report was first created, hiring confidence has rebounded. The increase is driven by a big confidence boost in Saskatchewan (returning to Spring 2017 levels), as well as smaller improvements in British Columbia and Alberta. Manitoba continues to buck the trend, being the only province showing a slight hiring confidence decline.

Hiring Confidence Index

62.7 61.064.7 63.7

59.659.457.3

62.4

56.560.660.8 58.9

63.159.1 58.6

61.158.2

64.1

58.2 60.162.057.3

64.9 63.960.962.5 62.0 64.0 63.2 62.562.8 61.9

64.261.2

64.0

Western Canada BC AB SK MB

Jan-Jun 2019 Jul-Dec 2018 Jan-Jun 2018 Jul-Dec 2017 Jan-Jun 2017 Jul-Dec 2016 Jan-Jun 2016

Manitoba



Alberta

THE SIX MONTH OUTLOOK Two-in-five (42%) organizations across Western Canada expect their headcount to grow in the first half of 2019, while one-in-ten (11%) expect to lose net staff.

Organizations in British Columbia shows the biggest expectation of growth and are significantly less likely than organizations in the other provinces to expect a net loss of staff. Regionally, Alberta shows the greatest expectation of a decrease in the workforce.

Medium-sized organizations (100 to 999 employees) are the most likely to expect increases, while large organizations are the most likely to expect decreases.

Regions Size of OrganizationBC

(n=221)AB

(n=264)SK

(n=97)MB

(n=102)Small

(n=184)Medium(n=345)

Large(n=150)

Increase by more than 5% 28% 16% 18% 13% 20% 23% 13%

Increase by less than 5% 22% 20% 23% 27% 22% 25% 17%

Stay the same 31% 40% 43% 43% 43% 36% 38%

Decrease by less than 5% 3% 6% 9% 3% 5% 6% 5%

Decrease by more than 5% 3% 10% 0% 3% 3% 4% 10%

Don’t know 11% 8% 6% 9% 6% 6% 17%

Expected Change in Employment in the Next Six Months

Base: Employed in HR Function, exclude n/a (n=688) C13. Over the next six months, how do you expect the total number of employees to change for any reason?

20%

22%

38%

5%

5%

9%

Increase42%

Decrease11%

BC, MB

Lg

Lg

42% 48% 30%

8% 10% 15%

36% 41% 41%

16% 9% 6%

51%

6%BC, MB

Manitoba



Alberta

Resignation for a better opportunity (86%) continues to be the most common reason for expected employee loss, followed by resignation for personal reasons (75%). Resignation for a better opportunity is a sign of a strong economy and labour market because people see better opportunities on offer and employers can still afford to hire them. A smaller majority (59%) expect to lose employees to retirement, while two-in-five (43%) expect to lose employees due to termination for cause.

Just under three-quarters (72%) of Western Canadian organizations expect to lose at least some employees in the next six months. Medium-sized organizations (82%) are significantly more likely to expect losses than those in large (59%) and small-sized (65%) organizations.

Expected Reasons for Employee Loss in Next Six Months

Resignation for a better opportunity

Resignation for personal reasons

Retirement

Termination without cause

Termination for cause

Other

Base: Know expected employee loss (n=497)C14a. In the next six months how many people do you expect to lose for each of the following reasons (retirement, termination for cause, resignation, termination without cause, other)?

1

1

1

2

1

1

1

1

2

2

1

2

2

1

6%

3

2

2

1

2

11%

11%

3

5%

3

5%

13%

12%

7%

8%

5%

4%

51%

46%

43%

37%

32%

19%

86%

75%

59%

55%

43%

34%

250+ 100-249 50-99 10-24 1-425-49 5-9

Base: Employed in HR function C14. In the next six months, how many people do you expect to lose in total at your organization?

Predicted Employee Losses in Next Six Months

Jan – Jun 2019 (n=694)

Region

BC (n=223)

AB (n=266)

SK (n=98)

MB (n=103)

Size of Organization

Small (n=185)

Medium (n=349)

Large (n=150)

1

2

3

2

2

2

1

4

1

7%

3

3

4%

2

2

1

2

10%

6%

5%

6%

6%

5%

2

6%

11%

8%

9%

8%

7%

7%

1

11%

9%

11%

12%

11%

13%

11%

3

16%

12%

16%

17%

15%

14%

15%

13%

22%

5%

25%

24%

26%

27%

26%

46%

24%

2

72%

72%

73%

70%

69%

65%

82%

59%

Region


500+ 250-500 100-249 25-49 5-9 1-4+50-99 10-24

Manitoba



Alberta

Western Canadian organizations report that on average they plan for changes in their workforce 4.6 months in advance, with a median of 3 months.

Large-sized organizations tend to plan further in advance: an average of 5.4 months in advance, compared to an average of 4.4 months for both small and medium sized organizations.

There are no significant differences in the length of advance planning across the four provinces.

Typical Time to Plan Workforce Changes

Base: Know expected employee change, exclude don’t know (n=395) C13a. How many months in advance does your organization typically plan changes to the total workforce?

6+ Months37%

3 to < 6 Months28%

< 3 Months35%

Mean4.6 months

Median3 months

Manitoba



Alberta

LABOUR MARKET STATISTICS

CURRENT TRENDS Just over two-in-five (44%) organizations across Western Canada report a net increase in employment over the past six months, unchanged from the previous wave. British Columbia is significantly more likely than the other three provinces to report increases. Medium-sized organizations are significantly more likely to report increases than small and large-sized ones.

Change in Total Number of Employees in Past Six Months

Base: Employed in HR function C6. In the last six months, how has the total number of employees (full time and part time) in your organization’s employment changed?

