1. REVERSE MENTORING Reinforcing collaboration between generations
Yves Veulliet – NE / SW Workforce Diversity Programme Manager
REVERSE MENTORING Reinforcing collaboration between generations
June 2010

2. What is reverse mentoring?
Type of workplace-mentor relationship
The mentor in a reverse-mentor relationship is younger than his or her mentee with substantially less seniority in the organization
Reverse mentoring demonstrates the most effective results in professional fields where technology is an integral part of the work environment
Knowledge sharing between mentor and mentee using the mentor's deeply engrained familiarity and comfort with the latest technological developments (e.g.Web 2.0 technologies, FaceBook, LinkedIn, Twitter,…)

3. Why reverse mentoring?
Retention tool for Gen Y employees: they feel valued in the organization as their knowledge of cutting edge technologies is emphasized
“Win-win" relationship: the mentee gets to learn skills or obtains access to information that otherwise would be unavailable or unattainable
The learning environment is non-threatening: the mentor has no incentive to make the experience a hostile or showmanship-like event
The mentee is given a direct line to someone who is willing to share valuable insight, which Generations X and Y deeply value
Once the bond has been forged, both parties are more likely to an active interest in the success of the other.

4. Recommendations for an effective Reverse Mentoring
Define a clear set of objectives: they must be communicated to, understood and agreed by both persons.
The two individuals can decide on the objectives themselves--no “corporate branding” required
Mutually acceptable time commitment to both parties needed (meeting once per quarter is a minimum)
Solicit feedback and make necessary changes: reverse mentoring can require CORRECTION, identify strengths and weaknesses in your relationship and make the adjustment necessary to achieve success.
Make mentoring a two-way street: reverse mentoring requires openness on the part of both the older worker and the younger worker
Consider generational differences: be aware that a person's behavior or attitude might be a generational trait, but don't stereotype someone just because he or she was born in a certain decade.

5. Benefits Mentees Mentors IBM
Improves decision making as it brings a lot of associated inputs in terms of feeling of employees, new development around the industry, best practices etc. and create more tightly knit relationship with juniors.
Helps senior executives learn new skills and competencies that boost their job performance and motivate them
It is a part of natural evolution of learning as business in the digital age requires an efficient use of new technologies
Mentors
Opens a direct opportunity to gain a great deal of confidence.
Helps in gaining insights and wisdom that could otherwise take years to obtain.
Tool for opening the channels of communication and knowledge sharing across generations.
Helps junior employees face critical situations along with the seniors which otherwise would have not faced being young & junior.
IBM
Increased level of expertise and productivity by providing assistance, guidance & informal skill for the mentees.
Reduced turnover and Increase in loyalty.
1-to-1 relationship acquired helps foster a feeling of caring and support
Saves time and money spent on training activities : a young employee can provide skills and knowledge about new technologies which normally would be provided to the mentee by standard education
Increase the mentor’s skill of communication, problem solving and resource management which can be beneficial to IBM in the long run.
Helps seniors to understand the aspirations and feeling of young ones, also beneficial in many staffing decisions such as hiring, induction, training, placement etc.
Diffusion of the energy and enthusiasm of the young ones in the organization and fusion of their individual goals with those of the organization’s.