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

• Published in: International Journal of Human Resource Development Practice Policy & Research Vol. 9; no. 1; pp. 53 - 60
• Main Author: Gordon, Patrice
• Format: Journal Article
• Language: English
• Published: Sciendo 01.06.2025
• Subjects: Diversity; Inclusion; Leadership; Reverse Mentoring
• ISSN: 2397-4583; 2397-4575; 2397-4583
• DOI: 10.2478/ijhrd-2025-0006

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.