Reverse mentoring can close technology and digital literacy gaps between older and younger employees, but it delivers other important benefits. It can increase inclusion and showcase leadership potential. - BY Sharon Ross

Technology and its tools seem to advance at an accelerating rate each year. Younger employees who grew up with technology, almost from birth, are adept at keeping pace with the new tools and can quickly adapt in the workplace. Older employees are sometimes disadvantaged because they are not born digital natives, which can create a digital literacy divide between employee generations.

Reverse mentoring, in which tech-savvy younger employees mentor more seasoned employees, is a successful strategy for knowledge and skills transfer when authentic and structured to fit employee and company needs. What is becoming clear is that other benefits accrue on both sides of the mentoring relationship and in the organization, if the program is designed to maximize results. They include increasing employee engagement, boosting inclusion and belonging, and developing promising talent for future leadership roles.

Reverse Mentoring is Mutually Beneficial

Traditionally, mentoring was structured with a seasoned organizational leader mentoring a newer employee who was being groomed as future leader. Reverse mentoring changes this model in a couple of significant ways. First, it empowers younger employees to mentor older ones, giving them a platform to showcase their skills and knowledge. Second, the mentoring relationship can involve any younger and older employee, not just senior leaders. The rate of technology advances means there are older employees at all leadership levels striving to keep their tech skills current, making them candidates for reverse mentoring.

Many mentoring relationships so far have been Millennials mentoring baby boomers, but Gen Z is rapidly joining the workforce and bringing even more current technology and digital skills. As Tatjana Kolenc, co-founder of the Heart Mentoring Platform to expand mentorships, wrote on behalf of the European Commission, reverse mentoring benefits the mentor and mentee. Older employees learn relevant digital skills, new approaches to work, some of the “secrets” of technologies like AI, and how to embrace change as an opportunity. Younger employees learn from older generational members. Baby boomers and older Millennials can pass on “the ability to think critically and ethically, to check sources and to avoid misinformation” and “responsible digital content creation by sharing recommendations on safe online practices, data protection and privacy.” Older employees can advise on using technology and digital tools for long-term business success and the “importance of preserving and nurturing traditional human values.”

Human Resources Sees Past the Skills Sharing to Human Development

Reverse mentoring programs benefit people, organizations, and Human Resources. The benefits beyond the technology and digital skills development include giving younger, diverse employees a voice. Younger employees bring new perspectives and ideas to the workplace and share them. This creates an organizational culture of mutual learning and respect and builds relationships that may not form otherwise. Younger employees can gain insights into navigating the organization and apply strategic thinking to utilizing technology and digital assets.

From the Human Resources perspective, reverse mentoring programs support the development of an inclusive culture. It is tangible proof that leadership values perspectives without regard for age. The program becomes a recruitment and retention strategy. Participants in reverse mentoring programs know that what they have to offer is not overlooked.

Reverse monitoring is built on essential principles that contribute to organizational culture, like continuous learning and open communication. Though older employees can pass on skills like strategic thinking, they learn adaptability by participating in reverse mentoring programs. They may learn new problem-solving approaches, flexibility, and agility. These qualities are crucial in the dynamic business environment.

Roche shared a story about a reverse mentoring partnership in which 26-year-old Özge Uzun mentored Roche Pharma Turkey General Manager Adriano Treve, who had been with Roche for over 30 years. After 10 months of reverse mentoring, Treve said, “It was not only about new technologies, but actually more about building bridges and understanding how the younger generation ticks, what they value and what they look for in their job…. They are, despite all the technology around them, quite focused, dynamic and driven by action. The most important fact however is that they want to feel valued and that they can contribute.”

Developing a Reverse Mentoring Program

Developing a successful reverse mentoring program requires careful planning, structured execution, and ongoing evaluation to ensure its success. Though it may have informal elements, the program needs goals and structure to ensure it produces benefits for the mentor, mentee, and organization. First, identify critical areas for mentoring and determine what senior leaders or any participating mentees should gain from the program. Examples are digital literacy, technology adoption, innovation awareness, utilizing AI or data analytics, and using social media for making beneficial connections. Also, determine how mentors will benefit, like developing communication and strategic planning skills or honing leadership skills.

Carefully selecting the younger employees is an important step because mentors must be tech-savvy and willing to share their knowledge and expertise with older employees. However, there is no room for egos in the reverse mentoring program. Mentors participate because they want to support older employees to help them succeed and not to show off. The interactions must always be respectful and non-judgmental. The same applies to mentees who must be open to new ideas and willing to learn. Create a structured schedule for the program, such as a six-month or yearlong initiative. Include regular check-ins, both for mentor-mentee pairs and for program evaluation. Mentors and mentees should meet consistently, whether weekly or bi-weekly. These meetings should be planned, and both parties should come prepared with topics to discuss or skills to explore. Give mentors and mentees access to resources (training materials, articles, or tech tools) to help facilitate learning and make their sessions more productive.

Set up ways to measure the program’s success, such as digital literacy improvements, participant feedback, and tracking new skill applications. Conduct regular surveys or interviews to gather feedback from both mentors and mentees. Ask about their experiences, what worked well, and areas for improvement. Use the feedback to continuously refine and improve the program. Adjust matching processes, training content, or program length based on participants' suggestions. Finally, be sure to recognize the success stories publicly. Celebrate how senior leaders apply their new digital skills and how junior mentors grow in their roles.

Winning All-Around

A multi-generational workforce and ever-advancing technology have made reverse mentoring a strategy for the times. It is about more than just sharing technology skills. Reverse mentoring is a Human Resources process that develops new leaders, supports communication, and strengthens inclusion and belonging. The mentee, mentor, and organization benefit, making it a win-win-win strategy.