Learning in Action at UCalgary
Discover how UCalgary employees and teams are applying learning in their work. Explore practical examples, insights and ideas you can use in your own professional development, with links to additional resources.
How to Start a Mentorship Program: A Community-Driven Approach
In this article, you’ll learn how the UCalgary Research Security, Ethics & Compliance team developed a peer mentorship program with a community-driven approach using mentor matching, an in-person launch, and flexible virtual meetings to build capacity and collaboration.
The Need
The purpose of the Mentorship Program is to create a supportive environment where mentors share knowledge, skills and insights to help mentees increase their capacity and act as a resource at postsecondary institutions across Alberta.
The need for a Mentorship Program was identified by colleagues from postsecondary institutions across the province in an annual survey. Given that capacity and resources differ across Alberta universities, colleges and polytechnics, members reported that having a colleague who they can reach out to at a different institution with questions or concerns would be a valuable resource for building expertise and resilience across Alberta’s research ecosystem.
What Was Done
In lead-up to the launch of the Mentorship Program, a survey was sent to participants asking whether they would like to participate, and if so whether they would like to serve as a mentor or mentee. Participants were then matched based on the survey results.
The Mentorship Program was launched at the Annual General Meeting of the Alberta Research Security Community of Practice in Calgary. The in-person event was an ideal opportunity for mentors and mentees to meet and participate in facilitated discussion of what kind of support they would like from their mentor, how frequently they would like to meet and how they would define a successful mentorship relationship.
Why It Worked
The Mentorship Program was seen as a success by participants because it was an initiative that was requested by Community of Practice members to meet a need faced by postsecondary institutions across Alberta, rather than something that was mandated by leadership. The in-person launch was a key to providing the momentum needed to get the program off the ground and maintain the mentorship relationships throughout the year.
Try This Yourself
This approach to a Mentorship Program works best for a Community of Practice aiming to deepen collaboration and support between members to build capacity and skills. The greatest time commitment is involved with the mentorship matching and the launch of the program, which should ideally take place in-person with facilitated discussion between mentors and mentees to determine what they would like to get out of a mentorship relationship and establish a cadence to the mentorship relationships moving forward.
Helpful Resources
Key takeaways Start with real demand: Build the program based on a clear need identified by your community, using a survey to gather interest and match mentors and mentees. Invest in a strong launch: An in-person kickoff with facilitated discussion helps establish expectations, build relationships, and set the foundation for success. Keep it participant-driven: Let pairs define their goals and meeting cadence, with ongoing virtual check-ins to sustain engagement and knowledge sharing. |
Related Content: Launch a Community of Practice | Train-the-Trainer
Community of Practice: Building a Culture of Shared Learning
This article guides learners through how to design and implement their own Community of Practice using a proven example from Research Security, Ethics and Compliance. It highlights practical steps to create a structured, in-person space that supports knowledge sharing, open dialogue and ongoing peer learning.
The Need
The need for a Community of Practice for Manager’s within the Research Services Office (RSO) was identified by the RSO Employee Engagement Workplan. The workplan highlighted the preference for more opportunities for managers to share ideas and learn from one another. To achieve this, we established an RSO Managers Community of Practice in support of continuous learning. The Community of Practice provides a collaborative forum for sharing best practices, developing skills, sharing expertise, and solving problems together with the goal of improving the operations of the RSO as a whole.
What Was Done
The first step in establishing the Community of Practice was to circulate a survey to managers soliciting input on topics for discussion, requested speakers, and the frequency and format of meetings. There was a preference for in-person meetings held once a quarter. The Community of Practice is now operational and has held several meetings where best practices have been shared and implemented across RSO units.
Why It Worked
A key to success of the Community of Practice is holding meetings in a regular cadence that works for most people (for example over lunch) and ensure sufficient content for discussion. It’s important to establish the Community of Practice as a safe and confidential space where day-to-day challenges that managers encounter can be discussed openly. You may wish to adopt Chatham House Rules as a standard practice during meetings to encourage open and inclusive dialogue.
Try This Yourself
Before proposing a Community of Practice, consider surveying potential participants on the need, purpose, and goals that the community wishes to achieve. Consider establishing a rotating Chair and Secretariate to establish accountability while ensuring responsibilities are shared amongst members. Inviting guest speakers with expertise in areas of interest to the community is a great way to add value to meetings.
Helpful Resources
Key takeaways Start with participant input: Use a survey to identify needs, topics and preferred meeting formats to ensure the Community of Practice is relevant and engaging. Establish a consistent structure: Schedule regular meetings and consider shared roles, such as a rotating chair, to support continuity and accountability. Create a safe space for dialogue: Set clear expectations for confidentiality and openness to encourage honest discussion, knowledge sharing and peer learning. |
Related Content: Start a Mentorship Program | Train-the-Trainer
Train-the-Trainer: Turning Knowledge into Impact
Learn how the Research Security, Ethics and Compliance unit designed and delivered a Train-the-Trainer program to build capacity in research due diligence and risk assessment across institutions. This highlights how a blended, peer-based learning approach can help you develop transferable training programs that strengthen knowledge sharing and consistency within teams.
The Need
The purpose of UCalgary’s due diligence training for Team Canada colleagues is to help establish a national baseline for risk assessment and equips trainees to transfer learnings to additional personal at their respective institutions.
The Train-the-Trainer program is intended to address the different capacities of postsecondary institutions across Canada in the conduct of due diligence risk assessments. Canada’s research and innovation ecosystem is only as strong as it’s weakest link, and free and accessible training can help to establish national standards in due diligence vetting.
What Was Done
Curriculum for introductory and advanced tracks on open-source due diligence techniques for identifying, verifying, and contextualizing publicly available information on researchers, institutions, and collaborations was developed and delivered to research security practitioners across Canada. Approximately 100 Team Canada members participated in 4 lessons over a one-month period with an in-person capstone course provided at the national 2026 Research Security Conference.
Why It Worked
The Train-the-Trainer program was considered a success by participants because the training responded to a genuine need that was identified through the national Team Canada network. Providing introductory and advanced tracks reflected the different levels of knowledge and skills of participants and was essential to the success of the program. Last but not least, the training was free and accessible to colleagues at smaller polytechnics and colleges with fewer financial resources.
Try This Yourself
To establish a Train-the-Trainer program, the first step is to assess the need and develop a course curriculum that offers value to colleagues. Providing the courses free of cost and within a limited timeframe maintains continuity between lessons and builds momentum for learning the necessary skills. Finally, an in-person capstone course to wrap up the training is a good way to solidify the relationships that were established through the training.
Helpful Resources
Key takeaways Start with a clear need: Use input from stakeholder networks to design training that addresses real gaps in research security knowledge and practice. Design for diverse learners: Offer introductory and advanced tracks within a blended format to meet varying skill levels and strengthen engagement. Enable knowledge transfer: Use a Train-the-Trainer model with a structured timeline and in-person capstone to help participants share learning and build lasting impact across teams. |
Related Content: Start a Mentorship Program | Launch a Community of Practice
Contact & Support
Our programs are managed by a range of faculties, departments and external partners, each with their own dedicated team. Connecting directly with the right contact is the quickest way to get the help you need. For more specific support, see the resources below.