My Mentorship Story - Seun A.
28
Jul 2022
30
Author : Seun A
I landed in Canada in March of 2019. I had worked over 10 years in Human Resources and left a senior role in HR to move here.
My first full time HR role started in August 2020 and I quickly realized that while I had broad experience in human resources, I would need to learn how things are done in Canada as there were marked differences between what I knew and what I was now working with.
I started my CPHR certification journey almost immediately which is where I learned about the mentorship program. I signed up because as I mentioned earlier, I realized I would need practical guidance if I were to succeed. I was matched with my mentor - Laura following my second application and we agreed to meet once a month.
Laura became my mentor, sounding board and personal think tank. I could go to her with issues I faced at work and she would help me think through them. She gave me resources and learning materials that helped me navigate the world of HR in Canada. We soon began meeting once a week as opposed to the initial once a month.
Mentoring with her has really helped me grow personally and in my career. She helped me see things from different perspectives and taught me to think of innovative solutions. At the end of the initial 6-month internship period, we agreed to continue our conversations because it was beneficial. Laura and I still talk weekly whenever we have the time.
I cannot recommend the mentorship program enough for anyone who is starting a career in HR or trying to navigate a new position. It is highly beneficial to have a sounding board and someone who helps you think things through without necessarily telling you what to do. This is what I gained from the mentorship program. Despite how much I have learned from the program, it is interesting to note that I have never met Laura face to face.
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: Taia Northrup , 2026 Social Media Committee Volunteer As the end of the year approaches, many workplaces enter one of their busiest seasons. Employees may find themselves balancing year-end reporting, performance reviews, tight deadlines, holiday commitments, and planning for the year ahead. While the terms burnout and stress are often used interchangeably, understanding the difference between the two can help both employees and employers recognize the importance of rest, recovery, and making time to recharge. Although year-end stress may seem like a normal part of working life, it is important to recognize when temporary pressure begins to develop into something more serious. According to Mental Health Research Canada (2025), 39% of Canadian employees reported feeling burned out, an increase from 35% in 2023. These findings highlight the importance of treating workplace burnout as an ongoing organizational concern rather than an inevitable consequence of a busy season. Understanding the Difference Between Stress and Burnout Stress and burnout are often used interchangeably, but understanding the difference can help employees and employers recognize when additional support may be needed. The World Health Organization (WHO, 2019) defines burnout as an occupational phenomenon resulting from chronic workplace stress that has not been successfully managed. It is characterized by three dimensions: exhaustion, increased mental distance, or cynicism toward one's job, and reduced professional effectiveness. During the final months of the year, employees may begin experiencing warning signs such as persistent fatigue, difficulty concentrating, irritability, reduced motivation, or feeling disconnected from their work. Employees who once felt engaged may find themselves simply trying to get through the day. Experiencing a demanding week does not necessarily mean someone is experiencing burnout. However, when workplace pressures continue without adequate opportunities for recovery, these warning signs deserve attention. Recognizing burnout early creates an opportunity for employees and organizations to address contributing factors before they become more difficult to manage. Why Does Burnout Intensify at Year-End? Increased workloads and competing priorities When everything is treated as urgent, employees can struggle to determine where their time and energy should be directed. The Canadian Centre for Occupational Health and Safety (CCOHS, n.d.) emphasizes the importance of manageable workloads, reasonable deadlines, clear expectations, and adequate resources in supporting employee well-being. Pressure to finish everything before the holidays The desire to close outstanding tasks before taking time off can create an unspoken expectation that everything must be completed before the calendar changes. Employees may work longer hours, skip breaks, or feel guilty about disconnecting. Performance reviews and reflection Year-end often brings performance evaluations, goal-setting discussions, and conversations about professional development. Although these activities can support growth, they may also create anxiety for employees who feel they have not accomplished enough or who are uncertain about their future. Personal and financial pressures When employees are already managing demanding workloads, these additional