As we move further into 2025, workplace dynamics continue to present evolving challenges and opportunities for employers. While many classic issues continue to require our attention, there are some trends that I outline, and how they will likely impact our workplaces and practices as CPHRs.

THE INCREASING SPECTRE OF AI

The integration of AI into the workplace is transforming whole industries and impacting many, if not most, jobs. While it offers enormous potential, AI also presents unique challenges that employers and employees must address:

• Redundancies: Automation can streamline operations but also result in job losses. Retraining and upskilling opportunities can help employees transition to new roles created by AI integration. It is also critical to consider that even if a position can be done by AI, the question is: Do you want it to be? AI can chill the human vibrancy of workplace culture, and the loss of humans on the other end of a transaction or brand may diminish client satisfaction and brand allegiance. It is important to consider many of these “intangibles” before reducing staff in favour of machines.
• Privacy and Data Security: AI relies on large datasets that can include personal information, raising significant concern about how staff and client data is collected, stored, and used. It is also important to be aware of the privacy legislation governing your organization. For example, most businesses, charities and other private organizations in B.C. are governed by the Personal Information Protection Act, whereas public employers must follow the Freedom of Information and Protection of Privacy Act. As employers, we must ensure that they safeguard the personal information of our employees and clients. We also need to consider whether our AI tools disclose information to third parties or transfer or store data outside of the jurisdiction.
• Bias and Fairness: AI algorithms can perpetuate or amplify biases present in training data, which can lead to unfair treatment of individuals based on characteristics protected under the Human Rights Code such as race, sex, gender, and ancestry. Addressing bias requires careful algorithm design and regular auditing to ensure fairness and transparency in AI decision-making processes. Make sure that you know what tool you are using for the job, and whether it will have negative legal, moral, and reputational impacts for your organization.

If we assess and employ AI in a proactive and intentional way, it can make our workplaces better and free up time for creativity, relationship-building and client-facing activities. However, the use of AI is so new, it is important to move slowly and cautiously to ensure we maintain fair and inclusive work environments.

DISPUTE RESOLUTION: WHAT’S OLD CAN BE NEW AGAIN

As we move into 2025, we continue to grapple with the increasing costs of legal proceedings, court and tribunal backlogs, and a crisis in access to justice. As such, I predict a significant increase in the use of alternative dispute resolution (ADR).

Since disputes often arise while the parties are still in an employment relationship, it is counterproductive to use a process that will drive people further apart and create positionality (i.e. a litigation process). Therefore, ADR provides a potentially more effective means to preserve relationships while addressing underlying conflict.

In my opinion, we will see increasing adoption of many useful ADR methods:

• Mediation: Mediative processes foster open communication and collaboration and allow the parties some control since they craft their own solutions. They are relatively cost-effective and often preserve relationships by focusing on interests rather than positions.
• Collaborative Law: Often used with family disputes, each party hires a specially trained lawyer committed to resolving disputes outside the courtroom. This method emphasizes cooperation and problem-solving, with all parties agreeing to transparency and negotiation. We will likely see an increasing use of this type of process applied to workplace disputes.
• Online Dispute Resolution (ODR): Using online platforms, ODR is flexible, accessible and relatively quick (which is ideal for remote teams). While you lose the benefits of face-to-face problem solving, you gain the benefit of efficiency and ease of access. Therefore, ODR can be a very useful approach where appropriate.
• Restorative Practices: Typically used in the criminal justice context, these practices involve bringing together parties affected by a conflict to collaboratively address the harm and find ways to repair it. It emphasizes healing and relationship building, creating a supportive environment. The process can also integrate cultural or religious ideals that are important to the parties. This can be a great solution for ongoing workplace issues.

It is extremely hopeful to see the adoption of many different approaches being considered when dealing with workplace issues. Given the various issues that tax the traditional litigation route, it is highly likely that we will see an increase in alternative dispute resolution in the workplace with great results.

WORKPLACE MENTAL HEALTH AND WELL-BEING: WORKSAFEBC INITIATIVES TO WATCH

WorkSafeBC is gearing up to introduce a series of initiatives aimed at psychological safety and the promotion of mental wellness in the workplace including the following:

• Focus on Awareness and Education: An important component of upcoming initiatives is increasing mental health awareness and education. By offering workshops and trainings, employers can better understand mental health challenges and learn effective ways to support their employees.
• Implementation of Comprehensive Support Programs: These comprehensive mental health support programs will be tailored to different industries and workplace environments. The programs will include access to mental health professionals, confidential counseling services, and support hotlines.
• Promoting Work-Life Balance: Recognizing the importance of work-life balance in maintaining mental health, initiatives will encourage flexible work arrangements including remote work, flexible hours and breaks to reduce burnout.
• Integration of Technology: Digital platforms will offer mental health resources and self-assessment tools, empowering workers to take proactive care of their mental health.

While initiatives from WorkSafeBC are often viewed as just more regulatory “hoops to jump through,” I encourage us all to view these as a wellness solution, and to adopt them as a means of supporting preventative employee mental well-being.

In conclusion, navigating these workplace trends requires proactive management and a commitment to fostering a supportive and inclusive environment. By addressing these challenges head on, organizations can enhance employee well-being, productivity, and workplace harmony in 2025 and beyond.