Stayed the Same

Jan-Jun 2019 (n=711) 32%

Jul-Dec 2018 34%

Jan-Jun 2018 33%

Jul-Dec 2017 33%

Jan-Jun 2017 41%

Jul-Dec 2016 41%

Jan-Jun 2016 40%

Region

BC (n=232) 24%

AB (n=268) 38%

SK (n=101) 35%

MB (n=106) 33%


Small (n=187) 37%

Medium (n=360) 30%

Large (n=154) 32%

Region


IncreasedDecreased

44%

45%

39%

40%

33%

30%

30%

56%

37%

41%

42%

39%

52%

35%

18%

14%

19%

19%

22%

24%

25%

11%

22%

19%

19%

20%

16%

19%

Tracking

Manitoba



Alberta

A strong majority (84%) of organizations across Western Canada report the loss of permanent employees over the past six months.

Medium-sized organizations (90%) are the most likely to report the number of permanent employees who have left their organization, while respondents at large-sized organizations are significantly more likely to say they "don't know".

Number Who Left Organization in Past Six Months:Permanent Employees

Base: Employed in HR function C7. In the last six months, how many people have left your organization’s employment for any reason (retirement, downsizing, resignation, termination, etc.)?

Don’t Know/Not Applicable

Jan - Jun 2019 (n=667) 11%

Region

BC (n=210) 11%

AB (n=260) 13%

SK (n=95) 8%

MB (n=98) 8%


Small (n=179) 3%

Medium (n=352) 9%

Large (n=131) 28%

8%

6%

12%

4

8%

2

5%

26%

7%

8%

7%

6%

8%

2

9%

11%

29%

32%

23%

33%

31%

15%

38%

24%

40%

39%

41%

39%

42%

63%

39%

11%

84%

85%

83%

82%

89%

82%

90%

71%

Region


100+ 50 to <100 10 to <50 <10

Any

Manitoba



Alberta

Just under two-in-five (36%) organizations across Western Canada report the loss of contract employees over the past 6 months, although one-third (33%) say they either “don’t know” or “not applicable”, indicating that many of these organizations likely do not have contract employees.

As with permanent employees, respondents at large-sized organizations are significantly more likely to say they “don’t know” how many contractors have left. Small-sized organizations are the least likely to say they “don’t know”.

Number Who Left Organization in Past Six Months: Contractors

Base: Employed in HR function C7. In the last six months, how many people have left your organization’s employment for any reason (retirement, downsizing, resignation, termination, etc.)?

Don’t Know/Not Applicable

Jan - Jun 2019 (n=667) 33%

Region

BC (n=210) 34%

AB (n=260) 31%

SK (n=95) 35%

MB (n=98) 35%


Small (n=179) 18%

Medium (n=352) 30%

Large (n=131) 62%

2

2

2

1

3

1

7%

2

1

3

2

3

8%

9%

10%

5%

4%

3

9%

11%

24%

26%

26%

20%

20%

31%

26%

8%

36%

38%

41%

26%

28%

34%

39%

28%

Region


Any

100+ 50 to <100 10 to <50 <10

Manitoba



Alberta

Western Canadian organizations are far more likely to have hired new permanent employees over the past six months than contractors. A strong majority (80%) have hired new permanent employees in the past six months; over one-third (36%) have hired contractors.

Among those who saw the total number of employees decrease over the past six months, just under half (45%) do not plan to fill the majority of vacancies in the next six months. Three-in-ten (31%) plan to fill them with permanent full-time employees. The remaining one-quarter plan to primarily hire part-time (12%) or contract (12%) employees to fill the positions.

Number of Recent Hires

Base: Employed in HR function (n=655)C10. In the last six months, how many people have joined your organization for any reason (new hires but exempting acquisitions, and mergers)?

Don’t Know

Permanent Employees 12%

Contractors 27%

12%

1

3 5%

1

7%

3

18%

4

17%

6%

19%

20%

80%

36%

250+ 100 to 249 50 to 99 25 to 49 10 to 24 5 to 9 1 to 4

Plan to Fill Vacancies

Base: Employees decreased (n=125)C6a. Is your organization planning to fill these vacancies primarily with contractors (temporary employees) or permanent employees?

We do not plan on filling the majority of

the vacancies from the last six months

45%

Primarily with permanent full-time

employees31%

Primarily with contractors (temporary

employees)12%

Primarily with permanent part-time

employees12%

Manitoba



Alberta

TERMINATION CAUSES Resignation for a better opportunity (81%) is the most common reason employees left an organization over the past six months, followed by resignation for personal reasons (74%). Smaller majorities saw employees leave due to termination without cause (60%) and retirement (57%). Half (49%) had employees terminated for cause.

The reasons for employee loss differ somewhat across the provinces. British Columbia is the most likely to have seen employees resign for a better opportunity (86%). Saskatchewan is the most likely to have lost employees due to retirement (69%), and Alberta (66%) is the most likely to have had employees terminated without cause.

Reasons for Leaving

Base: Employees left organization (n=547)C8. In the last six months, how many people have left your organization’s employment for any reason (retirement, downsizing, resignation, termination, etc.)?

Don’t know

Resignation for a better opportunity 8%

Resignation for personal reasons 9%

Termination without cause 8%

Retirement 6%

Termination for cause 8%

Other 21%

2

1

1

1

1

3

2

1

1

1

18%

13%

9%

5%

5%

5%

58%

58%

49%

50%

43%

17%

81%

74%

60%

57%

49%

22%

100+ 50 to <100 10 to <50 <10

Manitoba



Alberta In the first half of 2018, resignation for a better opportunity was the most common reason for employees to leave the organization, across all different positions. This wave, the second half of 2018, showed a number of differences across positions. Resignation for a better opportunity continues to be among the most common reasons for managers, professionals, and technical staff to leave, although managers are also equally as likely to be terminated without cause and technical staff are equally as likely to resign for personal reasons. Executives are most likely to leave because they retired, while tradespersons/journeypersons, administration/support staff, and other employees are most likely to leave because they were terminated for cause.

Average Number of People Who Left By Role

Base: Employees left organization (n=547)C9a-e. In the last six months, how many people have left your organization’s employment for any reason (retirement, downsizing, resignation, termination, etc.)?

