In Conversation: From Peer Mentors to Lasting Friends

“Would you be open to mentoring me?”

“Only if you’ll mentor me too!”

And so began the CPHR peer to peer mentoring relationship between Helen Lugosi and Maria Zavala. Listen in on a conversation about their experience.

Maria Zavala : You and I were working together on a high impact project, and I wanted to know more about how you approached your work as a project consultant.

Helen Lugosi : After working with you for several months, I knew I could learn from how you solved complex issues as a senior business partner. Our individual paths to CPHR were very different. Way way back when I was an operations manager, I was passionate about building great teams and that led me to lean into HR practices to round out my project consulting approach.

MZ : And mine was a more traditional path through different companies, starting in recruitment and stepping up to senior HR roles. So when we initially wrote up our goals in our Mentoring Agreement, it was interesting to see how we both wanted to grow by exploring each other’s complementary strengths.

HL : Those written goals gave us a solid plan but I’m glad we kept it flexible and didn’t firmly schedule in our goal topics for each month. I found so much value in getting your thoughts on an issue in real time, so that I could put those learnings into practice right away.

MZ : I agree! Every time we met, one of us had something at hand that tied right in to those goals. Every single time, I came away with new insights from our conversations, and you’d often follow-up with articles, websites, contacts.

HL : There was that time I was getting ready to facilitate an important workshop. We happened to have a mentoring meeting scheduled – you asked just the right questions and said just what I needed to feel readied and steadied going into it.

MZ : I remember that. And there was that time you gave me suggestions on ways to build out my network, and we ended up combining our next mentoring meeting with a CPHR Mingle event.

HL : It felt natural to be both mentor and mentee depending on what was going on for each of us that day. I think this worked because we were respectful of balancing mentor/mentee time and we regularly checked back on our goals. I hope I didn’t hog our time….

MZ : Ha ha, no way. I feel like I did!

HL : We’ve both been committed to holding a safe space for mentorship so that the conversation and growth flowed easily. I feel like our mentorship approach reflects how we both approach our work – set out a structure as a guide and leave space for the magic to unfold.

MZ : For me, the magic of our formal mentorship goes beyond achieving our Mentoring Agreement goals. Career growth was the objective but above and beyond that, our meetings have nurtured an amazing friendship and lifelong connection.

HL : I’m ever grateful for that. Do you think the peer to peer mentorship approach could turn out this well for anyone?

MZ : I think it’s available to anyone. I was clear about my career growth goals and saw that you could be the right mentor for me. To our CPHR audience, I’d say that if you see someone whose mentorship might further your career growth, just ask. My experience has been that people are open to mentor me when I’m specific about how their experience lines up with my growth goals. You may even discover that your mentorship is of interest to them. It’s been so worth it for us!


The CPHR Alberta Mentorship Program has benefited hundreds of our members. A mentorship allows members to learn about the challenges our HR community faces and the unique solutions individuals are finding. These relationships support professional development and career growth and, as a result, raise the standard for human resources.

Our upcoming intake opens on November 14, 2024 and closes January 13, 2025! 

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.



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
Author : Nicole Mahieux, Nick Canning & Kendal Tremblay Mental health is increasingly recognized as a cornerstone of employee well-being, business resilience and community strength. For HR professionals, supporting mental health is no longer optional—it’s imperative. While conversations around mental health have gained traction in many industries, one critical sector still faces unique and persistent challenges: agriculture. Farmers and agricultural workers play a vital role in food production and national food security. Yet they are among the most vulnerable when it comes to mental health struggles. In fact, they experience some of the highest rates of stress, anxiety, depression—and even suicide. This is not just a personal issue. It's a workforce issue. It's a public health issue. It's a business issue. There are a range of compounding pressures makes farming one of the most mentally taxing professions.  These include: 1.Financial Stress & Unpredictability Unstable markets, weather-dependent outcomes, and shifting government policies contribute to a constant sense of economic uncertainty. 2. Isolation Many farmers work alone and live in rural areas where access to social support is limited. Social isolation increases vulnerability to mental health concerns. 3. Stigma Although mental health stigma is slowly decreasing, it remains a barrier—especially among men, who represent 74% of the agricultural workforce. Traditional gender norms often discourage open conversations or help-seeking.
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