Behind Mentorship Matchmaking
Author : Rike Enss
What is your background?
I’ve been in HR since 2008 and worked in various industries, like construction, transportation, oil & gas, and utilities. My roles mostly contributed to recruitment, but I have been in an HR Business Partner role for the last 2 years.
How did you come to be a matchmaker?
In August 2022, I joined the Mentorship Committee, and as time came closer to the applications for the mentorship intake, I was approached by our facilitator, Lynda, and I said yes! So, this last turnaround was my 3rd time matching.
What do you enjoy about matching?
I love the success stories! What I really like to hear is things like “We extended our relationship by 6 months.”, or “This was so beneficial, I am applying again.” We often also see that in the intake, and it’s nice to see that people come back for the 2nd, 3rd, or even 10th time, either on the mentor or mentee side. And it’s super cool to see that someone who was mentored before is now ready to take on the mentorship role. It’s so nice to see people growing in their professional lives.
Matching is fun! The little time we have can be quite challenging when it comes to matching as the intake closes, and then we have 1 week to match. But we all have full-time jobs, families, and a life. However, it is a really great feeling when you sort through the profiles and you have that perfect match for someone. With every time we match, we also grow a little and know what to look out for a bit better than last time.
On a personal level, I have been a mentor a few times and I am still in touch with all my proteges. You can build long-lasting relationships, for sure on the professional level, but also on a personal level if it comes to that.
What is challenging?
There are a few things. We constantly try to improve our intake questions to better match everyone’s preferences. But that’s also the problem. We don’t always have that “perfect” match.
I had a case in the last intake where a mentee desperately wanted someone from the construction industry, and I found the (in my mind) perfect match! But the mentor wanted someone from the same chapter and the mentee was from a different chapter. However, I matched them regardless as I felt this could be such a beneficial relationship. I know it's not ideal, and sometimes people probably wonder why their preferences weren’t matched, but I want to assure everyone that we try everything to take all preferences into consideration. It’s just not always doable, and the more we match, the fewer applications we have available. On the plus side, and because I had a few other examples, we are now adding “industry” to the intake form. We previously asked for the company, but we cannot know 250+ companies and what exactly they do. There is lots of Googling going on. Knowing their industry will be very helpful.
What we also really need is more people with unionized experience on the mentor side. A lot of mentees are asking for that, and we don’t have enough, but this environment is very different than open shop.
We aim to make this a memorable and valuable experience and relationship for all matches. What we often miss is feedback. Even if it’s blunt, we need it. But then it’s also important to realize the expectations and the limitations of the program.
What have been other changes since you started matching?
We added the question if you want to be matched with someone from your chapter. Coming out of COVID, that was a big thing for people. They wanted to meet in person. But it’s also nice to see that COVID opened some unexplored doors, and many of our matches now meet over Teams or Zoom or long distances but can still connect.
Another change we have made on our part is using Google tables for matchmaking. Previously, the matchmakers would meet in person and try to get everyone done. Sometimes it’s nice to sit on a profile and think it through before making a call instantly.
We also added peer-to-peer, and this last intake, I had my own first peer-to-peer session, and I love it! It’s a completely different level to come up with solutions and sometimes just share ideas.
What advice do you have?
Many! If you haven’t mentored or proteged before, I strongly encourage you to consider it. Use the CPHR tools on the website; don’t overthink it, and make it a relationship. If your match doesn’t work out, don’t be discouraged. It’s hard to know personalities from a spreadsheet (what we get as matchmakers), so sometimes it may not work. Reach back out to CPHR and ask for a new match. Just be professional about it. Consider your own expectations, and be a little flexible and a bit forgiving if not everything works out to your standard.
Also – keep in mind that your mentor will mostly share their own personal experience. 2 mentors may give you some completely different advice on the same question. Take what works for you and your situation. It’s a give-and-take relationship.
Another point to make if you want to be part of the HR community – it doesn’t have to be mentoring. Networking and building community are fun! Attend functions and events. Check out other committees. I’m part of another committee (Edmonton Chapter Committee), and I have built great relationships with that committee and feel like I’m part of a community.
What do you do in your personal life?
I’ve been married for over 18 years and have 2 girls (9 and 13). The extracurricular keeps us busy enough, but we had to add 6 pets to our household, 4 cats and 2 dogs; they are all rescues. I feel like there’s always room for more but not everyone agrees. I started my MBA last year in September, so also attend school every few weekends. And I’m working out 6 times a week, mostly running. That is so important for my mental health and to decompress.
Our July to December Mentorship Program is open for applications until June 17, 2024. Learn more about the program here.
The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.
The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.