Position

Executives Managers Professionals Technical Staff

Tradespersons/ Journeypersons

Administration/Support Staff Other

Retired 18.7 18.6 24.5 20.5 23.8 29.7 34.5

Terminated for cause 16.1 17.4 14.8 26.3 40.3 41.2 58.4

Resigned for personal reasons 4.9 18.8 28.8 28.8 28.4 32.8 41.1

Resigned for opportunity 7.9 20.4 31.8 29.0 30.6 39.9 42.6

Terminated without cause 13.5 20.6 29.4 25.5 33.9 40.13 41.7

Manitoba



Alberta Across Western Canada, the majority (57%) are confident that new hires who fill vacant positions will have the equivalent experience and qualifications, an improvement from the latter half of 2018. Those in Alberta (63%) and Saskatchewan (60%) are significantly more likely to be confident than their counterparts in British Columbia (50%) and Manitoba (49%). Confidence tends to decline as the size of an organization increases.

Region Size of OrganizationBC

(n=329)AB

(n=408)SK

(n=131)MB

(n=141)Small


Large(n=250)

Very confident they will have equivalent experience and

qualifications13% 25% 19% 7% 21% 17% 15%

Moderately confident they will have equivalent experience and

qualifications37% 38% 41% 42% 40% 40% 36%

Neither confident nor worried 16% 16% 16% 26% 19% 15% 20%

Moderately worried they will not have equivalent experience

and qualifications28% 19% 20% 23% 17% 24% 25%

Very worried they will not have equivalent experience and

qualifications6% 1% 4% 1% 4% 4% 3%

Confidence in Experience and Qualifications of New Hires

Base: Employed in HR functionC4. Over the next 6 months, how confident or worried are you that new hires to fill vacant positions will have equivalent experience and qualifications?

18%

39%

17%

22%

3%

14%

34%

24%

23%

5%

Jan - Jun 2019 (n=1,019)Jul - Dec 2018

Confident57%48%

Worried26%28%

BC, MBMB MB

AB

AB, MB

34% 21% 24% 25% 20% 28% 28%

50% 63% 60% 49% 61% 57% 52%BC, MB BC Lg

AB, MB Lg

Manitoba



Alberta

TEMPORARY LAYOFFS Across Western Canada, one-quarter (24%) of organizations engaged in the practice of temporary layoffs in the last six months. This follows the same pattern over the past few years of this measure increasing a few points in the latter half of the year. Small-sized organizations are the least likely to have conducted temporary layoffs over this period.

Jul-Dec 2018 (n=694)

Jan-Jun 2018

Jul-Dec 2017

Jan-Jun 2017

Jul-Dec 2016

Jan-Jun 2016

Jul-Dec 2015

Region

BC (n=223)

AB (n=266)

SK (n=98)

MB (n=103)


Small (n=185)

Medium (n=349)

Large (n=150)

24%

20%

24%

22%

24%

21%

15%

20%

27%

29%

24%

17%

25%

33%

Engaged in Temporary Layoffs in Past Six Months

Base: Employed in HR function (n=694)C12. Has your organization engaged in temporary or seasonal layoffs in the last six months?

Region


Tracking

Manitoba



Alberta

The goal of temporary layoffs for both the employer and the employee is for the employee to return to work as soon as conditions allow. Nearly all (85%) report that temporary or seasonal workers were called back to work after being laid off, with the majority (62%) being called back in less than six months. One-quarter (24%) report a wait of six months to more than a year before the employees were called back to work. Results are in line with the same time period in 2017 and 2016.

< 6 Months 6+ Months

Jul-Dec 2018 (n=170) 62% 24%

Jul-Dec 2018 67% 21%

Jul-Dec 2017 62% 23%

Jan-Jun 2017 66% 19%

Jul-Dec 2016 60% 26%

Jan-Jun 2016 69% 10%

Jul-Dec 2015 68% 10%

Length of Temporary Layoffs

Base: Have temporary layoffsC12a. How soon have these temporary or seasonal employees typically been called back to work after being laid off?

4

1

4

2

3

2

20%

20%

19%

17%

23%

8%

10%

24%

26%

27%

30%

30%

27%

21%

32%

33%

29%

29%

26%

35%

38%

6%

8%

6%

7%

4%

7%

9%

85%

88%

85%

85%

86%

79%

78%

1 year+ 6 to1 year 3 to 6 months 1 to 3 months <1 month

Manitoba



Alberta

FILLING VACANCIES In a typical labour market, more specialized positions take longer to fill than less specialized ones. That is what we continue to find in Western Canada. Nine-in-ten (92%) administrative/support staff positions are filled in less than three months (no change from the last report), including two-in-five (39%) that are filled in less than a month.

A smaller majority of tradesperson/journeyperson (79%), technical staff (76%), professional (75%), and manager (71%) positions are filled in less than three months. Executive positions take the longest to fill, with a minority (39%) filled in less than three months.

Length of Time to Fill Vacancies By Role

Base: Hired new employees in past 6 months, excluding don’t know C11. Over the last six months approximately how long has it taken to fill vacancies for each of the following categories of employees?

<3 Months

Administrative/support staff (n=483) 92%

Tradespersons/journeyperson (n=276) 79%

Professionals (n=427) 75%

Technical staff (n=335) 76%

Managers (n=392) 71%

Executives (n=234) 39%

1

2

2

2

1

6%

3

4

4

5

17%

7%

16%

20%

18%

22%

38%

53%

51%

60%

55%

59%

30%

39%

28%

15%

21%

12%

9%

1 year+ 6 months to 1 year 3 to 6 months 1 to 3 months <1 month

Manitoba



Alberta

HR TEAM RATIO Western Canadian organizations have an average of 130 employees for each HR employee. As in previous waves of this study, the larger the organization, the proportionally fewer HR staff.

Small-sized organizations have an average of 55 staff for each HR staff, while medium-sized organizations have 126 and large average 224.