responsibilities may leave them with fewer opportunities to rest and recharged. Understanding these overlapping pressures of workloads is an important reminder that employee well-being is influenced by both workplace conditions and circumstances outside of work. The Role of HR and Leadership in Preventing Burnout While individual strategies can help employees manage pressure, burnout prevention cannot rest solely on the individual themselves. Organizations must also examine the working conditions contributing to employee stress. Mental Health Research Canada (2025) found that burnout was reported by 27% of employees in workplaces that prioritized prevention, compared with 47% in workplaces that did not. The findings reinforce the importance of proactive organizational action. HR professionals and leaders can help create healthier year-end experiences through many different practices such as: 1. Reviewing workloads and set realistic expectations Before year-end pressures peak, managers should assess team capacity, identify competing deadlines, and determine whether workloads are reasonable. This may involve redistributing responsibilities, extending nonessential deadlines, and simplifying administrative processes. The CCHOS (n.d.) recommends reviewing workload demands, providing adequate resources, and involving workers in identifying and addressing sources of workplace stress. 2. Encouraging open communication Employees may be hesitant to speak up about stress because they worry about appearing incapable, disappointing to their manager, or negatively affecting their career progression. Leaders can help address these concerns by creating opportunities for honest conversations about workload, capacity, and well-being. These conversations should be followed by meaningful action. Encouraging employees to speak up is only effective when their concerns are taken seriously. 3. Modeling healthy workplace boundaries Workplace culture is influenced by what leaders demonstrate, not just what policies say. If managers regularly send late-night emails, work through breaks, or praise employees for consistently working overtime, employees may feel pressure to adopt some of the same behaviors. The Public Agency of Canada (2024) identifies manageable workloads, clear responsibilities, employee participation, recognition, and work-life balance as important elements of promoting mental health in the workplace. 4. Planning for a sustainable start to the New Year Burnout prevention should extend beyond December. HR and leader's can use year-end reflections to identify recurring workload challenges and develop practical improvements for the coming year. The Mental Health Commission of Canada (n.d.) identifies workload management, psychological and social support, clear leadership and expectations, recognition, and work-life balance among the factors that influence psychological health and safety in the workplace. Moving Beyond the Year-End Rush The end of the year should be an opportunity to reflect, recognize accomplishments, and prepare for what comes next, not simply push employees to their limits before taking a break. For employees, navigating year-end burnout may involve setting priorities, establishing boundaries, recognizing warning signs, and seeking support when needed. For HR professionals and leaders, it requires examining workloads, communicating expectations, supporting employees, and addressing workplace conditions that contribute to ongoing stress. Ultimately, a healthy workplace is not one where employees never experience pressure. It is one where people have the resources, support, and flexibility to manage demands without consistently sacrificing their well-being.
Why frontline leadership matters more than ever As organizations across Alberta navigate economic uncertainty, workforce pressures, and rapid technological change, one question continues to surface: what separates organizations that thrive from those that struggle to adapt? At Great Place To Work®, their research points to a consistent answer: leadership. Not just executive leadership, but leadership at every level of the organization. While senior leaders set vision and direction, frontline leaders shape the day-to-day employee experience that determines whether people trust, engage, innovate, and embrace change. In many ways, the future of work will be defined not by technology, but by the quality of leadership that guides people through it. Alison Grenier, Head of Culture and Research for Great Place to Work, has been studying the Best Workplaces in Canada for the past 15 years. She sat down with CPHR Alberta to discuss the importance of frontline leaders in shaping workplace culture. “In many ways, the future of work will be defined not by technology, but by the quality of leadership that guides people through it.” Alison Grenier, Head of Culture and Research, Great Place To Work Canada Q: Why is leadership such an important topic right now? Because organizations are operating in an environment of constant change. Employees are being asked to adapt to new business priorities, new ways of working, and increasingly, new technologies. In times like these, people look to their leaders for clarity, support, and confidence. Strong leadership helps