Project Report on Contemporary Issues

ON

Perception of Junior and Senior Level Employees Towards

Reverse Mentoring

Submitted to:
M.S PATEL INSTITUTE OF MANAGEMENT STUDIES

In partial fulfillment of the requirement of

MASTER OF BUSINESS

ADMINISTRATION (MBA)

BY

NIHAR SHAH (ROLL NO:52)

(MBA - HR) (2017-2019)

M.S. PATEL INSTITUTE OF MANAGEMENT STUDIES

Faculty of Management Studies
The Maharaja Sayajirao University of Baroda
 Declaration
I, Nihar Shah, hereby declare that this report is prepared on the basis of my research topic on
perception of junior and senior level employees towards reverse mentoring as part of
Contemporary Issue subject. I ensure about the authentication of the material and give
assurance that there will not be any misuse of the data. Data used will only be taken for
academic purpose and will not be used for commercial or any other purpose. Views mentioned
in the report are my own and are based on my observation and it may or may not be accepted
by anyone.

Date: Nihar Shah

 Acknowledgement

I sincerely thank Prof. (Dr.) Jayrajsinh D. Jadeja (Dean, Faculty of Management Studies, M.S.
University, Baroda) for giving me this wonderful opportunity of doing research as a part of my
curriculum.

I would like to thank my subject professor Dr. Sunita Sharma (Asst. Professor, Faculty of
Management Studies, M.S.U, Baroda) who gave me guidance and prepared a base and
understanding for the topics. I thank her for their extended support which she showed in
clearing up all my doubts and in giving me a clear vision.

I am thankful to and fortunate enough to get constant encouragement, support and guidance
from my classmates who helped me in successfully completing my project work.
 Index
Table of Content
Sr. No. Particular Page No
1 Introduction 1
2 Literature Review 3
3 Research Methodology 6
4 Data Analysis 8
Finding, Conclusion, Limitation and Future
5 23
Scope of Study
Reference
Annexure

Table of Figures
Figure No. Name Page No.
4.1 Gender 8
4.2 Age Group 8
4.3 Qualification 9
4.4 Sector wise break up of organizations 9
4.5 Designation of respondents 10
4.6 Salary range of respondents 10
4.7 Junior or Senior Executive 11
4.8 Organization has reverse mentoring or not? 11
4.9 Ways of carrying out reverse mentoring 12
Opinion of senior executives to have reverse
4.10 mentoring in their organization. 12
Things that senior executives want to learn
4.11 from juniors. 13
4.12 Comfort level of senior executives. 13
Relationship with direct report w.r.t. gain
4.13 knowledge 14
Topics other than ‘Technological
4.14 Competencies’ 14
4.15 Hesitation in asking for help 15
4.16 Cycle of reverse mentoring 15
4.17 Possible barriers of reverse mentoring 16
4.18 Opinion of juniors about reverse mentoring 17
4.19 Mentoring Supervisors 17
4.20 Topics that need to be reverse mentored. 18
 4.21 Relationship with supervisors 18
4.22 Reverse mentoring cycle 18
4.23 Topics apart from technological competencies 19
4.24 Comfort level for mentoring seniors 20
4.25 Involvement of junior executives 21
4.26 Unexploited competency 21
4.27 Possible barriers generated 22

Table of Tables
Table No Name Page No.
4.1 Gender of respondents 8
4.2 Age Group 8
4.3 Sector wise organizational breakup 9

4.4 Salary Range of respondents 10

4.5 Employees bifurcation 11

4.6 Organizations having reverse mentoring 11

Would employees like to have reverse

4.7 12
mentoring?

4.8 Hesitation in asking for help 15

Would Juniors like to have reverse

4.9 17
mentoring?