Author: Ada Tai, MBA, CPHR, SHRM-SCP After publishing “ A Strategic Guide to Organization Restructuring, Part 1 ,” I heard a consistent follow-up question from leaders: “How do you actually re-design an organizational structure so it aligns with strategy, future needs, and the realities of the day-to-day operations?” In this post, I will take you behind the scenes of a recent restructuring project our firm completed and walk you through the steps for designing a structure that works not just today, but also for the next 3 - 5 years. Step One: Understand the Organization Restructuring is not a mechanical exercise. Before anyone touches boxes on an org. chart, leaders must understand the full context of the organization: its challenges, aspirations, constraints, and people. Recently, our team worked with a large public-sector entity that hadn’t reviewed its structure in more than a decade. Over time, several issues had emerged: Long-standing role ambiguity and workflow friction Significant retention and succession challenges A rapidly growing industry and expanding service demands A CEO overwhelmed with too many direct reports Insufficient leadership depth in the layer immediately below the CEO The mandate was clear: Design a structure that could carry the organization for the next 3–5 years. Before jumping in, we partnered with the executive team to answer a set of foundational questions: Why is a new structure needed now? What pressures, risks, or opportunities are driving the change? What is the organization trying to achieve long-term? We reviewed vision, mission, values, strategic priorities, and expected growth. How is the organization currently designed? We examined complexity, formality, decision flows, span of control, talent mix, communication channels, policies, and people challenges. What work must happen to deliver services successfully? We mapped critical processes and clarified who is responsible for what work today and tomorrow. What resources and budget constraints shape the options? We did a reality check. Answering these questions transforms guesswork into a strategic foundation. Step Two: Plan for the Structure Review Once aligned on objectives and constraints, we co-created a plan for the whole structure review. 1. A small project team was assembled within the organization. This was a group of leaders/champions who would serve as our partners, sounding board, and communication anchors throughout the process. 2. To design a structure that reflects reality rather than assumptions, we needed both qualitative and quantitative insights. Together with the project team, we developed a data-collection plan that included: On-site tours to understand operations and workflow in context In-person interviews with employees across departments, tenure levels, roles, and demographic groups Review of organizational documents , including strategy, service data, operational metrics, etc. 3. We also conducted external research to understand the demand for the organization’s services, the competitive landscape, and industry benchmarks. The goal was to build a complete, nuanced picture of how work actually gets done. Step Three: Design the Structure Over the next several weeks, we conducted interviews with 80% of the head office staff and 60% of the frontline workforce. One important message we emphasized to every group is: “This review is not a performance assessment, nor an attempt to eliminate jobs. It is about building a structure that sets everyone up for success.” Gradually, as we gained insights, a clear picture emerged of what the future structure could and should be. We facilitated a series of structural design sessions with the project team. These sessions were collaborative, candid, and grounded in both data and lived experience. Together, we co-created: A transition structure for the upcoming year — providing stability while preparing for change. A future-state, growth-oriented structure designed for the next 3 – 5 years — with more substantial leadership depth, transparent accountability, and defined pathways for talent development and succession. The result was not just an org. chart. It was a blueprint for how the organization would operate, make decisions, support employees, and deliver services at a higher level. Step Four: Support the People Side of Change Even the best-designed structure can fall apart without thoughtful implementation. Once the project team felt confident in the proposed structures, the next steps were: Securing Board approval Preparing a comprehensive communication plan Engaging employees with clarity, empathy, and transparency We had the privilege of presenting the new design and its rationale to the Board. After approval, we supported the organization as it rolled out the change to staff, ensuring leaders were prepared to answer questions, set expectations, and guide their teams through the transition. Structure isn’t just architecture; it impacts morale, trust, and people’s sense of security. The human side must be handled with the same care as the technical side. Final Thoughts Restructuring is a strategic redesign of how an organization works, leads, and delivers value. A thoughtful structure review requires three things: Deep understanding of the organization’s reality Collaborative design grounded in data Careful implementation that supports people When these pieces come together, restructuring becomes more than a response to pressure. It is an opportunity to strengthen leadership capacity, improve clarity and accountability, and position the organization for sustainable growth. Check out my previous blog: “ A Strategic Guide to Organization Restructuring, Part 1 ”
Alberta’s labour market is dynamic, and HR professionals need timely insights and practical tools to make informed decisions. To help you navigate hiring trends, funding opportunities, and compliance requirements, here are three key resources you should know about: 1. Labour Market Information Bulletin The Regional Employer Supports Bulletin provides a snapshot of Alberta’s labour market, including: Employment Trends: September saw a 1.7% increase in employment , reversing previous declines. Unemployment Rate: Currently at 7.8% , slightly above the national average. Wage Updates: Average weekly wages rose to $1,433.62 . Upcoming Webinars: Topics include hiring foreign workers, employment standards, and psychological health and safety. Explore Labour Market Notes 2. Hiring Demand Bulletin The September Hiring Demand Bulletin offers detailed insights into job postings and hiring patterns: Job Postings: Over 30,500 new openings in September, with Calgary and Edmonton leading the way. Top Occupations: Retail salespersons, cooks, registered nurses, and material handlers. Sector Trends: Sales and service roles dominate (31%), followed by trades and transport. Regional Highlights: Calgary posted 11,004 openings , Edmonton 10,032 . View full hiring demand details 3. Employer Resources Guide Looking for ways to attract, train, and retain talent ? The Employer Resources Guide is packed with programs and funding opportunities: Grants & Funding: Canada-Alberta Productivity Grant – supports training to boost productivity. Workforce Strategies Grant – funds innovative workforce development solutions. Industry-Specific Programs: Food Futures Program – wage subsidies for food industry placements. ECO Canada – training and wage subsidies for environmental jobs. Youth & Apprenticeship Incentives: CAREERS Internship Programs – up to $7,500 for hiring youth. Student Work Placement Program – funding for co-op and internship positions. Recruitment Tools: Job Bank – free job posting platform. Agriculture Job Connector – match workers with agri-food employers. Access the full Employer Resources Guide Why These Resources Matter Together, these tools help HR professionals: Plan strategically with accurate labour market data. Fill critical roles by understanding hiring trends. Leverage funding to reduce recruitment and training costs. Stay compliant with employment standards and best practices. Take Action Today: Register for upcoming webinars on employment standards and workforce programs. Connect with a Workforce Consultant for tailored advice. Bookmark these resources to keep your HR strategies future-ready.
