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.
Author: Robin O’Grady Wellbeing can feel impossible when life is already overflowing. The thought of adding “one more thing” to your plate? That’s enough to send anyone over the edge. However, in the end, taking care of your own health is not a “nice to have”, it is essential, in more ways than one. As an HR Professional you are often the go-to for tough conversations and as a support system. Protecting your own energy isn’t only about your personal wellbeing, it is what allows you to show up fully for your people, when it matters most. To get it out of the way, here are the things this is NOT about: Going to the gym Hopping on a trend (wellness/fitness/nutrition) Adding more things to your calendar What it will be about is… Refuel, Recharge, Repeat . Leading yourself with intention and energy. Perspective Shift Keep it simple. Thriving over surviving. When in the tornado of your day-to-day adding things to you r calendar can feel overwhelming and unattainable. The first step is to take stock of your capacity, really step back and assess what you might have available timewise. Then, assess how full your fuel tank is, how are your energy levels at different times of the day? Only then can the strategy be built on how to implement what is right for you. To begin, choose only one thing, many struggle because they try to do too much at once. Tips If choosing nutrition as a needed change, consider adding or removing only one thing as a beginning VS changing your entire diet or diving into a trend-based program that you know isn’t sustainable. Movement comes in a large variety of ways. Think about things you actually enjoy doing and find ways to add them instead of forcing yourself to do things you don’t enjoy just for the sake of adding more movement. Fulfillment is an important part of taking care of your holistic health, prioritize time for things you love – hobbies/family/travel etc. Energy Management The oxygen mask principle is a familiar one. When flying on an airplane, the flight attendant tells us that in the case of emergency, you must put on your own oxygen mask before helping others. This is where the protection and management of your energy begins. Awareness of what energizes you VS what drains you and an intentional placement of those things through your day as one step. Another, in protecting your calendar and being diligent about the spaces you had set aside for your energy management (eg. specific closed door office hours or break times). Tips Take your breaks away from your desk, even away from the building when possible. Implement grounding practices through your day, for example, before entering the workspace and at the end of your day before going home. Protect your transition time - 15 minutes between meetings to process and reset. Intentional Adaptation Making a decision that something might need to change is really the first step, without that awareness, there is little that can or will be done. As a leader, your responsibility is to yourself, but it is also in role modelling for the team. HR Professionals set the tone for the workplace culture around them. The way you prioritize your own boundaries and wellbeing quietly gives others permission to do the same. When you show up with intention, it ripples through the entire organization. The research and stats are clearer now than ever before, workplace wellbeing as a strategy, is one that increases the bottom line and enhances the overall culture of your workplace. In order to see the high end of those stats, intentional adaptation is key. This is a strategy and a process, one that will make you and your business better, you could be the catalyst for that. Tips Create a community within the workplace to prioritize these habits and strategies with. Make it a fun practice you can all do together and hold each other accountable to, especially when the day takes over and the “tornado” is most fierce. Build out the process and SOP in the same way you would for other business strategy and involve your team in the process, so you know what you are planning is good for the whole. Make sure you are first. Leaders first. Remember the oxygen mask principle, you deserve whole health, and you will thank yourself later for checking in and adjusting when needed. Start with some space to breathe. That space? It comes from letting go of what you think you "should" be doing and tuning into what actually serves you and your team. Wellbeing isn't a one-size-fits-all prescription. It's a personal practice of alignment, which can (and should) be translated into how you all work as a whole. Today is as good as any, tomorrow will come regardless.
