Many workplaces and academic environments feature people from multiple generations. How can you, as a training or learning professional, take advantage of that characteristic when designing mutually beneficial mentorship programs?
Model the Desired Behavior
Reverse mentoring programs are a popular way to bridge generational gaps because they flip the traditional circumstances. In these situations, younger or less experienced parties teach the older or more experienced ones. The idea is that people have lots to teach older generations, even if they have lived fewer years or not worked as long.
However, people who have tried this approach in their workplaces said it’s important for those at the highest levels of the organization to model the behavior they want to see from older generations. That approach sets expectations and demonstrates that participants should take the mentorship opportunities seriously.
Jim Berry, who directs the M.B.A. program at University College London, said the top reason his organization’s reverse mentorship programs failed was a lack of seriousness shown by the senior executives. Berry clarified that most younger participants did take it seriously. However, when CEOs and other top leaders enthusiastically participate in reverse mentoring, that signals to everyone that they should do the same.
Pair People in Similar Roles or Professions
Figuring out the best mentorship pairings isn’t easy, but often, it can be more effective if you can find similarities between the proposed participants. An option that works particularly well for multigenerational mentoring is to help people find common ground through their professions or corporate roles.
Dan Black is the global leader of talent strategy for EY, a professional services firm with an international, multigenerational workforce of hundreds of thousands of people. Black’s reverse mentor counterpart is a talent acquisition strategy lead who is several years younger. However, since both participants have similar roles in talent management, they find chances to share about the state of their work and do so over weekly lunches.
Another advantage of designing a mentorship program this way is that it gives the older parties chances to help younger individuals avoid potential pitfalls that could limit their career growth. Even people who have been in their careers for decades can likely remember how uncertain they felt and how much they wished someone would have told them what to expect and supported them through the challenges.
If both parties do similar work, they can each contribute suggestions to help the other. Suppose someone who has been in their industry for two decades feels overwhelmed by the new tech platforms they must now use. In that case, a younger person who likely grew up much more familiar with technology could give useful advice.
Similarly, the older person could motivate someone navigating an earlier stage of their career. Their guidance could show them what to expect while they progress. Statistics show that 90% of workers with a mentor are satisfied with their jobs. Pairing people based on their roles could facilitate support even if the mentorship program’s overall purpose is broader.
Consider Creating Mentorship Programs Around Shared Interests
Most people think mentoring is primarily for people with career or educational goals. However, as a training professional, you’ve likely seen many examples of how learning knows no boundaries and can happen in virtually any circumstance. Mentoring can occur in places other than university campuses or office buildings, and people can learn through various activities.
One example comes from the Canadian Wildlife Federation, which offers intergenerational gardening programs to help people connect, no matter their age. Eneze Baye-Imerion, the organization’s education manager, said participants work together on conservation issues, forming a sense of community and sharing ideas.
One of the program’s key goals is to encourage people to become more aware of how their actions can affect communities and wildlife. Gardeners learn how native plants provide food sources and shelter for countless species. Some projects involve gardening at schools or in retirement communities, proving people can nurture the love of growing things at any age.
If you want to try a similar strategy but keep it connected to work, consider starting a corporate volunteering program and encouraging people from multiple generations to collaborate through a shared task that gives back. That approach can seem more casual for everyone involved, prompting participants to be more open about their lives and what matters to them.
Multigenerational Mentoring Can Cause Lasting Impacts
People can teach — and learn from others — at any age or career stage. However, since many individuals have not experienced opportunities to interact with others across generations, your position as a training professional can create those chances for them. Use these tips and real-world examples to explore meaningful possibilities within your sphere of influence.
