Reverse Mentoring: “Win-Win” Relationships in Multigenerational Workplace

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Reverse Mentoring: “Win-Win” Relationships in Multigenerational Workplace

Fostering Cross-Generational Learning and Developing Millennial Leaders

Workplace mentoring is a common practice in both the public and private sector, particularly focused on connecting generations through supporting talent and career development of younger adults. How can we define Reverse Mentoring (RM)? Reverse mentoring is simply the opposite format of traditional mentoring, where the senior leader is mentored by a younger or more junior employee. Aka, mentoring in reverse. The process recognizes that there are skills gaps and opportunities to learn on both sides of a mentoring relationship.

?? ?Increasing adoption of RM has been associated with the growth in knowledge-based business placing a premium on expert insight and speed of knowledge distribution across companies and borders and the increasing relevance of diversity, including generational diversity within the workplace.

?? The 2020 decade is the first to witness four distinct generations in the workplace at one time, holding different world-views, values and expectations of work and each other (Harrison, 2016). Traditional deference for age and seniority is evolving and sometimes outpacing organizational structures, leading organizations to consider how to leverage generational difference harmoniously and productively. The four generations i.e Boomers, Generation-X, Generation-Z and Millennials are not fixed concrete groups but are socially located in time and the transition from one to another is gradual and continuous. Rising retirement has sustained a presence of Boomers in senior roles whilst Millennials and Gen Z, potentially born 30+ years apart from each other, are forecast to comprise 75% of the workforce by 2025.

??Pakistan’s workplace is witnessing unprecedented change; for the first time has witnessed four generations simultaneously active in the workplace. Organizations are increasingly adopting Reverse Mentoring (RM) to link generations together yet adoption is outpacing research into its effectiveness.

??? Reverse mentoring has impeded significant benefits for the organization and its employees which will be discussed in the later part of this article. RM has emerged as a powerful tool to bridge the generational and technological gaps. Unlike traditional mentoring, where senior employees guide juniors, reverse mentoring flips the script, allowing younger employees to mentor their seniors. This innovative approach fosters mutual learning and growth but also poses certain challenges.

?? Reverse mentoring leverages the tech-savviness of younger employees to help older colleagues keep pace with rapid technological advancements. It promotes the exchange of fresh perspectives and contemporary knowledge, ensuring that the organization remains competitive and innovative.

Younger mentors introduce senior employees to evolving cultural trends and social norms, enhancing the organization's adaptability and inclusiveness. This increased cultural awareness can improve workplace relations and customer interactions.

?? Providing younger employees with mentoring responsibilities boosts their confidence and engagement. It signals trust and value, fostering a sense of ownership and loyalty to the organization. Reverse mentoring breaks down traditional hierarchical barriers, promoting a more collaborative and open work environment. It encourages communication across different.

While talking about the Cons of Reverse Mentoring, its biggest drill against the status quo. Some senior employees may resist reverse mentoring due to perceived threats to their authority or reluctance to acknowledge younger colleagues' expertise. This resistance can hinder the effectiveness of the mentoring relationship and the overall program.

?? Generational and experiential gaps can lead to misunderstandings and miscommunication. Differences in communication styles and professional expectations need to be carefully managed to ensure productive interactions.

?? Inadequate Training and Support: Both mentors and mentees require proper training and support to make reverse mentoring effective. Without it, the process can lead to frustration and disengagement.

?? ?The success of reverse mentoring programs depends on well-defined goals and expectations. Vague or unrealistic objectives can result in wasted time and resources, and may even damage professional relationships.

?? In a nutshell, Reverse mentoring has the potential to transform workplace dynamics by fostering mutual respect and learning across generational divides. While it offers significant benefits, including enhanced technological proficiency, cultural awareness, and employee engagement, it also presents challenges that must be navigated with care.

?? Successful implementation requires addressing resistance to change, ensuring clear communication, and providing adequate training and support for both mentors and mentees. With thoughtful planning and execution, reverse mentoring can become a valuable asset in the modern workplace, promoting a culture of continuous learning and collaboration.

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By,

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Dr. Mehboob Ahmad

Sr. Regional Manager Martin Dow Marker.

Ph.D. (Marketing), MS-Marketing, MBA-Marketing, B. Sc. (Zoology)., AKU-MERCK-ABMTC, OSHA Certified.

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