employees navigate uncertainty and stay focused on what matters most. Q: What connection do you see between leadership and workplace culture? Culture is often thought of as something abstract, but employees experience culture through everyday interactions with their leaders. How leaders communicate, listen, recognize effort, involve people in decisions, and demonstrate care all shape the employee experience. Over time, those experiences become culture. Q: Why are frontline leaders especially important? Frontline leaders are the people employees interact with most frequently. They sit at the intersection of organizational strategy and everyday work. They explain change, answer questions, remove barriers, coach employees, and reinforce purpose. Research consistently shows that employees are more likely to stay, contribute ideas, and give extra effort when they feel supported by their direct leader. Yet frontline managers are often the most overlooked group when it comes to development and support. Q: What challenges are frontline employees facing today? Frontline employees continue to experience significant pressure. Research points to high levels of burnout, concerns about workload, staffing shortages, and a desire for greater flexibility and support. Many also report feeling disconnected from decision-making and organizational priorities. Q: What do employees need most from leaders right now? They need leaders who listen, communicate clearly, and help them understand how their work contributes to a larger purpose. Employees want transparency when circumstances change. They want to feel heard when they raise concerns. They want recognition when they make extra effort. Most importantly, they want leaders who genuinely care about their success and well-being. These may sound like simple behaviours, but they have a profound impact on trust, engagement, and retention. Q: How does artificial intelligence fit into this conversation? AI is one of the most significant workplace changes many organizations have faced in years, but successful AI adoption is less about technology and more about leadership. Organizations that treat AI as a technology project will struggle, while those that treat AI as a people and leadership opportunity are more likely to succeed. Even employees who may never use AI directly in their roles will likely be affected by changes in workflows, processes, customer expectations, or business operations. When employees feel excluded from conversations about the future, uncertainty tends to grow. Bringing everyone into the discussion helps build understanding, trust, and readiness for change. Q: What enables organizations to adapt more effectively to change? Trust. Our research consistently finds that employees in high-trust workplaces are more willing to adapt, learn, collaborate, and embrace change. When trust is strong, employees are more likely to assume positive intent, contribute ideas, and support organizational priorities. Q: What role can HR professionals play in strengthening leadership? HR professionals play a critical role by helping leaders translate organizational goals into meaningful employee experiences. That includes providing leaders with the tools, skills, and insights they need to communicate effectively, listen actively, recognize contributions, and build trust. The goal is not for HR to "own" culture, but to enable leaders to create the conditions where great culture can thrive. Q: What message would you leave with Alberta leaders? Never underestimate the impact you have on the people around you. As organizations prepare for the future of work, leadership remains one of the most powerful competitive advantages available. Leadership has always mattered. In an era of constant change, it matters more than ever.
Author: Taia Northrup , 2026 Social Media Committee Volunteer Halloween is the season for haunted houses and stories that send shivers down our spines. But for HR professionals, some of the scariest situations don’t involve ghosts or goblins. They happen right within the workplace. Behind every employee experience is a workplace culture shaped by communication, leadership, expectations, and trust. Research suggests that factors such as unclear roles, unmanaged workplace stress, and limited opportunities for employees to speak up can have meaningful consequences for both employees and organizations (Hassan, 2013; Government of Canada, 2016; CIPD, 2024) This Halloween, let’s shine a light on the spooky side of HR: the workplace realities we do not always talk about. 