Regionally, organizations in Alberta and Manitoba have the most employees for each HR employee, while Saskatchewan has the least.

Ratio of HR to Other Employees

Base: Employed in HR function (n=641)C5. What is the ratio of HR employees to all other employees in your organization?


(n=203)AB

(n=247)SK

(n=93)MB

(n=94)Small


Large(n=137)

NET: 1:200+ 14% 25% 11% 21% 2% 17% 42%

NET: 1:100 to <200 28% 28% 32% 34% 5% 41% 27%

NET: 1:50 to <100 30% 26% 31% 24% 38% 27% 17%

NET: 1:<50 29% 21% 26% 20% 55% 14% 15%

Mean 118.2 147.6 96.7 141.8 55.2 125.9 224.0

1:75 1:100 1:80 1:100 1:40 1:100 1:132

19%

29%

28%

24%

Mean

SKBC, SK

SK SK

Mean1:129.7

Median1:90

Median

Manitoba



Alberta

EMPLOYEE DEVELOPMENT

LEARNING AND DEVELOPMENT BUDGETS Two-thirds (68%) of Western Canadian organizations are aware of what percent of their budgeted expenses are allocated towards learning and development for employees in their organization. Just under one-in-five (17%) allocate at least five percent of their budgeted expenses towards learning and development.

Although there are no significant differences between region and organization size, organizations in Saskatchewan and large organizations are the least likely to allocate at least five percent of their budget for this purpose.

5%+

Jan - Jun 2019 (n=773) 17%

Region

BC (n=252) 17%

AB (n=299) 18%

SK (n=107) 13%

MB (n=109) 19%


Small (n=198) 17%

Medium (n=394) 19%

Large (n=172) 15%

Budgeted Expenses for Employee Development

Base: Employed in HR function, excluding not applicableD6. Approximately what percentage of budgeted expenses is allocated for learning and development for employees in your organization?

5%

7%

3

4%

7%

4%

5%

6%

3

2

5%

2

5%

3

4%

3

9%

8%

10%

7%

7%

10%

10%

6%

16%

18%

17%

15%

10%

18%

16%

13%

23%

19%

23%

34%

21%

33%

23%

13%

12%

11%

14%

10%

9%

14%

11%

10%

32%

35%

27%

28%

40%

18%

31%

49%

9%+ 7% to <9% 5% to <7% 3% to <5% 1% to <3% Up to 1% Don’t know

Region


Manitoba



Alberta

Just under half (45%) of Western Canadian organizations expect to see an increase in their human resources budget for next year, while one-in-ten (12%) expect to see a decrease.

Large-size organizations (36%) are significantly less likely to expect an increase than medium (48%) and small (47%) sized organizations.

Regionally, British Columbia (4%) is significantly less likely to expect a decrease than the other provinces.

Expected Change to the 2019 HR Budget

Base: Employed in HR function, excluding not applicable (n=784)D5. Which one of the following options most closely matches how you expect your HR operations budget to change within the next budget year?

Jan-Jun 2019 (n=784)

Region

BC (n=256)

AB (n=310)

SK (n=102)

MB (n=110)


Small (n=195)

Medium (n=402)

Large (n=177)

7%

9%

6

5

5

7%

8%

2

20%

25%

18%

21%

19%

23%

19%

19%

18%

16%

18%

21%

19%

17%

20%

15%

45%

50%

42%

46%

43%

47%

48%

36%

Significant increase +7%

Region


IncreaseDecrease

Moderate increase +2% to 7% Minor increase +0.5% to 2%

3

1

5

3

3

2

3

4

3

1

4

5

2

2

3

4

7%

2

8%

12%

8%

4

6%

10%

12%

4%

16%

20%

13%

7%

12%

18%

Significant decrease -7%Moderate decrease -2% to -7%Minor decrease -0.5% to -2%

Manitoba



Alberta

EMPLOYEE TURNOVER

TURNOVER RATE Western Canadian organizations saw an average employee turnover (employees leaving as a percentage of the total) of 15.6 percent of employees over the past year. The average voluntary turnover (14.8 percent) was more than twice that of involuntary (6.6 percent).

Mean Median

Total employee turnover (n=564)

15.6 12.0

Voluntary Turnover (n=499)

14.8 8.0

Involuntary turnover (n=472)

6.6 3.0

Rate of Turnover

Base: Employed in HR function D3. What is the rate for the following types of turnover at your organization (number of employees leaving as a percentage of total)?

2

7%

1

3

2

1

9%

4

2

15%

8%

4

31%

25%

13%

20%

23%

22%

19%

31%

57%

50+ 40-49 30-39 20-29 10-19 5-9 0-4

Manitoba



Alberta

TURNOVER IMPACT More than two-in-five (43%) estimate that in the previous year, the total cost attributed for employee turnover cost to their organization was $20,000 or more, including 30% who estimate the total cost as $30,000 or more.

Regionally, British Columbia organizations are the most likely to estimate their cost as $30,000 or more.

The likelihood of having a higher cost of $30,000 or more also significantly increases with organization size.


(n=214)AB

(n=273)SK

(n=81)MB

(n=98)Small


Large(n=137)

More than $30,000 36% 26% 27% 27% 21% 29% 41%

Between $25,000 and $29,999 5% 7% 4% 6% 7% 7% 2%

Between $20,000 and $24,999 5% 10% 5% 9% 6% 9% 7%

Between $15,000 and $19,999 10% 8% 14% 10% 12% 8% 10%

Between $10,000 and $14,999 16% 15% 14% 14% 17% 15% 12%

Between $5,000 and $9,999 16% 17% 23% 19% 17% 20% 15%

Less than $4,999 12% 16% 14% 14% 21% 12% 12%

Total Estimated Cost of Employee Turnover in Past Year

Base: Employed in HR function, excluding don’t know (n=672)D4. Please estimate the total cost to your organization in the past year when processing an employee turnover for any reason.

