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1. Reverse Mentoring
Yo u r C o m p a n y N a m e
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2. Content
Best Practices
Why Reverse Mentoring
How it can change the Company
Reverse Mentoring Vs. Traditional Mentoring
Reverse Mentor Cycle Process
Basic Plan of Action
Tools for Reverse Mentoring
Talent Profile Form
Mentor Guidelines
Reasons for Success
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3. Why Reverse Mentoring
Reverse mentoring
empowers emerging and
established leaders
Reverse mentoring begins to
close the knowledge gap
between long-time employees
and newer hires
Reverse mentoring “shrinks”
big organizations and
transcends boundaries that
normally wouldn’t be crossed
Reverse mentoring engages
younger and newer
employees, promoting their
loyalty and generating trust
It creates a two-way conversation, allowing supervisors to learn what workplace conditions
younger employees seek to advance themselves in along with the interests of the company
Reverse mentoring helps to engage, retain, and promote younger talent.
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4. How it can change the Company
Increasing Millennial
Retention
Improving Diversity
and Inclusion
Staying Abreast of
Technological
Advancements
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› In addition to flexible environments and
socially responsible missions,
millennials demands continuous
learning and transferable skill
development, personal fulfillment, and
clear opportunities for career
advancement
› In this structure, millennials feel valued
for their contributions, gain unparalleled
access to networking with senior
leaders and benefit from exposure to
alternative career paths
› Reverse mentorship pairings can breed
diverse & inclusive workshop by
bridging the gap between populations
diverse in age, exceptionalities,
ethnicity and gender
› By pairing leaders with employees from
different backgrounds, both develop
empathic perspectives and reduce
unconscious biases
› To maximize the potential value of
technologies, organizations must put
humans in the loop—reconstructing work,
retraining people, and rearranging the
organization
› Ensure the mentoring program is tied to a
strong business need, appropriate pairings,
thorough guidelines, and clear goals
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5. Reverse Mentoring Vs. Traditional Mentoring
► Reverse Mentoring Exchange ► Reverse Mentoring Functions ► Traditional Mentoring Functions ► Traditional Mentoring Exchange
Career Support Career Support
› Shares technical or content expertise Knowledge sharing Sponsorship › Public support for advancement in the organization
› Provides guidance and feedback on training and
mastery of new skills and knowledge
Coaching* Coaching
› Enhances knowledge and understanding of how to
navigate effectively in the corporate world
› Collaboration on projects and research that create
contact with each other's colleagues
Exposure and visibility Exposure and visibility
› Create opportunities to demonstrate com-petence
through contact with other senior managers
› Generates new approaches to problems and
suggestions for implementing solutions
Challenging ideas Challenging assignments
› Teaches about social networking sites and so-cial
media; introduces to peers/ colleagues to increase
social integration and social capital
Networking*
› Assigning challenging work, supported with training
and ongoing performance feedback
Psychosocial Support Psychosocial Support
› Provides support for learning and feedback on new
knowledge and skill acquisition
Support and feedback Role modelling
› Attitudes, values, and behavior provide a model for
mentee to emulate
› Provides support and encouragement that enables
mentee/ mentor to experiment with new behaviors
Acceptance and confirmation Acceptance and confirmation
› Provides support and encouragement that enables
mentee to experiment with new behaviors
› Mutual liking and sharing of life events through informal
exchange; connecting friends across levels or divisions
in the organization
Friendship Friendship
› Social interaction characterized by mutual liking,
understanding, and informal exchanges about work
and nonwork experiences
› Openly discuss developmental needs and encourage
career and personal development
Motivation & encouragement Counselling
› Enables mentee to explore personal concerns that
may interfere with a positive sense of self in the
organization; talk openly about anxieties/ fears
Role Modelling
› Offers fresh perspective on the organization and its
business(es)
New perspective*
› Demonstrates openness to new ideas, innovation, and
a global perspective
Behaviour to emulate
› Shares willingness to learn Identifying with values
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6. Select
Participants
Reverse Mentor Cycle Process
Execute
Program
Add text
here
Kick - Off Event to
Launch Sessions
Wrap - up &
Key Learnings
Update Program
Outline
Develop List of Mentees
Select
Mentors
Develop Mentor
Requirements
Match
Mentors &
Mentees
Finalize
Mentor Teams
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6