1. The ghost of communication past Poor communication can haunt an organization long after a message is missed. Important updates get lost; expectations are assumed rather than explained, and employees are left piecing information together on their own. This results in confusion, frustration, duplicated work, and a growing lack of trust. The reality is that communication isn’t just about sending a message. It’s about making sure the right people receive it, understand it, and know what to do with it. Two-way communication also gives employees a way to raise concerns and contribute ideas, helping organizations better understand the experiences of their workforce (CIPD, 2024) 2. The never-ending zombie job description Responsibilities keep growing. Projects are added. Employees become unofficial go-to person for tasks that don’t seem to belong to anyone else. Unclear roles and responsibilities can leave employees overwhelmed, leaders frustrated, and teams working in silos. Research by Hassan (2013), examining 1,699 employees across 45 government agency office, found that great role clarity was associated with higher job satisfaction and lower turnover rates. When accountability is missing, tasks fall through the cracks, or multiple people unknowingly do the same work. Employees need clarity about their roles, decision-making authority, priorities, and how their work connects to the bigger picture. The Government of Canada also identifies clearly defined duties and responsibilities as one of the practices that supports psychological health in the workplace (Government of Canada, 2016). A job description shouldn’t be a document that comes back to life once a year for performance reviews. Expectations should evolve alongside the role. 3. The turnover vampire One employee leaves. Then another. Before long, the team is spending more time recruiting, onboarding, and training than getting work done. High turnover can drain an organization of institutional knowledge, team stability, and employee morale. And when remaining employees absorb the workload, burnout can quickly follow. But here’s the frightening part: turnover is often treated as a recruitment problem when the underlying causes may have little to do with recruitment. Employees may be leaving because of poor leadership, limited development opportunities, unmanageable workloads, lack of recognition, or a lack of clarity about what is expected of them. Research on role clarification has also identified a relationship between clearer roles, job satisfaction, and lower turnover (Hassan, 2013). 4. The haunted house of unspoken expectations Employees are expected to know what success looks like. Managers assume their teams understand the priorities. Performance reviews arrive, and suddenly, everyone discovers they’re not on the same page. When expectations aren’t clearly communicated, employees may feel blindsided by feedback, while managers become frustrated that work isn’t being completed as expected. The problem isn’t always a lack of effort. Sometimes, it's a lack of clarity. Clear expectations need to be established early and revisited often. Regular check-ins, meaningful feedback, and conversations about priorities can help prevent misunderstandings before they become performance concerns. Role clarity is also associated with greater work satisfaction, reinforcing the value of ensuring employees understand what their roles require (Hassan, 2013). 5. The burnout cauldron The team is short-staffed. Deadlines aren’t moving. Everyone is doing their best to keep things running, and taking a break feels impossible. Overtime, extra responsibilities become the norm, workloads keep increasing, and exhaustion is mistaken for dedication. Burnout rarely appears overnight. It can build gradually as employees operate in survival mode for weeks or months. The World Health Organization describes burnout as an occupational phenomenon resulting from chronic workplace stress that has not been successfully managed (WHO, 2019) Organizations need to look beyond individual coping strategies and examine the workplace conditions contributing to exhaustion. Managing workloads, supporting employee participation, and defining responsibilities are among the practices recommended by the Governent of Canada for psychologically healthy workplaces (Government of Canada, 2016) Sustainable performance requires realistic expectations, supportive leadership, and the ability to raise concerns without fear. 6. The employee engagement masquerade The survey results look good. The engagement event was a success. Everyone smiled at the team photo. But behind the scenes, employees may feel disconnected, unheard, or reluctant to speak honestly about their experiences. Social events and recognition programs can contribute to a positive employee experience. However, they cannot replace trust, fir treatment, meaningful work, and leaders who listen and follow through. Asking employees feedback, listening without becoming defensive, and communicating what happens next. When people see that their input leads to meaningful action, engagement becomes more than a survey. Research highlighted by the Chartered Institute of Personnel and Development (CIPD, 2024) suggests that employee voice can strengthen the long term benefits of effective management practices. Bringing the shadows into the light The most challenging workplace issues aren’t always dramatic. Often, they’re the small, recurring problems that go unaddressed until they become much harder to ignore. A missed conversation, an unclear responsibility, another resignation, a team that has stopped speaking up. These are reminders that a healthy workplace doesn’t happen by accident. It takes intentional communication, clear expectations, supportive leadership, and a willingness to address uncomfortable issues before they grow. This Halloween, let’s look beyond the policies and processes and pay attention to the everyday experiences shaping our workplaces.