4.10 Have juniors ever mentored seniors? 17

4.11 Reverse mentoring cycle 18

Involvement of junior executives in key

4.12 21
decisions
 Abstract
In this knowledge based economy, sharing of information has become need of the hour. Every
existing organizations must aim to best utilize its available knowledge base to its advantage.
Over the period of time mentoring has proven to be an effective tool of workforce development.
Traditional perception of mentoring involves a senior executive mentoring his junior peer,
sharing experience and knowledge that he has. But in case of reverse mentoring junior
employee teaches his seniors some new tricks. Millennials have grown up with technology
while, for seniors the concept is new. Reverse mentoring is an innovative way to nurture cross-
generational relationship. Reverse mentoring is done by pairing a younger, junior executive
who acts as a mentor, with an experienced senior colleague who in this case acts as a mentee
to share his expertise. The only purpose of this concept is knowledge sharing where senior
executives get to enhance their updated subject’s knowledge or technological expertise and
also generational perspective. This study is conducted to know about perception of junior and
senior executives towards reverse mentoring. It is a primary study. To get the data, a
questionnaire was prepared, in which 54 employees that includes junior and senior executives
from different organizations had participated. Based on their responses analysis was done.
Analysis is followed by findings and conclusion. Limitations and future scope of this study is
also discussed.

Keywords: Mentoring, Reverse Mentoring, Millennials, Generations X

1. Introduction
A younger or less experienced Executive helps a more senior manager gain insight into areas,
such as computers and changing IT technology, changing mind-sets & expectations of the
younger generation, new business concepts, thinking out of the box etc. (Bangari,2007).
Reverse mentoring turns the traditional senior-to-junior relationship on its head. Instead of a
more senior person, by age, position or experience, mentoring a junior, reverse mentoring
places the more junior person as the mentor (Mukherjee, 2010)
If mentoring is top to bottom approach, it is just the reverse for reverse mentoring. (Vyas,
Ruchi, 2006). Reverse mentoring is a career development practice that helps businesses mine
certain insights or information of the less experienced, often younger employees for senior
executives. (Rouse, Margaret, 2015)
Reverse mentoring refers to an initiative in which older executives are paired with and
mentored by younger employees on topics such as technology, social media and current trends.
In the school trade or alternative businesses that believe heavily on technology, reverse-
mentoring is seen as a way to bring older employees up to speed in areas that are
often use to 20-something workers, whose lives have been more deeply integrated with
computers and the Web.
“The biggest challenge between generations X and Y, is that X needs to manage Y, and Y
needs to adapt to X. And Reverse Mentoring does exactly that, It’s a bridge builder between
our generations” (Lie, Magnus, n.d.).
“Its a situation where the old fogies in an organization realize that by the time you're in your
forties and fifties, you're not in touch with the future the same way the young twenty-
something's. They come with fresh eyes, open minds, and instant links to the technology of our
future" (Webber, n.d.).
Traditionally organisations use mentoring for development of career path and performance
improvement for junior employees. It is usually the onus of a senior, older and experienced
executive to mentor a junior employee. (Morris, 2017).
The challenges that organisations are facing from rapid technological changes and the need to
keep up with the changes to remain competitive has flipped the traditional mentoring approach.
(Casey, 2017).
There is a realisation within organisations that, most senior executives or employees lack the
necessary information technology and social media application knowledge and skills. (Murphy,
2012, Deshwal, 2015).

1
The whole idea is to reverse the conventional thinking. Here older workers are getting
benefitted from having a younger mentor. This concept was introduced in late 1990s. Former
General Electrics CEO- Jack Welch was attracted towards this idea. It was indeed a fresh way
of thinking.
In most of the cases, reverse mentoring seems all about focus on technology, social media,
productive use of Internet etc. but in some cases it is also about senior employees adopting
something of their younger mentor’s attitude and approach. A part of the learning process is
also about admitting that the seniors need help.
The one important component of the reverse mentoring is that what the senior can offer to his
young mentor. A successful relationship should be two ways.

