My Mentorship Story - Vivi Spooner

24
Aug 2023
125
Two women are sitting at a table talking to each other.
Author : Vivi Spooner 
 
Confucius once said, "If three people are walking together, one of them is bound to be good enough to be my teacher." It’s a motto I have been living by since my early childhood. As a result, my decision to engage in the CPHR Alberta Mentorship Program came naturally. That was where my mentorship story started.
 
I had seven years of HR experience as a learning and development specialist in Asia before moving to Canada. As I was planning to launch my career in Alberta, I recognized the importance of joining a professional association to ground myself in the local workforce. I became an Associate Member of CPHR Alberta in 2022 and signed up for the mentorship program once it became available. Having worked in the learning and development field for years, I was acutely aware of the great benefits a good mentorship program could bring the participants in individual development. 
 
Overall, it was a fun-filled learning experience. I had the pleasure of being paired with Melissa as my mentor. Melissa is not only a seasoned HR professional but also a genuinely wonderful person. Both of us were venturing into this mentorship program for the first time, so there was this shared excitement about the journey ahead. In the kick-off meeting, we decided to meet virtually for an hour every other week and narrowed our focus of discussion to diving into HR knowledge, honing skills, and studying HR cases. Occasionally, we would include emerging topics, such as brushing up interview skills, as I started looking for jobs. The combination of flexibility and strong commitment from both parties helped make the whole experience dynamic and enjoyable.
 
One valuable insight from the CPHR Alberta Mentorship support sessions is that protégés should take the lead driving the mentorship process. This advice really resonated with me. I took it to heart and put it into practice throughout the program. On the one hand, I prioritized giving our mentoring sessions a clear structure by sharing discussion topics in advance and following up with meeting summaries. On the other hand, Melissa consistently amazed me with her approach to tackling HR challenges – always combining reasoning and empathy. By the end of the program, I found that my understanding of the Canadian workplace's HR landscape had expanded, and my interview skills had significantly improved. Yet, beyond all the learning, one of the greatest joys was developing a connection with my mentor, Melissa.
 
Building upon the foundation of my initial success with the mentorship program, I’ve enrolled in the second half-year with a new mentor named Tracy, who is also an exceptional HR professional. In addition, I am pleased to see many positive changes implemented by the mentorship committee during this intake. I’m grateful for the hard work of the mentorship committee, mentors and fellow protégés. There is a great energy flow here. If you are looking to give, take or both in terms of career advancement, dive into the next mentorship in-take. In the words of Master Yoda, “Do or do not. There is no try.” 
 


The views and opinions expressed in this blog post belong soley 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.



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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