30%

6%

8%

10%

15%

18%

14%

BC

AB

Lg$20K+43%

Manitoba



Alberta

In addition to direct monetary costs, a strong majority (70%) of Western Canadian organizations report other effects of employee turnover, most commonly longer hours for remaining staff (41%), followed by a decline in employee engagement (34%). One-in-ten (10%) continue to believe that they have not hit revenue targets due to employee turnover.

Past Year Turnover Effects

Base: Employed in HR function, excluding don’t know (Jan-Jun 2019 n=893)D2. In the past year, how has employee turnover affected your organization?Note: “Employee engagement has declined” and “The organizational culture declined” were added in the Jul-Dec 2018 wave.

41%

34%

26%

15% 15% 13%10%

20%

42%

11%16%

12% 10%

23%

43%

12%17%

12% 10%

28%

39%

11%

18%13% 11%

36%

Longer hours for remaining staff

Employee engagement has

declined

The organizational

culture declined

We have not been able to grow as fast as planned

We have not been able to

take on certain projects

We have had to delay projects

for clients

We havenot hit

revenue targets

No impact

Jul-Dec 2018 Jul-Dec 2017 Jul-Dec 2016 Jul-Dec 2015

Turnover Had an Impact

70%

Manitoba



Alberta

REDUCING TURNOVER Nine-in-ten (88%) Western Canadian organizations took one or more actions to reduce employee turnover. Better onboarding (49%) continues to be the most popular action. Other common actions include reviewing the organizational culture (44%), flexible work arrangements (38%), and higher wages (35%).

British Columbia is the most likely to report using higher wages (45%) and flexible work arrangements (45%).

Large-sized organizations are the least likely to participate in offering better benefits (18%), higher wages (21%), and more team building events (24%).

Past Year Actions to Reduce Turnover

Base: Employed in HR function, excluding don’t knowD1. In the past year, what actions have you taken to reduce turnover for any reason?

Better on-boarding

Reviewed the organizational culture

Flexible work arrangements

Higher wages

More team building events

Better benefits

Flexible work location

More vacation

Signing bonuses

Outsourced functions

Job sharing

Replaced supervisors with high turnover rates

Reduce travel requirements

Offer partial retirement options

Stock options

Living allowances

Other

None

49%

44%

38%

35%

35%

24%

18%

11%

7%

6%

6%

5%

4%

3%

3%

2%

4%

12%

42%

n/a

38%

27%

31%

18%

14%

9%

5%

6%

10%

5%

3%

4%

3%

2%

9%

14%

Took One or More Actions

88%

Jul – Dec 2018 (n=884)Jul - Dec 2017

Manitoba



Alberta

PERFORMANCE MANAGEMENT

USE OF FORMAL PERFORMANCE REVIEWS A strong majority (84%) of Western Canadian organizations have a formal performance review program. British Columbia organizations (78%) are significantly less likely to have one than those in other provinces. Small organizations (72%) are also significantly less likely to have one compared to medium (90%) and large-sized (87%) organizations.

Among those who don’t have a formal performance review program, the majority (58%) conduct informal ongoing performance management coaching or have regular coaching conversations. Three-in-ten (30%) don’t have any reviews.

Use Formal Performance Review

Base: Employed in HR function P1. Does your organization use/have a formal performance review program?

Jul - Dec 2018 (n=827)

Region

BC (n=274)

AB (n=321)

SK (n=109)

MB (n=117)


Small (n=213)

Medium (n=416)

Large (n=183)

84%

78%

86%

87%

88%

72%

90%

87%

Region


Yes

Type of Informal Performance Review

Base: Don't have formal performance review (n=132)P1b. What does your organization use instead of a formal performance review process?

Informal ongoing performance management coaching/regular coaching

conversations58%

Employee driven goal setting meetings

11%

No performance management reviews

30%

Manitoba



Alberta

Among those with a formal performance review program, a strong majority (82%) find that they have a compliance rate of at least three-quarters, including one-third (32%) who have 100% compliance. Small organizations (41%) are significantly more likely to report 100% compliance than those in medium and large-sized organizations (29% each).

Performance Review Completion Rate

Base: Have formal performance review, excluding not sure (n=528)P2. What is the completion/compliance rate for your performance review program?

Size of OrganizationSmall


Large(n=94)

NET: 100% 41% 29% 29%

NET: 75% to 99% 47% 51% 50%

NET: 50% to 74% 7% 15% 14%

NET: 25% to 49% 3% 4% 5%

NET: <25% 2% 2% 2%

32%

50%

13%

4%

2%

75%+82%

Sm

Mean84.9

Median90

Manitoba



Alberta

Among those who indicated that their organization does not have complete compliance with the performance review program, the most common reasons for the lack of compliance are related to time – either that there wasn’t enough time to complete the review (30%) or that the process was too time consuming (22%). One-in-five (19%) say the lack of compliance is due to a lack of buy-in from senior leadership.

APPLICATION OF FORMAL PERFORMANCE REVIEW PROGRAM The majority (65%) of those with formal performance review programs conduct a review annually. One-third (35%) conduct more frequent reviews.

Performance Review Frequency

Base: Have formal performance review (n=692)P1a. What is the frequency of the performance review process?

Annual performance reviews

Semi-annual performance reviews

Quarterly performance reviews

Monthly formal performance review meetings

65%

20%

10%

4%

More Than Once a Year35%

Reason for Non-Compliance with Performance Review Program

Base: Have formal performance review (n=678)P5. Based on your experience at your current organization, what is the primary reason for non-compliance with the performance management program?

Not enough time to complete

Too time consuming

Lack of buy-in for the program from senior leadership

No tracking system in place

Not enough HR resources to facilitate the process

Manager turnover

Too complicated

30%

22%

19%

11%

10%

6%

2%

Manitoba



Alberta

Three-quarters report that their performance review program includes both performance ratings/rankings (75%) and qualitative observations (75%). Less than half (46%) report having quantitative benchmarks.