2
2. Literature Review

 Deshwal, Parul (2015) stated that organizations are operating in a knowledge economy and
knowledge sharing is becoming a necessity. Organizations always aim to utilize its available
resources in the most optimised way. Mentoring has proven its worth time and time again
and it has emerged as a effective tool for any organization to develop their workforce.
Traditional way is that senior executives shares their knowledge and experience with the
junior employees but reverse mentoring focuses on junior executives showing some new
tricks to experienced executives. It is an innovative way to flourish effective cross
generational relationship, in which a younger, junior employees is paired with the senior
and experienced executive to share his expertise. The only purpose is to transfer the updated
subject or technological expertise and generational perspective.
 Chandrasekar (2015) in his study stated that mentoring is a greater way to serve people to
help them in advancing in their respective career-paths. It is an influential tool that
empowers people. People experience mentoring in different phases of their life e.g. career,
decision making, higher studies etc. It’s a two way process always. For mentor, it gives job
satisfaction and more involvement in the job and for the mentee he feels valuable, also there
is transfer of knowledge and skills.
 Greengard, Samuel (2002) concluded that rganizations have always viewed Mentoring as a
tool of sharing knowledge within the organization. As a result they have designed many
formal and informal mentoring programs to increase their competitive firepower.
Technological advancement has presented a tough situation for enterprises. Young and entry
level workers have more technological knowledge than their managers. So, many
organization are shifting into reverse. Reverse mentoring provide substantial benefit to an
organization. Executives have also begun to realize that knowledge is a one way street and
it’s in best interest of everyone to share expertise.
 Dhanapalan, Murlidharan (2018) found in his study that when good leaders act as mentors,
their mentees learn few good things and develop new skills under him. The organization
that promote good mentoring culture and environment tends to attract talent which prefer to
learn by the day, innovate and grow in the rungs. Reverse mentoring is still more in theories
than practice. CEO of CE, Jack Welch himself learnt technology application, Internet etc.
through reverse mentoring, and the event was marked as the beginning to transformation of
GE as a technology driven organization. It’s a wrong notion that reverse mentoring can only
be used for the technological skills. Nothing can be far from the reach of ‘reverse

3
 mentoring’. It is the most vital thing that to make ‘reverse mentoring’ work, senior line
management, HR function and even the board must be intervening to integrate ‘reverse
mentoring’ in the overall scheme of things.
 Basu, Sreeradha (2017) found in her study that organizations have now begin to ensure that
generation Y has its say in decisions that shapes company’s future. Millennials are going to
make half of the workforce by 2020. Giants in their respective fields are now championing
‘reverse mentoring’. They getting the young employees to mentor even the senior leadership
on technology and use of social media. ‘Reverse Mentoring’ has double benefit. Seniors
stays updated about the current trends while other employees feel more connected as they
are contributing to the empowerment of the company. There is nothing unusual in reverse
mentoring in an era where grandchildren teaches new tech to their grandparents. Younger
generation may not have the professional experience but their understanding and knowledge
about media and technology is commendable.
 Knowlton, Nancy (2008) has stated in her study that relationships between a student and a
teacher or the way they are been addressed is making a change. Students are now being
addressed as Technology Natives and Teachers are called technology immigrants. It means
that the teachers are often new to technology. Most of them have just learned to use emails
and Internet. Students on the other hand have grown up in the world rich with technology.
They have been using technological tools as if they are riding bicycle. Reverse mentoring
in this scenario can be proven helpful in an era where various technological tools are
introduced in Teaching and Learning.
 Crosby, Jackie (2016) found that in today’s multigenerational workforce mentorship is
flipping on its head. ‘Reverse Mentoring is taking place as baby boomers are seeking help
of the millennials in understanding fast changing marketplace. Boomers bosses also want to
hang on with these younger generations as their idea of work-life balance and loyalty don’t
match up with their own. Reverse Mentoring concept has been there in some of the Fortune
500 companies but is slow to gain momentum. Baby boomers have grown in hierarchical
structure of workplace, where millennials have been in contact of social media where
everyone is on equal footing. The major difference between generations is that baby
boomers have always been comfortable in giving advised, and they always have been
consulted with every little aspect. On the other hand Millennials have always been
counsellors at home and when they enter workforce, they are never asked for their opinion.
This is disengaging the generation.

