REVERSE MENTORING IN ORGANIZATIONS. SLIDES

Reverse mentoring

1. REVERSE MENTORING HRM

2. QUOTES   " Reverse mentoring is a way to create a two-way dialogue between generations, where both parties learn from each other and gain a deeper appreciation for diverse perspectives ." - Lori K. Trawinski (2019) This Photo by Unknown Author is licensed under CC BY-SA

3. INTRODUCTION Although the established practice of mentoring continues to offer real value, in the modern workplace the relationship no longer goes one way. Increasingly, forward-thinking employers are turning the mentoring model on its head and allowing senior members of staff to learn from their subordinates as part of reverse mentoring schemes. This innovative approach creates a two-way dialogue between generations, where both parties learn from each other and gain a deeper appreciation for diverse perspectives. This Photo by Unknown Author is licensed under CC BY-SA

4. DEFINITION This concept introduces a novel management principle that promotes a culture of knowledge exchange, facilitates knowledge transfer, and consequently enhances performance and effectiveness. Fundamentally, this practice involves enlisting younger employees to educate older individuals, assisting them in understanding the complexities and applications of new technologies (Naja & Alsa, 2021). 4

5. BENEFITS/EFFECTS OF REVERSE MENTORING Fostering generational inclusivity: bridges generational gaps, reduces biases, promotes inclusivity, and fosters mutual understanding between different generations within organizations. Developing Future Leaders: focusing on skill development, fostering confidence, leadership qualities, and personal and professional growth in mentees. Strengthening Collaboration and Communication: Reverse mentoring improves understanding, common ground, collaboration, and decision-making by fostering transparency, empowering employees to contribute their expertise, and fostering a sense of belonging. Facilitating Knowledge and Skill Transmission: Reverse mentoring facilitates knowledge and skill transmission between mentors and mentees, promoting professional growth and succession planning by transferring emerging technologies and best practices.

6. METHODOLGY (PRISMA Guidelines)

7. Factors that promote Reverse Mentoring Leadership Endorsement: When leaders actively engage in and advocate for reverse mentoring programs, it conveys a significant message regarding the organization's dedication to continuous learning and employee growth. Clear Aims and Goals: Establishing precise aims and objectives for the reverse mentoring initiative assists in aligning expectations and ensuring that both mentors and mentees comprehend the desired outcomes. Mutual Respect and Open-mindedness: Fostering a mentality of mutual respect, receptiveness to learning from one another, and appreciating diverse viewpoints is crucial for successful reverse mentoring connections. Recognition and Incentives: Acknowledging and incentivizing the contributions of mentors and mentees, whether through formal rewards or informal recognition, can reinforce the value of reverse mentoring and stimulate engagement. 7

8. FACTORS THAT HINDER REVERSE MENTORING Resistance to Change: resistance from older generations and conventional mindsets, as senior leaders may view younger employees as a threat to their authority. Generational Stereotypes and Biases: older staff may perceive younger colleagues as lacking experience or unreceptive to new concepts. Overcoming these stereotypes requires a cultural shift towards open-mindedness and acknowledging the unique strengths of each generation. 8

9. FACTORS THAT HINDER REVERSE MENTORING Lack of Clear Goals and Structure : Reverse mentoring schemes often struggle with disengagement due to lack of clear goals and structure. Inadequate Training and Support: Insufficient training and support for mentors and mentees in effective mentoring methodologies and communication skills can hinder the success of reverse mentoring partnerships, requiring continuous support and guidance. 9

10. THEORITICAL REVIEW Nonaka and Takeuchi's Knowledge Sharing Theory(1995). It facilitates the transformation of tacit knowledge into explicit knowledge, promoting a culture of knowledge exchange. Social Exchange Theory (SET) by Homans (1958) and Blau (1964) is a framework for understanding human interactions, particularly in the workplace. It suggests that individuals engage in reciprocal relationships based on costs and benefits, with rewards driving reciprocal relationships. 10

11. ROLE OF HR IN REVERSE MENTORING Designing and Developing Reverse Mentoring Programs Cross-Generational Learning and Millennial Leadership Promoting Diversity, Inclusion, and Communication Recognition and Incentive Programs 11 This Photo by Unknown Author is licensed under CC BY-NC-ND

12. CONCLUSION Reverse mentoring is a unique approach that fosters knowledge exchange across different generations and promotes ongoing learning within organizations. It disrupts hierarchical systems and power dynamics by empowering younger employees to offer guidance to seasoned ones. This approach not only nurtures a culture of learning and intergenerational cooperation but also enhances organizational achievements by tapping into diverse perspectives. It also motivates seasoned employees to stay updated on digital advancements and societal shifts, fostering an atmosphere of continuous learning and cooperation. 12

13. CASESTUDY 13 This Photo by Unknown Author is licensed under CC BY-NC-ND This Photo by Unknown Author is licensed under CC BY-SA

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