Proceedings of 31st International Business Research Conference
27 - 29 July 2015, Ryerson University, Toronto, Canada, ISBN: 978-1-922069-80-1
Understanding and Engaging Millennials as Mentors at the
Workplace
Milena Bobeva, Louise Preget and Deborah Taylor
st
Reverse mentoring (RvM) is a 21 century strategy for organisational learning and development
whereby younger, less experienced employees mentor more senior colleagues. It has gained
increasing popularity in industry, recognising how Millennials distinctive competencies could be
used strategically. Organisational reasons for introducing RvM vary significantly with IT and
social media skills dominating the list of topics. Despite reported benefits and recognised potential
as “a strategic tool in the organizational knowledge creation and transfer process” (Harvey et al,
2009), little formal measurement takes place.
This paper reports on the findings of a study into student and industry views, observations and
experiences of RvM. The research adopts an exploratory, mixed methods approach combining an
online survey, focus groups and industry interviews. The survey conducted at the end of 2014
attracted 144 of the 1500 UK undergraduates who, as part of their studies, spent a year in
industry. Five focus groups with volunteers from the same sample enriched the understanding of
the student aspect. The findings of these student studies were compared via interviews to
organisations currently undertaking RvM in their workplaces.
Results suggest:
 RvM is often informal, although there are a variety of structured organisational processes in
operation.
 Students were keen to work as mentors irrespective of the seniority and/or length of service of
their mentee(s) and despite the informality of the arrangements, students report significant
benefits in terms of improved self-confidence and personal development, relationship building and
skills acquisition such as leadership.
 Benefits to senior staff include seeing the business with fresh eyes and gaining new
knowledge/skills. RvM helps organisations connect staff across different levels and departments
encouraging creativity.
 RvM challenges are related to individual readiness and fit with organisational culture.
The paper concludes with recommendations on how organisations could maximise RvM benefits
and support Millennials for the role as mentors.
Track: Management
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Dr Milena Bobeva, Dr Louise Preget & Deborah Taylor, Faculty of Management Bournemouth University,
United Kingdom. mbobeva@bournemouth.ac.uk