4
 Murphy, Wendy (2012) in his study stated that reverse mentoring is a tool to facilitate
learning and build cross-generational relationship. The process involves a junior employees
(mentor) pairing up with the senior one (mentee) sharing his expertise with the mentee. Sole
purpose is knowledge sharing and mentees focus on learning from the updated subject and
technological knowledge of the mentor. Leadership of mentor is emphasized. In Mentoring
Literature, Reverse Mentoring is termed as an alternative of Mentoring with unique
characteristics and support functions exchanged which distinguishes it from other
developmental tools.

5
3. Research Methodology
Research Objectives
This study has the objectives of
 To know whether the organizations have started to adopt reverse mentoring
programme.
 To analyse needs and desires of different generations within the organization for
learning or enhancing technological or any other competencies.
 To identify attitude of executives at junior level (Millennials) and senior level (Older
than Millennials/Generation X) towards reverse mentoring.

Problem of the study

In the last decade technology has grown exponentially and that has created a huge gap in
technological competence between Millennials (born between early 80’s and late 90’s), those
who have lived in technological era and previous generations, Generation X (born between
60’s and 80’s) and Baby Boomers (born between 1946 and 1964). This situation has created
an imbalance between these generations and has resulted in lack of appropriate skills and
competence within the organizations. For this reason people have started considering reverse
mentoring, a remedy to this situation in which junior executive guides and shares knowledge
with his senior and experienced executive of new technologies, social media, changing trends,
new theories etc. That because Millennials have grown up during the technological revolution
and became tech savvy soon. Hence the problem of the study is “What is the attitude of Junior
(Millennials) employees and Senior (Gen X, Gen Y) executives towards reverse mentoring?”

Rationale
The concept of reverse mentoring was introduced in late 1990’s. Jack Welch, CEO of GE had
learned technology through this process only. Many Fortune 500 companies have also
implemented this workforce development tool. But the progress has been sluggish. This makes
it necessary to know the thinking of different organizations and opinions of its workforce.
Analysis of which can help to create balance between two generations, as a result they can
work for growth and betterment of the organization.

Research Methodology

Target Population
The study is being conducted on employees of organizations of Gujarat.

6
Data Source
This study is based on primary data. Primary data was collected through preparing a
questionnaire comprising of questions for both junior and senior level executives separately.
Google form was spread across appropriate social media platforms.

Secondary data was collected from different websites, journals etc.

Sample Size
Total of 54 samples were chosen to conduct the study on

Sampling Method
Snowball sampling is used for getting appropriate samples.

Research Instrument
Questionnaire is used as research tool for this study.

Research Design
The research design of this study considering its objectives, is descriptive in nature.

7
4. Data Analysis and Interpretation

Demographic analysis of respondents

Gender

Male 36
Female 18
33% Total 54
Male
Female
Table 4.1 Gender of respondents
67%

Figure 4.1 Gender of respondents

Figure 3.1 shows total number of response received during the study on which the analysis has
been done. Total 54 responses were recorded out of which 36 (67%) were male and rest 18
(33%) were female respondents.

Age group of respondents

Below 30 32
30-40 7
28%
Below 30 Above 40 15
30-40
59% Above 40
Table 4.2 Age Group
13%

Figure 4.2 Age Group

Figure 3.2 gives information about the age group of respondents. Out of 54 respondents, 32
(59%) were of age below 30 years. 7 (13%) were having their age between 30 to 40 years. And
15 (28%) people were of above 40 years of age.