Author: Jennifer Muellers, Katy O’Brien-Watson, and Mandy Ingraham (Grande Prairie Chapter Committee) Every October, Alberta celebrates Disability Employment Awareness Month (DEAM) which promotes employment inclusion and increased participation of workers with disabilities in Alberta’s economy. DEAM celebrates the contributions of workers with disabilities and supports employers in practicing inclusive hiring (Government of Alberta, 2025). The Grande Prairie Chapter chose a local story of a girl named Kiesha, who was told after her car accident she would likely never walk again. Kiesha uses her story to inspire and uplift others through her journey of perseverance through public speaking engagements. Kiesha frames her journey not just as healing for herself, but as something that can help and inspire others in similar situations. Her film touches on living and working with disability in a rural setting like Grande Prairie and how accessibility, advocacy, community support and awareness are so important to her success. It shows through her positive outlook she empowers those around her even through her job at Costco. A local business owner speaks on his experience of having Kiesha as a client at his business and how this made him think differently about his business environment to be welcoming and accessible for all within the community. The film Able is a production supported by STORYHIVE and is made available (free on-demand) via TELUS Optik. The Changing World of Work The world of work is always evolving, and it is more accepting of individuals and their unique abilities than ever before, however, each instance of disability and accommodation cannot be given a ‘one size fits all’ mentality. There are many different types of disabilities and health factors that organizations need to be mindful of and accommodate. For example: cognitive and mental health disabilities (learning disabilities, autism spectrum, ADHD, etc.), physical disabilities (colour blindness), and chronic health issues (addiction, diabetes, epilepsy, Ehler Danlos syndrome, lupus). Even temporary conditions, such as pregnancy and menopause need to be accommodated in the workplace. The partnership between Human Resources and Management along with employees and other stakeholders can lead to deeper understanding and appreciation to what individuals are facing day to day. Some key items for the Human Resources Role to consider when Accommodating Employees: Have policies regarding accommodation in the workplace Ensure leaders and employees are walking the walk and talking the talk Train managers on accommodation in the workplace a) This could include Mental Health First Aid, Crisis Interventionist training, Drug and Alcohol Awareness training b) Employer’s Duty to Inquire and Duty to Accommodate Consider Emotional Intelligence training Work with managers and the employee requesting accommodation as per the employer’s Duty to Accommodate and establish an acceptable accommodation Employee Feedback a) Have questions regarding DE&I in the annual employee survey b) Have an open-door policy for employees to make suggestions on how to make the workplace more accessible Work with a local disability organization for assistance on determining if your organization is physically accessible a) is your handicapped parking space large enough? Do you have an automatic door opener? Can someone in a wheelchair reach the automatic door opener? Disability Employment Awareness Month serves as an important reminder that inclusion is not just a celebration—it’s a commitment to equitable workplaces and meaningful participation. Kiesha’s story in Able demonstrates the power of perseverance, the impact of inclusive employment, and the vital role employers play in shaping accessible and supportive environments. Her journey reminds us that when individuals are empowered to bring their full selves to work, everyone benefits—teams grow stronger and perspectives broaden. As HR professionals, we have the responsibility and privilege to lead this change. Through thoughtful policies, continuous training, and genuine engagement with employees, we can remove barriers and foster workplaces where inclusion is lived, not just stated. By prioritizing accessibility, empathy, and flexibility, we create cultures that value every person’s contribution. We can ensure that every employee—regardless of ability—has the resources and support needed to succeed and add meaningful value to Alberta’s workforce.
