HRD speaks to an expert in human capital management, who claims that reverse mentoring could transform the way your senior executives think
HRD spoke to Andrew Lafontaine, senior director of human capital strategy and transformation at Oracle’s APAC division.
Lafontaine – who has an impressive portfolio of experience ranging from senior management roles to organisational development at companies including ANZ and Telstra – claimed that reverse mentoring has helped him to bring together junior and senior staff members to share their knowledge, which ultimately improves the quality of projects being worked on at all levels.
“Many organisations find that their senior level staff members aren’t contributing to collaborative work – it tends to come from peers or line managers,” he said.
“Reverse mentoring isn’t limited to one-on-one mentoring,” he added. “Its reach becomes more significant and broadly affects the organisation.”
The perks of reverse mentoring
“I’ve used [reverse monitoring] at a few organisations,” he told HRD. “Essentially, it works by bringing two very different people with very different mindsets together.”
He explained that although senior executives can be savvy and know how to navigate the technology space, they tend to have mostly spent many years within organisational operations, and have worked with constrained systems that affect their thinking and approach.
“[Senior leaders] have an enormous bank of intellect,” Lafontaine said. “But millennials use technology socially, and expect to use it at work – they don’t have a preconceived idea about how and why tech is being used or the legacy ‘baggage’ that many more experienced workers have.”
“Technology is moving so fast that it’s made things possible that even 12 to 18 months ago we didn’t think would be possible today,” he added, emphasising the importance of having tech capability at all levels of a corporation.
Implementing a reverse mentoring scheme
“One of the ways I’ve seen it work best is by really ensuring that there is an alignment between the objectives of both parties,” Lafontaine advised.
“Some of the younger generation workers coming through will probably be overwhelmed by being paired with someone so senior and talking to them on a regular basis – so being clear on what the desired outcomes are is key.”
This alignment can be determined by looking at the participants’ career objectives.
“Are you pairing someone in a senior role in finance with someone coming through the ranks in that, or are you trying to achieve something different?” he said.
“For example, what you might want is to pair a finance executive with a junior IT member.
This could be a better option as it takes some of the intimidation factor away because the junior employee isn’t trying so hard to impress – they’re more likely to see it as a way to leverage their skills and experience.”
He also advised those considering reverse mentoring not to conform to the way things are done within the organisation as a whole.
“Be clear that the entire reason it’s being done is for fresh thinking,” he said. “Make sure that those expectations are really clearly set out.”
Lafontaine added that the person being mentored also has to be aware that they need to leave certain ways of thinking behind.
The way forward?
“I don’t think reverse mentoring would ever replace traditional schemes entirely – it’s just a method of getting some disruptive thinking from an organisation’s junior levels to the higher ranks,” Lafontaine told HRD.
“It’s an opportunity for HR to bring that to their organisation in a very quick way.
“For professional mentoring, there is still so much organisational knowledge that senior executives need to share; it’s about making these two skillsets work together.”
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