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.



By Jessica Jaithoo August 26, 2025
Author : Veronica Flores, CPHR, Wood Buffalo Chapter In the fast-paced world of HR, we often talk about unconscious bias, diversity, and inclusion. But one subtle form of bias that continues to shape workplace dynamics, often without us realizing it, is the halo effect . The halo effect, as outlined in Canadian Organizational Behaviour by McShane, Steen, and Tasa, is a perceptual bias where our overall impression of someone, often shaped by a single trait, influences how we judge their other qualities. I experienced the halo effect in a way that has stayed with me ever since. As someone who immigrated to Canada from a vibrant Latino community, I brought with me not only my culture and language but also a strong set of personal values: dedication to excellence, deep respect for others, and a belief in the power of organization and continuous improvement. Over the years, I've built a life in Canada and grown professionally. One thing my colleagues quickly noticed? I’m extremely organized—my files are color-coded, I like to automate tasks and improve processes, and I genuinely believe that a tidy environment leads to a clear mind. But one day, that very strength—my love for order—became the only lens through which someone saw me, and not in the way I expected. Our team was switching workstations, and I noticed a new coworker, someone from a different cultural background, standing near their new desk, not quite settling in. I casually asked if they had moved in yet, and they replied, “I’m just waiting for you to clean it first.”  At first, I laughed, thinking it was a joke. But their expression stayed serious. That’s when it hit me: they had assumed I was there to clean their desk. Why? Because I’m Latina? Because I’m tidy? Because I was organizing my own space? I simply showed them where the cleaning supplies were and walked away. But the moment stayed with me, not just because it was uncomfortable, but because it revealed something deeper about how we perceive each other at work. Later, I opened up to another coworker about what had happened. She shared a story of her own: because she is from China, a colleague once asked her to perform acupuncture or massage their neck, assuming she must know traditional Chinese medicine. She was just as stunned as I had been. These assumptions weren’t rooted in malice, but they were rooted in stereotypes. And they show how the halo effect, when combined with cultural bias, can lead to reductive and even offensive conclusions. The Hidden Cost of Snap Judgments The halo effect doesn’t always manifest in such overt ways. Sometimes, it’s as subtle as assuming a soft-spoken employee lacks leadership potential or that someone who struggles with English isn’t as intelligent. These assumptions can influence hiring decisions, performance evaluations, and even day-to-day interactions. For HR professionals, the implications are significant. When we allow the halo effect to guide our perceptions, we risk reinforcing stereotypes and limiting opportunities for others. Worse, we may unknowingly create environments where people feel unseen or misjudged. Strategies to Counter the Halo Effect Here are a few practical ways HR professionals can help reduce the impact of the halo effect in their organizations: Get to know people beyond the surface. Take time to learn about your coworkers’ skills, experiences, and goals. Be mindful of cultural assumptions. Just because someone is from a particular background doesn’t mean they fit a cultural stereotype. Create space for conversations. Sharing stories, like the ones my coworker and I exchanged, can build empathy and awareness. Focus on inclusion, not just diversity. It’s not enough to have different people in the room. We need to ensure everyone is seen and valued for who they truly are. The halo effect reminds us that perception is powerful, but not always accurate. That day in the office reminded me that even positive traits can be misinterpreted when viewed through the wrong lens. And that inclusion means more than just being present; it means being seen clearly. So, as an HR professional, ask yourself: Are you seeing your coworkers for who they really are, or just through the halo of a single trait?
By Jessica Jaithoo August 8, 2025
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