As we close out 2025, I’m feeling genuinely proud of what CPHR Alberta has accomplished this year, and grateful for the members, volunteers, partners, and staff who made it possible. Together, we’ve continued to strengthen the value of the CPHR designation, expanded professional development opportunities, and deepened relationships with government, post-secondary institutions, and business leaders. This year also brought some milestones worth celebrating. We’re ending 2025 in a financially stable position, and our membership grew by 7% , which is a nice reminder that the HR community is thriving, and that we are still the kind of people others willingly choose to join. One of the most important pieces of work this year was launching our 2026–2028 Strategic Plan. This roadmap was shaped by member input, market research, and alignment with CPHR Canada’s national priorities. It’s the product of a truly collaborative process led by our Board and operations team, forward-looking, grounded in data, and practical in how it positions us for what’s next. At its core, the plan strengthens the HR profession and supports the people who drive it, reinforcing our commitment to a resilient and inclusive HR community. I encourage you to read it and see where we’re headed. View the Strategic Plan here. Our pursuit of self-regulation remains a priority, and our advocacy efforts this year continued to deepen relationships with government and position HR as a trusted profession. We’re making progress, ensuring HR’s voice is present in key policy conversations and recognized where it matters most. If nothing else, we are getting very good at showing up, staying thoughtful, and keeping the conversation moving forward. To build on this momentum, we’re currently recruiting two Chartered Members and up to one Public Members to join our Board. We’re looking for candidates with prior governance experience and strengths in areas such as strategic business leadership, financial management, legal expertise, or IDEA. It’s also important to us to have meaningful geographic representation from outside Calgary and Edmonton, because Alberta is bigger than two postal codes, and our Board should reflect that. You can learn more about the process and requirements through our blog , and I’d encourage you to apply or share the opportunity with someone who’d be a great fit. Applications close January 9, 2026. Chartered and Retired Members: Apply through your member portal Public Members: Contact Heather McMaster at hmcmaster@cphrab.ca for application details As the holiday season approaches, I hope you find time to rest, recharge, and take a moment to acknowledge what you’ve contributed this year, professionally and personally. Thank you for everything you do to advance the HR profession. I’m confident that, together, we’ll continue building something even stronger in 2026. And if your out-of-office message is already drafted, I respect the efficiency. Geordie MacPherson, CEC, CPHR, SHRM-SCP Chair, Board of Directors, CPHR Alberta
As we close out 2025, I am proud to reflect on the incredible work our association has accomplished this year. With the support of CPHR Canada, we continue to strengthen a national network of over 33,000 HR practitioners and professionals, including more than 7,300 in Alberta. Our collaboration with provincial counterparts, post-secondary institutions, local chambers, and government partners remains central to promoting the value of hiring a designated professional and advancing consistent standards across Canada. This year, CPHR Alberta grew by 7%, with the majority of new members coming from students and emerging HR professionals—the future of our profession. Thank you to all our members for the work you do every day to elevate the profession. Operationally, 2025 was a year of engagement and impact. We hosted 76 events across Alberta, the Northwest Territories, and Nunavut, welcoming over 6,300 attendees to workshops, roundtables, webinars, and community sessions. Complimentary events played a key role in sustaining access to learning and connection for our members. Our Annual Conference was a highlight, bringing together a sold-out audience, a fully booked exhibitor space, and earning strong satisfaction ratings with 77% of attendees rating their experience positively. Thoughtful planning is already underway for our 2026 Conference on June 2 and 3 at the BMO Centre in Calgary, where expanded attendee capacity, increased exhibitor space, and enhanced programming will elevate the experience for HR professionals across our jurisdiction. Through our marketing campaign, we focused on raising awareness of the strategic value a CPHR brings to organizations. The results speak for themselves with 10% of new members joined after seeing our campaign, and website traffic increased by 17%, averaging over 55,000 views per month. In 2025, CPHR Alberta navigated Ministry changes, new mandate letters, and changes to professional governance. The Professional Governance Act (PGA) was introduced in the Spring of 2025 and received royal assent in May. This was a long-awaited and important step forward. CPHR Alberta operations and the Board are at work reviewing the legislation and anticipating the incoming regulations. We have continued our focus in broader advocacy and engagement to promote the profession as a leading voice, valued partner and knowledge expert. Throughout the year, we deepened our existing relationships, built new ones, and partnered on impactful projects at various levels of government and with community partners. We look forward to continuing to highlight the significance and impact of the profession within our organizations and communities throughout 2026. Looking ahead, we are excited to implement our 2026–2028 Strategic Plan , continue rolling out our new member recognition program, and shine a spotlight on our incredible HR community at our Member Recognition Gala in April. We will also advance our work toward self-regulation, ensuring the HR profession is recognized and trusted for its impact on organizations and communities. I want to thank our incredible team at CPHR Alberta and the many volunteers who make our work possible. Your dedication ensures we deliver value to our members and advance the HR profession every day. Thank you also to our Board of Directors for their guidance and leadership throughout the year. As the holiday season approaches, I wish you joy, rest, and time to celebrate your accomplishments. Together, we are shaping the future of HR—and I look forward to all we will achieve in 2026. Ioana Giurca, CEO, CPHR Alberta