Another three-quarters (76%) report having a self-assessment process as part of the performance management review.

Performance Review Components

Base: Have formal performance review (n=688)P3. Does your performance review program include the following?

Performance ratings/rankings

Qualitative observations

Quantitative benchmarks

None of the above

75%

75%

46%

5%

Self-Assessment Process as Part of Performance Review

Base: Employed in HR function (n=754)P9. Does your performance management review process allow for self-assessment as part of the review?

Yes76%

No20%

Don't know4%

Manitoba



Alberta

ATTITUDES TOWARDS FORMAL PERFORMANCE REVIEW PROGRAM The majority (70%) report that compliance with their organizations’ performance management review program is treated as a priority, including one-third (32%) who agree “to a great extent”. Just over one-quarter (27%) don’t think compliance is treated as a priority.

There is room for improvement in the effectiveness of management programs in Western Canada. Although a small majority (63%) agree that their organization’s management program is effective, within this group, few (6%) completely agree with this statement while two-in-five (37%) somewhat agree. One-third (33%) disagree with this statement as it applies to their organization.

Respondents from Saskatchwean organizations are significantly more likely to agree than those from British Columbia and Alberta organizations.

Extent Performance Management Compliance Treated as a Priority

Base: Have formal performance review (n=682)P4. To what extent does your organization treat compliance with the performance management program as a priority?

A great extent

A moderate extent

A small extent

A very small extent

It is not treated as a priority

Don’t know

32%

38%

12%

7%

7%

4%

Great/Moderate

70%

Small/Non-Priority

27%

Agreement that My Organization’s Performance Management Program is Effective

Base: Employed in HR function (n=773)P7. To what extent do you agree with the following statement? My organization’s performance management program/system/method is effective at managing performance of employees.

Completely agree

Agree

Somewhat agree

Somewhat disagree

Disagree

Completely disagree

Don’t know

Prefer not to answer

6%

20%

37%

12%

11%

9%

4%

4%

Disagree33%

Province Agree Total

Alberta(n=299)

61%

British Columbia(n=255)

60%

Saskatchewan(n=103)

73%

Manitoba(n=112)

66%

Agree63%

AB & BC

Manitoba



Alberta

The majority of Western Canadian organizations consider all of the aspects of their employee management programs at least somewhat important. Facilitating employee goal setting (72%) receives the highest proportion of “very important” or “important” ratings (top-two), followed by encouraging increased productivity (63%). Informing succession planning receives the lowest important ratings, with less than half (46%) rating this aspect in the top-two.

Top-Two

Facilitating employee goal setting 72%

Encouraging increased productivity 63%

Informing career development planning 57%

As an employee engagement tool 58%

Informing succession planning 46%

Informing compensation and rewards 55%

Importance of Goals for the Performance Management Program

Base: Have formal performance review (n=645)P6. Please indicate below the importance of the following purposes at your organization.

33%

22%

21%

21%

16%

25%

39%

41%

36%

38%

29%

30%

17%

25%

28%

24%

31%

18%

89%

88%

85%

83%

76%

73%

Important

Very important Important Somewhat important

Manitoba



Alberta

The majority believe that individual performance goals at their organization are at least somewhat aligned with the strategic goals of their organization for all levels of employees; however, when viewing the strength of that alignment, clear distinctions become apparent.

While two-thirds of the senior leadership and executive team’s performance goals are “very aligned” or “aligned” (top-two) with the organization’s strategic goals, this is true for less than half of individual contributors and front-line management/supervisors.

Unable to Assess Top-Two

14% Senior leadership 65%

16% Executive team 67%

15% Middle management 52%

14% Front-line management/supervisors 46%

14% Individual contributors 35%

Alignment Between Individual Performance and Strategic Goals

Base: Employed in HR function (n=757)P8. Based on your knowledge, to what extent are individual performance goals aligned with the strategic goals of your organization for different levels of employees?

34%

41%

14%

11%

8%

31%

26%

37%

35%

26%

15%

12%

24%

29%

33%

80%

78%

76%

75%

68%

AlignedUnaligned

Very aligned Aligned Somewhat alignedVery not alignedNot alignedSomewhat not aligned

4

6

5

5

9

6%

6%

10%

12%

18%

Manitoba



Alberta

TRUTH AND RECONCILIATION

FAMILIARITY AND ACKNOWLEDGEMENT One-third (35%) of HR professionals consider themselves familiar with the fact that the Truth and Reconciliation Commission’s report included specific Calls to Action for the business community.

Those who work for large organizations (52%) are significantly more likely to be familiar with this fact than those who work for medium (29%) or small-sized organizations (33%).

Regionally, those in Saskatchewan (47%) and Manitoba (44%) are the most likely to be familiar.

Familiarity with Truth and Reconciliation Commission’sCalls to Action

Base: Employed in HR function P11. How familiar are you with the fact that the Truth and Reconciliation Commission’s report included specific Calls to Action for the business community?

Jan - Jun 2019 (n=751)

Region

BC (n=248)

AB (n=288)

SK (n=102)

MB (n=109)


Small (n=199)

Medium (n=380)

Large (n=160)

7%

6%

3

12%

11%

6%

7%

6%

14%

13%

12%

21%

16%

16%

10%

22%

15%

15%

14%

15%

17%

12%

12%

24%

35%

34%

29%

47%

44%

33%

29%

52%

Region


FamiliarUnfamiliar

24%

27%

27%

16%

19%

22%

28%

17%

34%

32%

39%

27%

28%

36%

35%

28%

7%

8%

6%

10%

8%

10%

8%

3

65%

66%

71%

53%

56%

67%

71%

48%

Very familiar Familiar Somewhat familiarVery unfamiliarUnfamiliarSomewhat unfamiliar

AB

AB

AB

Med

BC, AB

AB

Lg

Lg

SK, MB

SK

Lg

SK, MB

SK, MB

SK

Lg

Lg

Manitoba



Alberta

Less than one-quarter (22%) work for an organization that formally or informally acknowledges the Truth and Reconciliation Commission’s Calls to Action.