8
Qualification of Respondents

Professional Diploma 1 (1.9%)

Post Graduate 29 (53.7%)

Graduate 25 (53.7%)

Under Graduate 0 (0.0%)

0 5 10 15 20 25 30 35
Under Graduate Graduate Post Graduate Professional Diploma
Frequency 0 25 29 1

Figure 4.3 Qualification

Figure 3.3 shows how qualified the respondents were. 29 (53.7%) had post graduate degree.
25 (46.3%) were graduate. None of the respondents were under graduates. Each and every
respondents here were having minimum of bachelor’s degree in any respective field or
specialization. Out of 54 respondents only 1 (1.9%) had done professional diploma.

Sector wise break up of organizations, respondents working in

Private sector 42
Public Sector 12
22%

Private sector Table 4.3 Sector wise

Public Sector organizational breakup
78%

Figure 4.4 Sector wise break up of organizations.

Figure 3.4 shows the breakup of organizations sector wise, respondents were working in. Out
of 54 responses, 42 (78%) of responses were received from those respondents who were
working in a private sector company and rest 12 (22%) respondents were in any public sector
organization.

9
Designation

30
24 (44%)
25
20 (37%)
20

15
10 (19%)
10

0
HR Technical Non-Tehchnical
Frequency 10 24 20

Figure 4.5 Designation of respondents

Here the designation of respondents is bifurcated in three categories. First is HR (HR

Generalist, HR Executive, Head HR etc.). 10 (19%) of 54 respondents were of HR background.
Second category is Technical (Research Assistant, Software Engineer, Java Developer, Doctor
etc.). 24 (44%) were having technical designation. Third is Non-technical (Owner, Store
Manager, Site in charge, Principal, Branch Manager etc.). 20 (37%) respondents were on non-
technical posts.

Salary Range of respondents (per month)

Below ₹ 30,000 23
₹ 30,000 - ₹ 45,000 13
24% ₹ 45,000 - ₹ 60,000 5
Below ₹ 30,000
43% ₹ 30,000 - ₹ 45,000 Above ₹ 60,000 13
9% ₹ 45,000 - ₹ 60,000
Above ₹ 60,000 Table 3.4 Salary Range of
24% respondents

Figure 4.6 Salary range of respondents

Figure 3.5 describes the earning range of respondents. Out of 54, 23 (43%) earned below ₹
30,000. 13 (24%) had their salary ranged between ₹ 30,000 to ₹ 45,000. Just 5 (9%) respondents
earned between ₹ 45,000 to ₹ 60,000. And 13 (24%) were having their salaries above ₹ 60,000.

10
Junior or Senior Executive?

Junior Executive 32

Junior Executive
Senior
22
41% Executive/Supervisor/Manager

Senior Table 4.5 Employees bifurcation

59% Executive/Supervisor
/Manager

Figure 4.7 Junior or Senior Executive

Figure 3.6 shows that out of 54 respondents 32 (59%) respondents were junior executives and
rest 22 (41%) were senior level executives/supervisors/managers.

Analysis of responses from senior executives/supervisors/managers

Does your organization has ‘Reverse Mentoring’ programme?

Yes 5
No 17
23%
Total 22
Yes
No
Table 4.6 Organizations having
reverse mentoring
77%

Figure 4.8 Organization has reverse mentoring or not?

22 respondents out of 54 were senior executives/supervisors/managers. When asked about

whether their respective organization has reverse mentoring programme, 17 (77%) of them
denied of the fact and 5 (23%) said that they were having the reverse mentoring programme in
their respective organization.

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How is it carried out?

online idea sharing 1 (20%)

One to one meetings between juniors and

3 (60%)
supervisors?

Daily excahnge of ideas 3 (60%)

Discussion during company meetings 3 (60%)

0 0.5 1 1.5 2 2.5 3 3.5

One to one meetings

Discussion during
Daily excahnge of ideas between juniors and online idea sharing
company meetings
supervisors?
Frequency 3 3 3 1

Figure 4.9 Ways of carrying out reverse mentoring

Figure 3.16 shows that how the reverse mentoring is carried out in the organization in which it
is already implemented. 1(20%) out of 5 senior executive said that they conduct their reverse
mentoring programme by sharing ideas online. Where 3(60%) each seniors indicated that
various methods by which reverse mentoring is conducted in their organization is ‘one to one
meetings between juniors and seniors’, ‘daily exchange of ideas’, and ‘discussion during
company meetings’.

