What Can I Teach You, Colleague?

Broadening the benefits of mentoring

A senior staff member imparting knowledge and offering advice to a less-seasoned worker has long been the model for mentoring arrangements in business. Now, however, more employers are offering mentoring opportunities aimed at employees at any level in the firm.

One factor prompting this change is the multigenerational workforce. With Baby boomers through to Millennials in the workforce, employers can benefit from the diversity a multigenerational workforce provides. Every generation can offer unique professional development opportunities to their counterparts — and nontraditional mentoring can help to nurture this mutual exchange.

Some firms have embraced arrangements such as “reverse” mentoring, where junior employees take the lead in mentoring senior staff, and peer-to-peer mentoring programs. Through these less-traditional relationships, employees have been able to demonstrate how they can provide value to the business in ways beyond their basic job description — and regardless of their experience level.

Creating benefits for both sides

The mentoring arrangements you establish at your firm will vary based on the unique needs of your business and the specific skills, knowledge and experience of your employees. But here are two examples of how a nontraditional mentoring arrangement could be structured:

Example 1: An employee well-versed in social media applications can mentor a colleague who needs to refine these skills, so this can help the firm earn more business through online channels. In return, that employee can help their tech-savvy counterpart improve his business writing skills, so they can be able to articulate information more clearly to clients through monthly reports.

Example 2: You could offer a new employee a mentor who is a veteran staff member but not part of the worker’s immediate team — or who might even work in another part of the business. Through this arrangement, the new staff member may feel freer to ask questions about company processes or culture he might be hesitant to bring up with his direct supervisor. This arrangement also provides an opportunity for two employees who might not otherwise have reason to interact so closely to build mutual respect for each other’s functions — an attitude they will likely take back to their respective work groups.

Structuring arrangements for success

While less traditional mentoring arrangements are gaining popularity, you may need to address some potential hurdles up front — such as participants’ preconceived notions about who should be in the role of “teacher” or “student” in the relationship.

Clearly explain what you would like both parties to gain and encourage them to avoid stereotyping based on age or experience. In addition, have the mentor and mentee agree on:

• What each would like to achieve through the process
• Where and how often they will meet or communicate

Finally, be sure to provide enough time for both parties to work together — and take an interest in the relationship’s progress. A strong mentoring program can help create an inviting culture where people are constantly sharing knowledge, generating ideas, and are mutually committed to building a successful company.