Large organizations (38%) are more than twice as likely as small (15%) and medium-sized (18%) organizations to have acknowledged them.

Saskatchewan organizations are also more likely than those in other regions to have acknowledged the Calls to Action.

.

Truth and Reconciliation Acknowledgement

Base: Employed in HR function P10. Has your organization formally or informally acknowledged the Truth and Reconciliation Commission’s Calls to Action?

Jan – Jun 2019 (n=752)

Region

BC (n=248)

AB (n=288)

SK (n=102)

MB (n=110)


Small (n=199)

Medium (n=381)

Large (n=160)

22%

21%

17%

34%

23%

15%

18%

38%

Region


BC, AB

Yes

Manitoba



Alberta

INDIGENOUS STRATEGY Less than one-quarter (22%) of Western Canadian organizations currently have an Indigenous strategy for recruitment, and only one-in-ten (9%) are currently developing one. One-in-five either currently have or are developing Indigenous strategies for employee engagement (21%), retention (19%), or professional development (19%).

Don’tKnow

Recruitment 24%

Employee Engagement 27%

Retention 28%

Professional Development 28%

22%

14%

12%

12%

31%

21%

19%

19%

Indigenous Strategy for HR Practice Areas

Base: Employed in HR function (n=727)P13. Has your organization developed a strategy aimed at persons who identify as indigenous for the following?

Yes No, developing

Yes/Currently Developing

Manitoba



Alberta Only one-in-ten (11%) include reconciliation as part of their diversity and inclusion strategy, and a similar proportion (11%) have a separate reconciliation strategy from diversity and inclusion. In both instances, large-sized organizations are more likely to have strategies in place.

Don’t Know

Jan - Jun 2019 (n=490) 16%

Region

BC (n=131) 18%

AB (n=202) 12%

SK (n=80) 25%

MB (n=75) 12%


Small (n=145) 13%

Medium (n=267) 16%

Large (n=73) 19%

Inclusion of Reconciliation Strategy in Diversity and Inclusion Strategy

Base: No separate reconciliation strategy P15a. Does your organization include reconciliation as part of the diversity and inclusion strategy?

11%

9%

11%

16%

9%

10%

10%

19%

AB, MB

Region


Yes

Separate Reconciliation Strategy from Diversity and Inclusion Strategy

Base: Employed in HR functionP15. Does your organization have a reconciliation strategy separate from the diversity and inclusion strategy?

Don’t Know

Jan - Jun 2019 (n=722) 25%

Region

BC (n=232) 34%

AB (n=279) 21%

SK (n=101) 13%

MB (n=106) 25%


Small (n=191) 20%

Medium (n=366) 21%

Large (n=155) 39%

7%

9%

6%

8%

4%

4%

6%

13%

4%

3%

4%

8%

4%

3%

5%

5%

11%

12%

10%

16%

8%

7%

11%

18%

Region


Yes Yes, information hidden

MB AB, SK

Yes

SK

Sm, MedSm

Manitoba



Alberta

Two-in-five (40%) offer job applicants the opportunity to self-declare that they are Indigenous at some point during or after the recruitment process. This includes 10% who keep this information hidden from evaluators.

The likelihood of offering this opportunity significantly increases with organization size – the majority (61%) of large-sized organizations offer this option, compared to one-quarter (25%) of small and 40% of medium-sized organizations.

Regionally, organizations in Saskatchewan (64%) and Manitoba (63%) are more than twice as likely to offer this opportunity as those in British Columbia (29%) and Alberta (31%).

Don’t Know

Jan - Jun 2019 (n=727) 16%

Region

BC (n=235) 19%

AB (n=279) 19%

SK (n=101) 7%

MB (n=108) 10%


Small (n=191) 17%

Medium (n=371) 14%

Large (n=155) 18%

Opportunity to Self-Declare as Indigenous

Base: Employed in HR function P14. Does your organization offer job applicants the opportunity to self-declare that they are Indigenous at any-point during or after the recruitment process?

30%

23%

21%

51%

49%

20%

29%

46%

40%

29%

31%

64%

63%

25%

40%

61%

Region


Yes Yes, information hidden from evaluators

BC, AB

Yes

BC

Manitoba



Alberta

In the survey, indigenous training was classified into three types: introductory training, community engagement training and cultural awareness training. Generally, introductory training focuses more on imparting knowledge and understanding on Canada's history from an indigenous perspective, treaties, residential schools and the importance of reconciliation. Whereas, cultural awareness training is often more in-depth and will include building awareness of cultural values and practices in indigenous communities. Community engagement training tends to focus on equipping an individual with knowledge and tools to build respectful relationships with indigenous communities.

One-third (33%) offer Indigenous cultural awareness/competency training and one-quarter (26%) offer introductory Indigenous training for new hires.

Among those who have some sort of Indigenous training, this type of training is most commonly required by all employees, followed by those who will interact with Indigenous communities in their day-to-day work. Few require the training only of those in supervisory, management, or leadership positions.

Requirement to Complete Indigenous Training by Role

Base: Employed in HR function (n=732)P12. Please indicate for whom does your organization require to complete the following type of training?

Training Types

Introductory Indigenous Training for New Hires

Introductory Indigenous Training for

Existing Employees

Indigenous Community

Engagement Training

Indigenous Cultural

Awareness/Competency

Training

ANY 26% 29% 30% 33%

ALL MANAGEMENT (front-line supervisors, middle management, senior leadership) 1% <1% <1% <1%

All employees 16% 18% 11% 20%

Only employees that will interact with Indigenous communities in their day-to-day work 7% 8% 13% 9%

All front-line supervisors 2% 2% 2% 2%

Middle management 1% 1% 2% 1%

All management 2% 2% 3% 3%

Senior leadership 2% 2% 4% 3%

Manitoba



Alberta

RESPONDENT PROFILE

CPHR ASSOCIATION Region was determined via respondents’

member organizations. CPHR Alberta

members completed the highest number

of surveys, followed by CPHR BC &

Yukon.

