Reverse mentoring involves mentoring that flows from junior to senior employees rather than the traditional top-down approach. It pairs younger employees, who are knowledgeable about social media and technology, with older executives to teach them about these areas. While it provides benefits like keeping executives informed of new technologies, challenges include ego clashes and executives not being open to learning from younger mentors. Successful reverse mentoring programs require clear goals, communication, and training to overcome challenges. Some companies that have implemented it include P&G, where a 30-year veteran began learning from a staff scientist, and the Wharton School, which pairs executives with graduate students as mentors.

1. Contemporary Issues
By: Gurpreet Kaur
Lovely Professional University

2. Reverse Mentoring
Reverse + Mentoring
From bottom to top
From junior to senior
From younger to elder

3. Young People+ Older People
=
Social Media + Business
Experience

4. Evolution
GE’s CEO Jack Welch

5. What does reverse mentoring involve?
Clear set of objectives
Communication
Time

6. Benefits
For mentor (junior)
For mentee (senior)

7. Problems
Ego clashes
Not ready to learn
Organisational structure
Not clear about the advantages

8. Big Question:
“Would Top-level executives put their
egos aside to accept being mentored by a
twenty something??”

9. For successful reverse mentoring
Hire future leaders
Survey new employees after two-three months on the job
Set up a regular “View from the Front Lines” meeting
Set goals
Training is essential
Reverse mentoring program

10. Some examples:
Center for Coaching and Mentoring in
Bartlesville, Oklahoma
Matt Starcevich, CEO says "Reverse mentoring can provide
substantial benefits for an organization”

11. Wharton School of Business at the
University of Pennsylvania
They have matched about 60 executives with mentors--
mostly graduate students who have demonstrated an
excellent grasp of technology

12. Procter & Gamble
A couple of years ago, CIO Steve David--a 30-plus-year
veteran of the company and a longtime mentoring advocate-began a reverse-mentoring relationship with a staff scientist

13. Emerging Future Organizations

Charles Handy
 He believes the new organizations will need to treat
people as assets to be developed and motivated
Handy identifies 3 types of organizations :
1. The Shamrock organizations
2. The federal organizations
3. The Triple I organizations

15. The Shamrock Organizations
Composed of 3 distinct groups :
1. The core workers
2. The contractual fringe
3. The flexible labor force
Example: Rank Xerox and F. International

The Federal Organization
A organizations as network of individual organizations allied
together under a common flag with some shape identity


16. The Triple I Organization
Triple I based on Intelligence, Information and Ideas
In future, the equation organizations will be Triple I = AV
(Added Value) and have
1. Invest in smart machines to remain competitive and
effective
2. Recruit skilled and smart people to control the
machines
3. Ensure that this group of skilled people is rewarded
equitably

17. HR JARGONS

18. You work you take
COMPETITIVE SALARY
You can implement your knowledge right from today
JOIN OUR FAST-PACED COMPANY
Be happy you have a family atmosphere people are warm,
friendly
CASUAL WORK ATMOSPHERE

19. Plan and perform you will be perfect
MUST BE DEADLINE-ORIENTED
To earn more name and money
SOME OVERTIME REQUIRED
You should be king of one and jack of many
DUTIES WILL VARY
You will become perfect
MUST HAVE AN EYE FOR DETAIL
Female Applicants must be focused both officially and
personally
'CAREER-MINDED'

20. THANKS