Brent J. Lyons
Simon Fraser University
Fabrianne Cheung - 301215249
Johannes Hallman - 301231256
Michelle Fenske – 301193321
Shida Ye – 301166563
Tianzi Li – 301187295
Wanyi Ren - 301228593
April 10, 2015
Table of Contents
Executive summary iiI
Summarization of Currect Academic Literature 1
Definition of Reverse menotring 2
Participants in Reverse Mentoring 2
benefits of reverse mentoring 3
DISADVANTAGES OF REVERSE MENTORING 6
Leadership development 6
Social Skills 7
Learning Agility 7
Discussion and recommendations 8
Limitation of current research 9
Reverse mentoring is a program that helps an organization build relationships between the older generation and millennials. This leads to leadership development for the younger generation, who will need to fill in the management positions since they have the advanced, technical skills.
The purpose of this report include identifying why reverse mentoring is significant and important to human resource management, introducing the benefits compared to traditional mentoring, challenges of implementing reverse mentoring, and recommending the method for leadership development. The sources in this report include information from academic articles, surveys, newspapers, experts’ opinions, etc.
Based on the finding of this report, implementing reverse mentoring involves several benefits for organizations such as knowledge sharing and understanding mindsets across generations, providing new perspectives, and growth and development of leaders. The report also indicates limitations and challengers for this program, including resistance to change and not seeing it as beneficial.
This report provides positive anticipations of future trends for adopting of reverse mentoring into an organization efficiently. Although the costs of investing in reverse mentoring may be somewhat high, the long-term benefits of implementing the proposal will overweight the costs. Furthermore, these recommendations are rational and feasible.
The focus of the report is how reverse mentoring facilitates the millennials leadership development. Reverse mentoring, a newly used mentoring method to manage human resource in an organization, has dyadic effect on developing career for both millennials and older generations. The objective is on the millennials as they take up most of the workforce and tend to be the future leaders within organizations.
In addition, the older generations are less familiar to the fast pace of technical growth and struggle with the increase use of IT skills in a workplace (Dessler et al, 2014). Millennials will need to replace and fill in leadership positions because they possess the required technical skills (Murphy, 2012).Reverse mentoring encourages the younger generation to share new perspectives and teach technical skills to older generations (Murphy, 2012). This method also allows the older generation to guide millennials to adapt to the working environment and become more involved within an organization (Murphy, 2012). Ultimately, reverse mentoring is an important tool for human resource management because it closes the generation gap between the older generation and millennials. Both parties benefit from the program and the organizations outcomes can be accomplished by developing future leaderships of millennials.
Summarization of Current Academic Literature
This paper is built on three academic literatures, they include Wendy Marcinkus Murphy’s “ Reverse Mentoring at work: Fostering cross-generational learning and developing millennials leadership” from Human Resource Management, Robert S. Rubin, David C. Munz and William H. Bommer’s “ The effects of emotion recognition and personality on transactional leadership behaviour” from Academy of