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.
As the year draws to a close, now is the perfect time to invest in your professional growth. Whether you're looking to maximize your remaining professional development (PD) budget, complete your CPD requirements, or build skills in emerging areas, CPHR Alberta's fall lineup offers practical learning opportunities designed for today's HR professionals. A Timely Conversation: Workplace Suicide Awareness and Prevention October's Suicide Prevention Month serves as an important reminder that mental health and wellbeing continue to be critical workplace priorities. HR professionals are often called upon to support employees, leaders, and teams through difficult situations. Our Workplace Suicide Awareness for HR Practitioners: Masterclass (October 28) , led by Tara Adams, Founder of Abridge Consulting, provides practical guidance on understanding suicide in the workplace, implementing prevention strategies, and creating a more supportive workplace culture. * Earn 3 CPD hours. Lead Through the AI Shift with Confidence Artificial intelligence is rapidly transforming the workplace, making AI literacy an increasingly important skill for HR professionals. Our 3-day AI Certificate (AI Adoption that improves productivity without overwhelming the organization December 9-11) and Leading Through the AI Shift – Master Class (November 4) provide practical insights into AI adoption, workforce transformation, and the evolving role of HR. Build the knowledge and confidence needed to support AI initiatives and help your organization navigate change. Learn on Your Schedule with Conference On-Demand Access more than 20 recorded conference sessions, including keynotes, concurrent sessions, micro-sessions, and expert panels, anytime and anywhere. Gain practical HR insights, access speaker resources and presentations, and learn at your own pace. * Earn up to 5 CPD hours. Build Expertise in High-Demand HR Areas In addition to our featured offerings, this fall's PD calendar includes opportunities to strengthen core HR competencies through: Law Symposiums across Alberta chapters (September, October and November) Investigation Report Writing Workshop (November 5) Investigation Interviewing Techniques Workshop (November 18) Conducting Credibility Assessments Workshop (December 2) Workplace Investigation Training Certificate (November 24-26 and December 8-10) These programs provide practical, immediately applicable knowledge that can help strengthen decision-making, reduce organizational risk, and enhance your effectiveness as an HR professional. Don't Forget Your Complimentary Learning Opportunities As part of your membership, you also have access to a variety of complimentary professional development opportunities throughout the fall, including: Monthly member roundtables Noon-hour webinars: Expert-led discussions on topics such as managing intergenerational teams, workplace agility, and common recognition and rewards mistakes. Finish the Year Strong Don't let unused professional development dollars or outstanding CPD requirements carry into year-end. Explore our fall learning opportunities and invest in skills that will support your success today and into the future—then round out the year by reconnecting with your professional community. Join your HR community at one of our Holiday Mingles , taking place across the province this November and December. These gatherings offer a chance to celebrate the year, expand your network, and reconnect with colleagues before the holiday season. View the Professional Development Calendar
Author: Volunteers from the Wood Buffalo Chapter Observed annually on October 10th, World Mental Health Day highlights the importance of promoting mental health awareness and improving access to mental health support worldwide. The day was established by the World Federation for Mental Health and is supported internationally by the World Health Organization. In Canada, mental health challenges increasingly affect workplace productivity, employee engagement, and organizational sustainability. For HR professionals in Alberta, World Mental Health Day provides an opportunity not only to raise awareness but also to evaluate policies, workplace culture, and leadership practices that support psychological safety. HR professionals have a significant role in ensuring compliance with provincial legislation while building supportive work environments that address emerging mental health risks. Recent Canadian research indicates that workplace mental health challenges are widespread and growing. Several key statistics illustrate the scope of the issue: 1 in 5 Canadians experiences a mental health problem each year (Employment and Social Development Canada). Mental health problems remain the leading cause of disability in Canada . Approximately 58% of employed Canadians are affected by a mental health diagnosis either personally or through a family member. 52% of employees report mental health challenges that affected their work performance , yet only 33% disclose these challenges to their employer . 39% of Canadian workers report experiencing burnout , demonstrating a significant increase compared with previous years. Nearly 47% of Canadians identify work as the most stressful part of their daily life . The economic implications are also substantial. Mental health problems cost the Canadian economy approximately $51 billion annually, including $20 billion directly related to workplace impacts such as absenteeism and reduced productivity. These statistics demonstrate that workplace mental health is no longer solely an individual concern; it is a strategic organizational issue requiring active engagement from HR and Business leaders. Alberta Legislative Context: HR Responsibilities HR professionals in Alberta must navigate both occupational health and safety requirements and workers’ compensation frameworks related to psychological injuries. The Alberta Occupational Health and Safety Act requires employers to ensure the health and safety of workers, which increasingly includes psychological health and safety. While the legislation traditionally focused on physical hazards, workplace harassment, violence, and psychosocial risks are now recognized as hazards that must be addressed through prevention and policy. Under Alberta OHS requirements, employers must: Identify workplace hazards, including psychological hazards such as harassment or excessive workload Implement prevention measures and policies addressing workplace violence and harassment Provide training and reporting mechanisms for workers In practice, this means HR departments must develop policies addressing psychological safety, respectful workplaces, and harassment prevention. Failure to address these risks may expose organizations to legal liability and regulatory scrutiny. Another legislative body of work comes through the Workers' Compensation Board (WCB) Alberta which recognizes that psychological injuries can occur as workplace injuries similar to physical injuries. It provides income replacement to workers with a diagnosed injury or illness that is shown to arise out of and in the course of employment. For HR professionals, this has several implications: Workplace psychological injuries may result in WCB claims Employers may need to participate in claim investigations and return-to-work planning Organizations must demonstrate that reasonable steps were taken to prevent psychological harm Key Lessons for HR Professionals Integrate Psychological Safety into Workplace Safety Programs Mental health should be treated as