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 Marina Perkovic July 15, 2025
Over the past month, I spoke with three professionals who had recently been laid off. April , a former schoolmate, has over 20 years of experience and has held management roles at several organizations. Most recently, she led a team at a large oil and gas company, where she was instrumental in building out a new service area. Despite her accomplishments, a combination of economic challenges and a lack of connection with her new boss led to her dismissal. Having been involved in layoffs before, she understood the process, but when she called me, she admitted it was much harder to be on the receiving end. She felt overwhelmed by a mix of emotions: denial, anger, betrayal, and a deep sense of failure. Carol , once a mentee of mine, built a strong foundation in the finance sector, and her persistence earned her a team lead role at a competitive mid-sized firm. Therefore, her call caught me off guard; she was trying to make sense of being included in a round of layoffs that affected 12 others. Having just been promoted, she struggled to understand why she had been chosen. She reached out for support as she navigated both the practical and emotional aftermath. Joe had been a student in one of my classes. With a master’s degree and excellent communication skills, he established a respected career in the regional non-profit sector. We maintained contact and often crossed paths through work. Joe was frequently involved in launching new initiatives and was recognized by both his boss and the board for his contributions. However, when the sector faced financial strain, he and his manager were among the 15% let go. He contacted me a month after the layoff; he had taken time to process everything and was now reflecting on what direction to take next. These stories are not uncommon. In fact, with ongoing economic uncertainty, many professionals, regardless of their experience or performance, are facing unexpected career changes. While layoffs are always challenging, the way they are handled can significantly impact both the individuals affected and the organization. This highlights a critical challenge for organizations: how can companies manage necessary workforce changes with both strategic foresight and genuine care? In addition to engaging the Human Resources department early in the planning and execution process, many businesses are increasingly recognizing the value of utilizing third-party outplacement services. Outplacement services are employer-sponsored programs designed to support both the business and departing employees during layoffs or organizational restructuring. Typically included as part of a severance package, these services offer more than just logistical support; they help individuals navigate a difficult transition with confidence. Outplacement services can be customized based on the needs and budget of the employer. Offerings often include planning for workforce reductions in collaboration with the business, delivering termination messages, and providing one-on-one career transition coaching and emotional support to affected staff. More importantly, these services help affected employees regain focus by offering practical job search guidance, resume coaching, and career direction tailored to their experience and industry. For employers, outplacement services can deliver a clear return on investment. Companies that provide structured transition support often experience fewer legal disputes and benefit from a stronger employer brand, which can positively influence talent attraction and retention. Showing care during a difficult time speaks volumes to internal teams, affected employees, clients, and the broader market. Having worked closely with businesses and professionals throughout this process, I’ve witnessed the significant difference that experienced, neutral third-party support can make. In fact, a 2023 CBIZ report, referencing Bureau of Labor Statistics data, noted that individuals who received outplacement assistance secured new roles 40% faster than those who did not receive support (CBIZ, 2023). Just imagine if April had access to a coach experienced in private sector transitions, or if Carol had received immediate help with processing her layoff and planning her next steps; the positive impact would have been immediate. In today’s environment, outplacement isn’t merely a nice option; it is a strategic necessity. How will your organization ensure a respectful and supportive transition for its workforce? When selecting an outplacement partner, consider factors such as industry experience, the ability to customize services, the quality of career coaches, and the integration of digital tools for job seekers. Not all providers offer the same level of support or results, so thorough vetting is essential. 
By Marina Perkovic July 10, 2025
The countdown to the CPHR Alberta 2025 Conference has officially begun!
By Marina Perkovic July 9, 2025
As the governing voice of CPHR Alberta, the Board of Directors meet 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 share post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on June 24, 2025, and the Board’s key messages are as follows: Financial Update CPHR Alberta remains in a stable financial position with a forecasted break-even year-end as per the approved Budget. The Board reappointed Cascade Chartered Professional Accountants LLP as auditor for 2025–2027. Strategic Planning The Board held a focused one-day Strategic Refocus Workshop to explore how CPHR Alberta delivers value to its members. This work will guide the development of an updated three-year strategic plan, aligned with the evolving needs of the profession. Self-Regulation The Professional Governance Act received Royal Assent in May 2025 and Royal Proclamation expected for Spring 2026. CPHR Alberta anticipates review of its self-regulation application in Spring 2027. Ongoing work focuses on legislative alignment, internal readiness, and member communications. CPHR Alberta Conference Join us at the CPHR Alberta 2025 Conference, Human-Centric HR on September 23–24 in Edmonton. Be sure to stop by the CPHR Alberta booth to meet and connect with your Board of Directors. The next Board meeting will take place on September 22, 2025, after which we will 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!
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