An AHRI mentoring pair shares how the program accelerated one mentee’s career progression and strengthened the mentor’s coaching capability.

When early-career HR professionals enter the field, they often face a paradox: the work is deeply relational, yet the role can sometimes feel isolating. 

They’re expected to navigate complex interpersonal dynamics, understand the full sweep of the HR lifecycle and build influence with senior leaders – all while still learning what good HR practice looks like.

That’s why mentoring continues to play a pivotal role in strengthening the profession. Structured mentoring relationships give practitioners the clarity, confidence and external sounding board they need to grow.

The AHRI Mentoring Program brings that value into sharp focus through the experience of Dr Maresa Seabrook FCPHR, AHRI Victorian State President and GM People, Capability, Culture and Wellbeing at the Victorian Law Institute, and her mentee Kessy Schaack, who is an HR Advisor at a cybersecurity company.

Their story shows how a well-matched mentoring relationship can help practitioners make better decisions, build capability faster and unlock new career opportunities.

Creating a safe space for learning and honest questions

Schaack joined the AHRI mentoring program early in her career, when she was working as a People and Culture assistant with a different organisation. What she needed most was perspective – and a place where she could safely ask the ‘simple’ questions that often go unspoken in workplaces.

“When I signed up, I was really early on in my career,” she says. “You’re excited that you’ve found a job in HR, but you don’t really know where to go from there, or what HR really entails. I wanted to speak to someone in a confidential space about the opportunities out there.”

Mentoring quickly became that space.

“It’s sometimes scary to ask ‘silly’ questions at work,” she says. “You don’t want people thinking you don’t know much about HR, but that’s just the truth when you’re early in your career.”

From the mentor’s perspective, that safe space is essential to helping practitioners grow. Dr Seabrook notes that successful mentoring relies on emotional intelligence and tailoring your approach to the individual.

“You first need to build a relationship because mentoring can be personal. Mentees share a lot about their personal and professional lives. What resonates with one person won’t necessarily resonate with another, so you have to tailor your approach.”

“You can’t give someone else advice if you can’t take your own. Sometimes you pause and reflect and think, ‘I’ve just asked Kessy if she’s explored X, Y, Z, but have I done the same in a similar situation?’” – Dr Maresa Seabrook FCPHR, AHRI Victorian State President and GM People, Capability, Culture and Wellbeing, Victorian Law Institute

The ability to ask candid questions – and receive unfiltered guidance – was particularly valuable as Schaack navigated consulting work, shifting stakeholders and periods of organisational change.

“I was exposed to all these different kinds of HR and different industries,” she says. “It comes with challenges, and sometimes you’ve got a bit of tunnel vision. Thanks to Maresa’s guidance, I’ve grown in how I manage up, back myself, and engage effectively with all types of stakeholders.”

Often, the breakthrough came through simple reframing.

“Sometimes it just came down to comms – how to talk to senior leaders and iron out challenges,” says Schaack.

Schaack says another impactful lesson she learned from the mentorship program was the importance of becoming a strong HR generalist before specialising.

“Early on, I was really interested in engagement and experience – it’s the ‘fun’ part of HR. But through our conversations, I learned how important it is to stay a good generalist for a big chunk of your career.”

The two-way value of mentoring

While mentoring programs are often framed as a way for senior practitioners to ‘give back’, Dr Seabrook says the learning goes both ways.

“You can’t give someone else advice if you can’t take your own. Sometimes you pause and reflect and think, ‘I’ve just asked Kessy if she’s explored X, Y, Z, but have I done the same in a similar situation?’”

This reflective loop strengthens mentors’ coaching and leadership capability.

“I’m results-orientated,” says Dr Seabrook. “I often want to fix the problem and move on. But sometimes you need to stay in a certain space for longer, because it’s not your journey. The mentee dictates the pace,” she says. “Sometimes you give advice, sometimes you ask a question, sometimes you just listen.”

Understanding what ‘space’ your mentee needs you to be in ahead of a session can be useful, says Dr Seabrook. This helps to move the conversation into a targeted space that is most helpful to the mentee during that point in time.

For example, perhaps a mentee is seeking a peer-to-peer conversation, in which case they may be seeking general advice or support rather than directive feedback. 

Or perhaps they need to chat through a heavy topic, such as managing a redundancy, in which case they may require their mentor to operate in the ‘sense making’ space and ask evocative questions that speak to their emotional wellbeing.

See HRM’s article on the elements of a successful mentoring session to learn more about these four spaces.

When mentoring evolves into advocacy

One of the most powerful outcomes of strong mentoring relationships is that they can develop into long-term professional advocacy.

Dr Seabrook says that as the official mentoring program wrapped up, the relationship with Schaack continued naturally.

“We kept in touch on an ad hoc basis – reaching out, attending events together, checking in,” she says.

When a role opened at her organisation, Dr Seabrook immediately thought of Schaack.

“I knew her interests, her passions and what she was trying to achieve. I thought she’d thrive and make a positive impact.”

Dr Seabrook put Schaack forward but intentionally removed herself from the recruitment process to avoid bias. The business – and Schaack – made the decision independently.

Although the two only worked side-by-side for a few weeks before Dr Seabrook moved roles, both describe the transition as a natural extension of their mentoring relationship.

“Mentors can then become your advocates,” says Schaack.

Want to make your next coaching session more impactful? Download Michael Bungay Stanier’s 7 questions for an effective mentoring session guide.

Building a stronger HR profession

Dr Seabrook believes mentoring is essential to the future of HR because it builds resilience, capability and intergenerational transfer of knowledge.

“One mentoring relationship I had years ago is still with me today. I can pick up the phone and say, ‘I just need to get this off my chest’. It’s powerful,” she says. 

“If you’ve had a good experience, you’re more likely to do the same for someone else. That’s how the profession gets stronger – through better connections, better networks and more resilience.”

For emerging practitioners, Schaack says to jump in and put yourself forward as a mentee.

“Don’t be afraid to ask questions, build relationships and network outside your role. There’s always a gold nugget you can take away.”

Dr Seabrook agrees.

“You have nothing to lose and lots to gain. Be proactive, be engaged, be honest – and be flexible. Make it your journey.”