REVERSE MENTORING Reinforcing collaboration between generations

1. Yves Veulliet – NE / SW Workforce Diversity Programme Manager REVERSE MENTORING Reinforcing collaborationbetween 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 • 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.