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 governing voice of CPHR Alberta, the Board of Directors meets quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on November 27, 2025, and is proud to share the strong momentum we are experiencing across our community. The Board’s key messages are as follows: Membership Growth As of September 30, 2025, we reached 7,213 active members, a 7% year-over-year increase, with the majority coming from student and emerging HR professionals. This growth affirms the momentum of our HR profession and the impact of our student engagement initiatives. Professional Development Member participation remains strong with 53 events held year-to-date, with 5,013 attendees across workshops, roundtables, webinars, and community sessions. Our complimentary events have played a key role in sustaining engagement and access to learning. Annual Conference The Annual Conference was a heavy focus for the association in Q3. The sold-out event continues to bring together our community for valuable professional development and networking opportunities, creating a strong foundation for 2026. Attendees reported high satisfaction, with over 370 in attendance, and a sold-out exhibitor hall. “The CPHR conference was incredibly educational and inspiring. The speakers motivated me, and it was an experience I’ll never forget. I really enjoyed it, grew closer to my team, and I definitely want to attend again.” – 2025 Conference Attendee The 2026 event will be held at the BMO Centre, in Calgary on June 2 and 3 – with increased capacity, expanded exhibitor space, and enhanced programming will elevate the experience for all HR professionals across Alberta, NWT and Nunavut. Self-Regulation The Board continues to assess the implications of Alberta’s Professional Governance Act (PGA), including: Advocacy, legal, and governance impact assessments are being commissioned. Preliminary recommendations from management will be brought to the Board in March and June 2026, leading to a formal decision. Further information will be shared, when ready. Future Vision Approved: 2026-2028 Strategic Plan Our new 2026–2028 Strategic Plan will be rolled out in December to all members. The 3-year Strategic Plan, crafted from member feedback, market research, and collaboration with CPHR Canada – aims to strengthen our profession’s influence, amplifies leadership, and creates pathways for all members to thrive. Fiscal Responsibility Our Q3 financial review remains on track for a balanced year-end forecast. The 2026 draft budget has been approved – aligning resources with our strategic priorities while maintaining a disciplined and responsible financial approach. Board Governance Our board continues to focus on good governance practice, ensure stability, clarity, and accountability across our organization. FCPHR Nominations A reminder that the prestigious Fellowship Award is open for nominations! This national program recognizes Chartered Professionals in Human Resources (CPHRs) who have made exemplary contributions to the HR profession. Recipients are granted recognition as a Fellow of the Chartered Professionals in Human Resources (FCPHR). Click here to learn more about the Fellowship Award, including the guidelines and completing your nomination. You can also download a copy of the nomination form here. The next Board meeting takes place in March 2026, after which we will again share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!
At CPHR Alberta, we believe that the future of work is being shaped by the decisions we make today. That’s why we’re proud to share our 2026-2028 Strategic Plan—a bold, member-informed roadmap that will guide our organization over the next three years. This plan is the result of a deeply collaborative process, led by our Board of Directors and developed in partnership with our operations team. It reflects the voices of our members, gathered through surveys and conversations, and is grounded in market research and aligned with the national priorities of CPHR Canada. Together, we’ve crafted a strategy that is responsive, forward-looking, and rooted in data. At its core, the plan is about strengthening the Human Resources profession and supporting the people who drive it. It reaffirms our commitment to building a resilient, inclusive HR community—one that is equipped to lead in a rapidly evolving workplace landscape. Our redefined vision and mission statements speak to this ambition, and our newly articulated values provide a foundation for how we work, connect, and grow. The strategic priorities outlined in the plan reflect the areas where we believe CPHR Alberta can make the greatest impact. They focus on elevating the visibility and influence of the HR profession, fostering innovation and leadership across our community, and deepening engagement with our members and partners. These priorities are designed to meet the diverse needs of our jurisdiction, from urban centers to rural communities, and to ensure that every CPHR has the tools and support to thrive. As we look ahead, we’re energized by the possibilities this plan unlocks. It’s a call to action—for our team, our Board, and our members—to work together in shaping the future of HR. Whether it’s through new learning opportunities, stronger regional connections, or amplifying the voice of HR in public discourse, we’re committed to leading with purpose and impact. We invite you to explore the full 2026-2028 Strategic Plan and see how our shared vision will come to life. Together, we’re building a future-ready HR community—one that’s connected, influential, and prepared to meet the challenges of tomorrow.
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