Learning in Action at U91¿ìÉ«
Discover how U91¿ìÉ« 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 U91¿ìÉ« 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 91¿ìÉ«. 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 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 U91¿ìɫ’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
Connecting Through Learning: A Course Club Approach
A LinkedIn Learning Course Club transforms self-paced content into a shared, social learning experience. This article outlines a simple, structured approach to designing and launching a course club that builds engagement, fosters meaningful discussion and helps learners apply new skills in their day-to-day work.
The Need
Course clubs provide a social, interactive way to deepen understanding through conversation with peers and teams. Whether the goal is to make learning more collaborative, empower learning champions, support structured development or build leadership opportunities, course clubs help bring learning to life. Self-paced content alone can be easy to deprioritize. Adding a group element introduces accountability, shared reflection and real-world application, all of which strengthen engagement. Most importantly, course clubs help create a visible culture of continuous learning.
The Approach
Start with a clear focus, such as leadership, communication or role-specific skills. Then select a LinkedIn Learning course that is practical and easy to break into smaller segments. Design a simple cadence by assigning short portions of the course each week. Pair this with a recurring 30 to 60 minute discussion session where participants reflect on what they learned. Keep groups small to encourage meaningful conversation. Assign a facilitator to guide discussion, keep the group on track and create an inclusive environment.
Use a light structure for each session, such as:
- Key takeaways
- How the content applies to current work
- Questions or challenges
- One action to try before the next session to encourage participants to apply their learning and share their experiences with the group
Why it Works
This approach is effective because it blends structured learning and learning through others. The group setting creates accountability, making participants more likely to complete content. Discussions enable deeper understanding, as learners hear different perspectives and interpretations. By focusing on reflection and application, course clubs help bridge the gap between theory and practice. Participants can test ideas in their day-to-day work and learn from one another’s experiences. Additionally, facilitators and participants gain leadership and communication skills.
How to Get Started
Starting small with a pilot group can help you test the approach and build momentum over time.
To launch your own LinkedIn Learning Course Club:
- Define a clear goal aligned to a skill or business priority
- Choose a relevant course that is easy to segment
- Set a consistent cadence with short assignments and regular discussions
- Form small groups and assign facilitators
- Provide simple discussion prompts to guide conversations
- Encourage real-world application between sessions
- Gather feedback and refine for future cohorts
Helpful Resources
Key takeaways Start with purpose and relevance: Anchor the course club in a clear skill or business need and choose LinkedIn Learning content that participants can immediately connect to their work. Create structure that supports consistency: Break learning into manageable segments paired with regular discussions and simple prompts to keep participants engaged without adding complexity. Focus on discussion and application: Use group conversations and real-world practice to turn insights into action, helping learners reinforce and apply what they’ve learned. |
Related Content: Launch a Community of Practice | Train the Trainer