My Mentorship Story - Michael Elder
11
Apr 2022
168
Author: Michael Elder, Senior HR Advisor at Sobeys
I’ve been fortunate to have participated in eight separate mentoring relationships through the Human Resources Institute of Alberta and have appreciated each one. What has been particularly enjoyable is that I have worked with individuals that have run the gamut of career stages, from those still in post-secondary or those that had years of HR experience but from another country. Each has been beneficial in their own way.
Initially I had some self-doubt when I first was considering signing up. I found myself wondering “Do I have enough experience?” or “Can I really bring value to a developing HR professional?” Within a few meetings, I grew more and more comfortable with the topics of discussion, with the experience I possessed, and overall, with what I feel I could provide value wise. There is ultimately a reason that I’ve come back for seven additional mentoring relationships, as even years later I find myself enjoying them and the conversation.
From a mentor standpoint, there are many benefits to participating:
- Improving leadership skills – professionally I have had limited experience overseeing a team; through mentoring you are able to hone many of those skills. Being able to effectively listen, provide advice when needed, problem solve, and review options are all skills that are developed with mentoring. Knowing how to work with your protégé and have them determine the best solution with your support and through coaching is not a skill that most come by easily. I have found that this has already assisted me in my personal development and anticipate that it will only help me even more so in the future.
- Mastery of HR subjects – it is often said that to truly master a subject you need to be able to teach it. While not formal education, mentoring requires you to be able to distill your experiences into information that is relevant and interesting to your protégé. It makes you reflect, think through your accomplishments and skills and explain it in a beneficial way. This sort of teaching on relevant topics can clarify future career directions, prepare you for future interviews or advancement opportunities, and encourage you to participate in your own research as you look for more details on HR topics.
- Practicing problem solving in real world situations – depending on the stage of your protégé’s career, there is often opportunity to discuss challenging situations at work (in a confidential manner that does not disclose names and too many specifics). You may not have experienced these situations before, and it’s a fascinating way to consider what could be done in a similar case. Talking through contingencies prepares you should you run into them in the future, builds your problem-solving skills, expands your knowledge, and can serve as a satisfying “case scenario” to consider.
- Giving back to the profession – lastly, mentoring gives back to the HR Profession which only continues to grow in terms of professionalism and recognition. Reflecting on my career to date, I had many informal mentors that took an interest in my success, supported me, and gave advice that I still use regularly today. Participating in mentoring allows me to do the same and pay it forward to the future generation of HR Professionals that are just starting or coming into the workforce now.
Ultimately, for anyone considering becoming a mentor, I would strongly recommend giving it a try. You may be surprised by just how much information and support you can provide someone coming into the field, as well as how easy it can be to prepare for meetings. HRIA Alberta offers many supports as you are starting out, and by working collaboratively with your protégé, you’ll be able to create a mentoring relationship that will benefit both yourself as well as them. If you’re anything like me, cast aside your doubts and think to the benefits; you’ll be pleasantly surprised just how enjoyable it is.
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.
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.
As a proud participant in the Glowing Hearts program , CPHR Alberta continues to champion the value that Canadian Armed Forces reservists bring to our workplaces. Since joining the program, we’ve seen firsthand how supporting reservists not only strengthens our communities but also enhances organizational resilience and leadership. The Value of Reservists in the Workplace Reservists are more than military personnel—they are strategic thinkers, adaptable leaders, and skilled collaborators. Their training equips them with discipline, problem-solving abilities, and a mission-focused mindset that translates seamlessly into civilian roles. Captain McKenzie Kibler of The Loyal Edmonton Regiment exemplifies this. In a recent deployment on Operation REASSURANCE, he developed leadership and operational skills that now enrich his civilian career. Watch his story here. Support, Recognition, and Incentives for Employers Supporting reservists doesn’t mean sacrificing business continuity—in fact, it opens the door to meaningful recognition and financial support. Through the Compensation for Employers of Reservists Program (CERP) , employers can receive grants to help offset operational costs when a reservist-employee is away for 30 days or more. At the same time, organizations that register their reservist leave policies with the Glowing Hearts program are publicly recognized on the Canadian Forces Liaison Council website and receive a certificate of support and digital badge. These benefits not only ease the logistical challenges of supporting reservists but also position your organization as a leader in community engagement and national service. Tools and Templates for HR Leaders To make it easier for organizations to support reservists, CPHR Alberta offers a Reservist Leave Policy Template. This resource outlines eligibility, leave procedures, compensation, and compliance with federal and provincial legislation—making it simple to implement a supportive policy. Access the template through the Member Portal.