part of occupational health and safety rather than a separate wellness initiative. HR professionals should integrate psychological risk assessments into safety management systems and identify workplace factors such as: excessive workloads toxic workplace culture violence, harassment or bullying lack of managerial or organizational support Proactive management of these risks can reduce absenteeism, disability claims, and employee turnover. Train Managers to Respond to Mental Health Concerns Managers often serve as the first point of contact when employees experience psychological distress. However, research shows that many supervisors feel unprepared to address mental health issues effectively. HR professionals should implement training programs that equip leaders to: recognize early signs of burnout or distress conduct supportive workplace conversations connect employees to resources such as Employee Assistance Programs Managerial support is particularly important, as studies show that support from managers and coworkers significantly improves workplace mental health outcomes. Address Workplace Stigma Despite increasing awareness, stigma remains a major barrier to mental health support. A significant proportion of Canadian employees report that they would hesitate to disclose mental health challenges due to fear of career consequences. HR professionals can reduce stigma by: encouraging senior leaders to discuss mental health openly integrating mental health awareness campaigns into workplace culture ensuring confidentiality when employees seek support Strengthen Workplace Supports Effective mental health support systems may include: Employee Assistance Programs (EAPs) flexible work arrangements mental health leave policies access to counselling services Research suggests that time off, flexible schedules, and supportive management are among the most effective workplace mental health supports. For HR professionals in Alberta, World Mental Health Day serves as an important reminder that mental health is both a legal responsibility and a strategic workforce issue. Organizations that prioritize psychological safety and employee wellbeing are better positioned to reduce disability claims, improve employee engagement, and retain skilled workers in a shrinking talent pool. With rising burnout levels, increasing psychological injury claims, and evolving legislative expectations, HR professionals in Alberta must take a leadership role in promoting mental health and wellbeing in the workplace. By aligning organizational practices with occupational health and safety requirements, supporting employees experiencing psychological challenges, and fostering open workplace cultures, HR professionals can help create healthier and more sustainable workplaces for the future.
Author: Eleanor Hecks As workforce analytics becomes more sophisticated, organizations have more ways to understand how work gets done. But introducing these tools without clear communication can create uncertainty around privacy, data use and employee trust. HR leaders should make the purpose and boundaries of these tools clear from the start. The Rise of Employee Monitoring The workforce analytics market has reached $2.92 billion in 2026 as organizations pursue hybrid-work optimization, data-driven talent decisions and AI-powered analytics. Within this broader market, organizations are increasingly using tools such as productivity-monitoring software, keystroke logging, application and activity tracking and other systems that analyze employees' work patterns. These technologies can give HR greater visibility into workloads, staffing needs, productivity and broader workforce trends. However, as these tools become more sophisticated, HR also needs to consider how employees will understand and respond to data collection. What Can Go Wrong When Employers Introduce Productivity Trackers? Problems can arise when employees do not know what information the organization collects or how it will use it. Workers may worry that screenshots or time away from a device could become measures of their value or performance. These concerns are worth taking seriously. The American Psychological Association found that 45% of workers who experienced workplace monitoring said their work environment had a negative impact on their mental health. The finding highlights why HR should consider the employee experience when introducing these tools. Building Trust in Workforce Analytics Introducing monitoring works best when employees understand the decision and see themselves as part of the process. Transparency and early communication often build confidence and trust. Address Employee Concerns Before They Become Questions HR should explain the basics before introducing the software, including which activities the system will track and which it will ignore. Managers should also let teams know whether the tracker data can influence performance decisions. Proactively explaining the tool's capabilities and limitations can help prevent an unexpected discovery from becoming a trust issue. Have a Clear Purpose for the Technology HR should identify the specific problem before choosing a solution. This becomes especially important as organizations race to adopt emerging technologies without defining clear objectives first. This pattern is visible in how many companies are currently approaching AI adoption. A survey found that about half of organizations have deployed AI or plan to do so this year, but only one-third have a strategy for it. These numbers show that organizations are implementing tools simply because they feel like they “should,” faster than they can define what success looks like. Workforce analytics tools — many of which now include these AI-powered features — present the same challenge. “We need to use more tools that integrate AI” or “Everyone else is tracking productivity” are not strategies. Without a clear purpose, HR may collect more data than it needs or track metrics that don't align with actual business decisions. Before selecting a monitoring tool, HR should determine what it needs to learn and what decisions the data will support. Explain the Difference Between Aggregate and Individual Data Employees should understand whether HR is looking for broader workforce patterns or evaluating individual behavior. Aggregate data might show that a department is consistently handling a heavy workload, while individual data could reveal how a specific employee spends their time. Making this distinction clear can reduce uncertainty about how the organization will use employee information. Build Trust Through Inclusive Practices Employee involvement should begin before committing to a vendor or a tool. Representatives can help assess what a system collects and whether intrusive features align with organizational goals. HR can invite employees to ask questions and solicit their feedback on monitoring policies. California's proposed AB 1883 illustrates the emerging regulatory conversation around workplace monitoring. The bill seeks to prohibit employers from using workplace surveillance tools that predict emotional states or collect neural data. As proposed legislation, it is not currently a requirement for California employers, but it demonstrates how policymakers are beginning to address newer forms of workplace surveillance. Trust Starts Before the Monitoring Does Workforce analytics can deliver real insight into workforce needs. Organizations that communicate openly about purpose and involve employees often create monitoring systems that support better resource allocation and planning.
