Reverse Mentoring: Transforming Learning at Individual, Team, and Organizational Levels to Build Belonging in the Workplace

As the modern workplace undergoes rapid transformation, traditional learning approaches are increasingly insufficient in addressing the complexities of a multigenerational workforce. With as many as six generations now coexisting within organisations — from the Silent Generation (1928–1945), Baby Bo...

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Bibliographic Details
Published inInternational Journal of Human Resource Development Practice Policy & Research Vol. 9; no. 1; pp. 53 - 60
Main Author Gordon, Patrice
Format Journal Article
LanguageEnglish
Published Sciendo 01.06.2025
Subjects
Diversity
Inclusion
Leadership
Reverse Mentoring
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ISSN2397-4583
2397-4575
2397-4583
DOI10.2478/ijhrd-2025-0006

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Summary:As the modern workplace undergoes rapid transformation, traditional learning approaches are increasingly insufficient in addressing the complexities of a multigenerational workforce. With as many as six generations now coexisting within organisations — from the Silent Generation (1928–1945), Baby Boomers (1946–1964), Gen X (1965–1980), Millennials (1981–1996), and Gen Z (1997–2012), to the emerging influence of Gen-AI, there is a critical need for innovative learning strategies. Reverse mentoring has emerged as a structured approach to fostering cross-generational and experiential learning, promoting inclusivity, innovation, and adaptability. This paper provides a historical overview of reverse mentoring, examines the predominantly qualitative research conducted in this domain, and presents a comprehensive framework for the effective design and implementation of reverse mentoring programmes within organizational contexts.
ISSN:2397-4583
2397-4575
2397-4583
DOI:10.2478/ijhrd-2025-0006