Intergenerational Mentoring and Intergenerational Learning: A Scoping Review

• Published in: International Journal of Human Resource Development Practice Policy & Research Vol. 9; no. 1; pp. 19 - 30
• Main Authors: Waight, Judy, Waight, Consuelo
• Format: Journal Article
• Language: English
• Published: Sciendo 01.06.2025
• Subjects: intergenerational learning; intergenerational mentoring; mentoring; relatedness
• ISSN: 2397-4583; 2397-4575; 2397-4583
• DOI: 10.2478/ijhrd-2025-0003

Baby boomers are currently the smallest generation in the workplace, while millennials make up the largest group (36%), followed by Gen X (31%) and Gen Z (18%). The presence of four generations in the workplace suggests that each cohort possesses distinct characteristics, values, and expectations. It is essential for leaders to develop strategies that promote respect, collaboration, and coexistence, effectively bridging the generational gap. Due to limited understanding and research of the impact in this area, this scoping review will explore two strategies aimed at enhancing collaboration and coexistence: intergenerational mentoring (IM) and intergenerational learning (IL). The following three questions guided this study: What is intergenerational mentoring and intergenerational learning? How is intergenerational mentoring and intergenerational learning related and different? What should leaders do to implement intergenerational mentoring and intergenerational learning approaches? The findings indicate that IM is an IL strategy and is a conduit for intergenerational knowledge sharing, collaboration, and cohesion. Intergenerational mentoring involves creating environments where individuals from various generations participate in reciprocal learning, benefiting their organizations, communities, and society as a whole. Intergenerational mentoring acts as a catalyst for understanding, respect, relationships, collaboration, and cohesion across all generations.