Reverse Mentoring: It is the Turn of Younger Employees

Let’s accept it, the world has changed and, therefore, one of the major business trends consists of involving younger employees to guide experienced workers in different fields. This modality undoubtedly reverses the natural order that has followed the master-disciple bond. 

In the 1990s, entrepreneur Jack Welch made reference to the dynamics of learning for General Electric based on reverse mentoring. At that time, said idea was used to leverage the use of the Internet. The fact that up to four generations (Baby Boomers, Generation ‘X’, Millennial and Generation ‘Z’) coexist in the same organization implies a transversal challenge for areas, projects and goals. 

Not everything is dreamed-of with this strategy, because resistance can exist on the part of older mentees who may be reluctant to be guided by people they do not consider as peers. Although the benefits are intangible, however, they are extremely important in the current labour framework: on the one hand, those who share their knowledge and experience are empowered; on the other hand, a new form of view, perspective and way of doing things is provided.  

Finally, the plans for reverse mentoring become an opportunity to face digital transformation effectively in order to approach technology, digital programmes, social media, agile methodologies, stimulating a culture of continuous learning, which is key as regards the dynamism of environment.