ORGANIZATION SIZE For the purposes of this

report, small organizations are

defined as those having fewer

than 100 employees (of all

types), medium organizations

as those having between 100

and 999 employees, and large

organizations as those

employing 1,000 or more

employees. The average

number of employees for

organizations across Western

Canada is 1,816, while the

median is 240.

HR Member Organization

Base: All respondents (n=1,106)S1. Which of the following human resources organizations are you a member of?

CPHR Alberta

CPHR BC & Yukon

CPHR Manitoba

CPHR Saskatchewan

Other

None of the above

40%

33%

14%

12%

<1%

<1%

Number of Employees

Base: Employed in HR function (n=1,017)C2. How many people (both full time and part time) does your organization have in the province of {S1}.

All EmployeeTypes

Small<100

Medium100 to 999

Large1,000+

Employees

Small<100

Medium100 to 999

Large1,000+

Contractors/Temporary

Small<100

Medium100 to 999

Large1,000+

26%

49%

25%

27%

49%

24%

62%

20%

5%

Mean1,767

Median212

Mean157

Median12

Mean1,816

Median240

Manitoba



Alberta

DEMOGRAPHICS Respondents were also distributed across a wide range of roles in the organization as well as sectors and organization type. Just over two-in-five (44%) have at least some unionization among their employees.

Organization Role

Base: All respondents (n=1,100)C1. Which option best describes your role in your organization?

Manager/Supervisor

HR Generalist

HR Business Partner/Senior HR Business Partner

Director/AVP

Specialist

Consultant

Coordinator/Administrator

SVP/C-level

Vice President

Student

Non-HR function

HR Instructor

Currently unemployed

Other

22%

17%

14%

12%

9%

7%

6%

3%

3%

2%

2%

1%

<1%

2%

Organization Sector

Base: Employed in HR function (n=1,029)C3. What sector does your organization operate in? If you are a consultant to multiple firms, please select all of the applicable areas.

Healthcare and social assistance

Public administration and government

Manufacturing

Education services

Oil and gas

Professional, scientific, and technical services

Finance and insurance

Retail and wholesale trade

Construction

Transportation and warehousing

Hospitality and food services

Agriculture and forestry

Real estate, rental and leasing

Utilities

Mining

Information and cultural industries

Arts and entertainment

Other services

15%

13%

12%

11%

10%

10%

9%

9%

8%

6%

6%

5%

4%

3%

3%

2%

2%

13%

Manitoba



Alberta

Type of Organization

Base: Employed in HR function (n=1,026) C3a. My organization is a...

Private firm

Not-for-profit

Publicly traded firm

Federal, provincial or municipal government department

Academic institution

Crown Corporation or Government Agency

Canadian subsidiary of an internationally headquartered company

Union

44%

16%

12%

11%

6%

6%

4%

1%

Organization Union Status

Base: Employed in HR function (n=1,025)C3b. Which of the following best describes your organization?

NET: Any Unionization

Does not have any unionized employee units/locations/environments

Has at least one unionized employee unit/location/environment

Is fully unionized

44%

56%

30%

14%

Manitoba



Alberta

CONTACT INFORMATION For more information contact:

CPHR British Columbia and Yukon

CPHR Alberta CPHR Saskatchewan CPHR Manitoba

604.684.7228 [email protected] www.cphrcb.ca

403.209.2420 [email protected] www.cphrab.ca

306.242.2747 [email protected] www.cphrsk.ca

204.943.2836 [email protected] www.cphrmb.ca

For media inquiries, contact:

Marketing & Communications Phone: 403.209.2420, option #3 Email: [email protected]

For inquiries regarding the survey and analysis, contact:

British Columbia and Yukon CPHR British Columbia & Yukon Phone: 604.684.7228 Email: [email protected] www.cphrbc.ca

Alberta Daniel Boucher Director, Regulatory Affairs & Research, and Registrar CPHR Alberta Phone: 403.541.8714 Email: [email protected]

Saskatchewan Nicole Norton Scott, CPHR Executive Director & Registrar CPHR Saskatchewan Phone: 306.242.2747 Email: [email protected]

Manitoba Laura Haines-Morrissette Director of Marketing, Partnerships & Membership CPHR Manitoba Phone: 204.943.0882 Email: [email protected]

Manitoba



Alberta

For inquiries regarding the methodology and survey tool, contact:

Daile MacDonald Research Director, Insights West Phone: 403-926-3192 Email: [email protected]

ABOUT THE ORGANIZATIONS CPHR British Columbia & Yukon Founded in 1942, CPHR British Columbia & Yukon has grown to include more than 6,000 members encompassing CEOs, VPs, directors of HR, HR generalists, HR advisors, consultants, educators, students and small-business owners in BC and the Yukon. We are all Human Resources. CPHR British Columbia & Yukon offers professional development and networking opportunities as well as resources for every stage of your career. www.cphrbc.ca

CPHR Alberta CPHR Alberta is our province’s community for Human Resources, dedicated to strengthening and promoting the HR profession. As the exclusive granting body for the Chartered Professional in Human Resources (CPHR) designation, CPHR Alberta establishes professional standards within the industry through education, research, and public policy initiatives. Our association connects almost 6,000 HR professionals through professional development, networking, and community initiatives.

CPHR Saskatchewan The Chartered Professionals in Human Resources of Saskatchewan (CPHR SK) is the premier professional association for human resource professionals and is the Chartered Professional in Human Resources (CPHR) granting body within the Province of Saskatchewan.

CPHR Manitoba CPHR Manitoba is the professional association dedicated to strengthening the human resources profession and upholding the highest standards of practice. We link members, businesses, and the general public to important HR issues and trends that are occurring provincially, nationally, and globally.

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