Companies that invest in leadership development see real returns. According to Brandon Hall Group, organizations with strong leadership development programs are 1.5 times more likely to be financially high-performing, reinforcing the clear connection between leadership strength and business success (Brandon Hall Group, 2015). For small to mid-sized businesses, this risk can be especially high. As teams expand and complexity increases, the informal leadership structures that worked early on can start to crack. That’s where proactive leadership development and risk mitigation go hand-in-hand. The Leadership Gap Is a Hidden Business Risk According to a recent CPHR Alberta report, talent development and leadership gaps remain one of the top five organizational risks (CPHR Alberta, 2023). The consequences are rarely immediate, but they compound over time: • Missed growth opportunities • High-potential employees leaving due to lack of career clarity • Poor team morale when unprepared managers struggle to lead • Strategic drift from lack of alignment at the top A growing company without a leadership pipeline is like a car without a spare tire, it might keep rolling, but one unexpected bump can send the whole operation into a tailspin. Risk Mitigation Starts with Leadership Insight The first step in mitigating leadership risk is to move from guesswork to clarity. That means using structured tools like leadership assessments, succession planning frameworks, and targeted coaching to surface the actual capabilities of current and emerging leaders. In professional services firms, for example, it’s common to see technically strong employees promoted into management roles. While they excel in their areas of expertise, they often lack key leadership capabilities like delegation, feedback, and emotional intelligence (Gallo, 2016). Without proper development, this can lead to stalled projects, disengaged teams, and higher turnover. Leadership assessments and focused coaching are essential to identify these gaps early and build the skills needed to lead effectively. Common Leadership Risks in SMBs Every organization faces different risks, but these are some of the most common leadership vulnerabilities seen in growth-stage companies (SHRM, 2022): • Lack of succession planning: Only one person knows how to run a key function, creating bottlenecks and burnout. • Unclear decision-making authority: Teams waste time waiting for approvals or duplicating efforts due to ambiguous roles. • Promotion without preparation: High performers are promoted into leadership roles without training, leading to micromanagement or misalignment. • Poor feedback culture: A lack of honest dialogue means small issues snowball into bigger people problems. • Leadership misfit: A leader’s natural style may clash with the culture or needs of a specific team or situation. Mitigating these risks requires more than a one-time workshop. It takes intentional development, structured tools, and reinforcement over time (SHRM, 2022). What Effective Mitigation Looks Like The most successful companies don’t wait for a leadership crisis to take action. They build leadership strength proactively. Here’s what that looks like: • Leadership assessments are used during hiring and promotions to identify fit, style, and potential blind spots. • Customized coaching programs help leaders build the exact skills they need in real time, tied to their actual challenges (International Coaching Federation, 2022). • Leadership training cohorts (such as PowerUp Leadership’s “Coaching Skills for Managers” or “Authentic Leadership” programs) create a shared foundation across the organization. • Succession maps identify who is ready or could be ready for key roles in 12–24 months, creating a proactive development plan (SHRM, 2022). As companies grow, the complexity of people management increases exponentially. Systems, tools, and strategy all matter but none of them work without effective leadership behind them (McKinsey & Company, 2018). Investing in leadership development isn’t a “nice to have” for big companies, it’s a risk management strategy for every business serious about sustainable growth.