7. Basic Plan of Action
Define the
Goal (s)
› Most companies have straightforward objectives ranging from simply creating positive work
relationships among older and younger workers to more ambitious outcomes
› Also consider whether support of senior leadership will be needed to help the program succeed
Pair up Mentors
& Partners
› While pairing, consider that personal chemistry is often overrated. Many a times the best matches
are mismatches, which broaden the opportunities for growth for both participants
› Consider the characteristics while pairing the individuals
Plan the
Launch
› Host a two- to four-hour orientation meeting with all participants to kick off the program
› This meeting should be a comfortable, informal forum for everyone to get grounded
and organized
› Follow-up and tracking are crucial to ensure the program is effective
› Most valuable part of a mentoring partnership is the opportunity to learn and stretch personally
and professionally
› Companies should include means for evaluating the success of the program, including
measuring and quantifying outcomes
› The evaluation might include questionnaires or surveys of participants, individual
interviews, and/or observation of their meetings
Prioritize &
Persist
Measure
Progress
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8. Tools for Reverse Mentoring
Talent Profile
› Used to highlight the top talent
› Also, used to pair mentees and mentors in consideration of their lines of business, current & past
work experience, hobbies, and personal backgrounds
Session Schedule
› A master schedule for the sessions and interim meetings helps in keeping the
participants accountable for the reverse mentoring project’s orderly conduct and
completion
SharePoint Site
› Allows participants to communicate between sessions & coaching meetings without
having to schedule an appointment or find a conference room
› Also allows the core team to monitor each pair throughout the project, and use what
they learned to inform their plans
Guidelines
› This serves as a companion for the mentors, establishing their
responsibilities for the project, tips on content, & advice on
professional behavior
› Add text here
8

9. Talent Profile Form
(Job Title)
(Duration of Job)
(Development Goals)
► Competencies Add text here
► Past Experience Add text here
► Education (schools, years of attendance, and areas of distinction)
► Background (birthplace, hobbies, and personal interests)
CURRENT ROLE
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9

10. Mentor Guidelines
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Preparatory Activities
› Research the mentee's background using Google, Hartford internal resources,
LinkedIn, etc.
› Research the mentee's line of business
› Review program curriculum
› Think through career aspirations and development goals and prepare a two-
minute elevator pitch
› Bring the following materials
• Laptop
• Relevant mobile devices
• Talent profile and full-length resume
• Program curriculum
• Any other reference materials
After the Session
› Write session notes within three days, and post them on project discussion
board
› Send a follow-up email message to your mentee
• Mention a topic of interest to your mentee
• Give links to readings for the next session
• Detail any outstanding items/questions deferred to the next session
• Suggest topics for future sessions
During the Session
› Introduction (establish rapport)
• Family life, hobbies, professional and
personal interests
• Be sure that you and the mentee share
information equally, with a focus on learning
about each other
› Ask generic questions to determine the mentee's
familiarity with the Internet
• Are you on social media like LinkedIn,
Facebook?
• Do you pay bills online? Shop online? Get
statements online?
• Do you watch YouTube? What's your
favorite?
• Do you read blogs? Any RSS feeds? (etc.)
› Review curriculum with the mentee
› Determine the mentee's familiarity with and level
of interest in the following:
• Technology and devices
• Networking, connections, & communication
• Finding Information (search engines)
• Sharing and collaboration
• Multimedia
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11. Executive Support
› Chairman is one of the mentees
› Learning for leadership
› Leadership believes in & supports the core concept
Commitment
› Practice what is preached
› Walk-the-walk
› Apply the new skills & techniques
Posting on SharePoint
› No hallway meetings
› No hallway decision
› Hallways don’t exist on SharePoint
Leader board
› What team is currently ahead
› What team is currently behind
› Assess the competition, right now
Remaining Flexible
› Stay open to change
› Listen to feedback
› Use changes & feedback to improve
Reasons for Success
DescriptionInfluences
11

12. Best Practices
Define Expectations
Both partners need to be very clear on what they want to accomplish
Willingness to Learn
In a reverse mentoring relationship, both parties must genuinely want to
learn from and share with the other
Mutual Trust
Ideally the goal is to push the other outside of his or her comfort zone and try
new ways of thinking, working, and being
Agree on the Rules
Each partner must be fully committed to the mentoring relationship with
regular meeting and activities
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13. Reverse Mentoring Icons Slide
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14. Additional
Slides
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15. Clustered Bar Chart
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Product 01
This graph/chart is linked to excel, and
changes automatically based on data.
Just left click on it and select “Edit Data”.
Product 02
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changes automatically based on data.
Just left click on it and select “Edit Data”.
Product 03
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changes automatically based on data.
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Product01
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16. Area Chart
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Product 01
This graph/chart is linked to excel, and
changes automatically based on data.
Just left click on it and select “Edit Data”.
Product 02
This graph/chart is linked to excel, and
changes automatically based on data.
Just left click on it and select “Edit Data”.
Product 03
This graph/chart is linked to excel, and
changes automatically based on data.
Just left click on it and select “Edit Data”.
Product 01
Product 02
Product 03
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17. About Us
Target Audience
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Preferred by Many
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Value Client
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18. Our Team
Anita Parker
Designation
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John Smith
Designation
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John Doe
Designation
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19. Puzzle
04
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20. Financial
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45%
Euro
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85%
Dollar
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30%
Pound
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21. Idea Generation
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22. Thank You
Email Address
emailaddress123@gmail.com
Address
# street number, city, state
Contact Number
0123456789
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