Greetings fellow members,
I am looking at implementing reverse mentoring in my organisation. Can I kindly ask what have been the quick wins and most importantly the lessons learnt when it has been implemented in your organisation?
All rather judgemental isn't it? You still haven't explained how you intend implement this if your senior team do not want it or, so far have not given you either support or the go-ahead?.
I'm rather puzzled how this might work. I think I have a good grasp of employment law and its application in the workplace. How would someone who, perhaps with less experience, and in all probability less experience add value to my day - without me having to explain or justify every decision, in which case it is simply me being the mentor to my junior?
It might not be right for every organisation but seems to be particularly relevant where junior employees can provide some insight that the senior leaders don’t have, such as if they are the same demographic as the company’s customer base, or to feed back on specific issues such as diversity and inclusion. To me the purpose seems more of an engagement/employee voice exercise than a traditional mentoring relationship.
Thanks for the link, Katie. It puts a more balanced case. What I don’t see in it is that senior management don’t like change, senior management is not in touch with current cultures, not in touch with societal issues, not in touch with what motivates their staff. That is a pretty sweeping dismissal of older people in the workplace and their ability to bring anything of value to an organisation.
Hi Elizabeth, I agree, I don’t know where that has come from the original poster. It seems a poorly worded oversimplification of the motivation for starting such a scheme.
Hi Elizabeth, I agree, I don’t know where that has come from the original poster. It seems a poorly worded oversimplification of the motivation for starting such a scheme.