Would you like to have it in your organization?

0% Yes 17
No 0
May be 0
Yes
Total 17
No
May be
Table 4.7 Would employees like to have
100% reverse mentoring?

Figure 4.10 Opinion of senior executives to have reverse mentoring in their organization.

Those 17 respondents who didn’t have reverse mentoring programme in their organizations,
when asked, all of them agreed that they would like to have it in their organization as well.

12
What would you like to learn/have learnt from your direct reports/junior executives?

New tools and new theories/current trends 13 (59.09%)

Use of social media 10 (45.45%)

Use of new technology in conventional work 17 (77.27%)

Other 1 (4.5%)

0 2 4 6 8 10 12 14 16 18

Use of new technology New tools and new

Other Use of social media
in conventional work theories/current trends
Frequency 1 17 10 13

Figure 4.11 Things that senior executives want to learn from juniors.

Figure 3.9 shows what senior executives would like to be mentored on by their juniors. Out of
22 respondents 13 (59.09%) respondents were interested in learning new tools and new
theories/current trends. 10 (45.45%) were interested in improving skills regarding use of social
media for business purpose and 17 (77.27%) were willing to learn how to use new technology
in conventional work. One respondent here didn’t want to learn any technical aspects from
reverse mentoring.

Rate your comfort level of you being mentored by a more junior employee than you?

10 9 (40.90%)
9 8 (36.36%)
8
7
6
5 4 (18.18%)
4
3
2 1 (4.5%)
1 0 (0.0%)
0
1 2 3 4 5
Frequency 0 1 4 8 9

Figure 4.12 Comfort level of senior executives.

The question was asked to seniors to rate (1 to 5) their comfort level on being mentored by a
junior employee or a subordinate. Here 1 was termed as least comfortable and 5 was
most/highest. One senior said that he wasn’t much comfortable in reverse mentoring. 4

13
(18.18%) said that their comfort level would be average and 17 (77.26) revealed that they were
comfortable of having reverse mentoring.

How you evaluate your relationship with direct reports with respect to gain knowledge
through mentorship?

12
10 (45.45%)
10
8 7 (31.81%)
6
4 (18.18%)
4
2 1 (4.5%)
0
0
1 2 3 4 5
Frequency 0 1 4 7 10

Figure 4.13 Relationship with direct report w.r.t. gain knowledge

On being asked to rate (1 to 5, 1 is the least and 5 being highest) to seniors how their relationship
is with juniors in terms of gaining knowledge through reverse mentoring, 1 (4.5%) out of 22
said that he was not good in gaining knowledge from a junior level employee. 4(18.18%) said
that they were average in this thing. And 17 (77.27%) out of 22 senior executives revealed that
they had pretty good relationship with their direct reports in terms of gaining knowledge
through mentorship.

What are the topics other than 'Technological Competencies', you think you need to be
mentored by your juniors?

Knoeledge Sharing 9 (41%)

Workforce Divesity 12 (54.5%)

Work-Life Balance 12 (54.5%)

Leadership Development 3 (13.6%)

Other 3 (13.6%)

0 2 4 6 8 10 12 14

Leadership Workforce
Other Work-Life Balance Knoeledge Sharing
Development Divesity
Frequency 3 3 12 12 9

Figure 4.14 Topics other than ‘Technological Competencies

14
Figure 3.12 shows the topics other than technological competencies that seniors would like to
explore from juniors. Out of 22, 9 (41%) supervisors would prefer to explore knowledge
sharing from the juniors. 12 (54.5%) each would like to know the thought process of youngsters
in area of workforce diversity and work-life balance. Leadership development was another
topic in which 3 (13.6%) seniors were interested. 3 (13.6%) seniors were those who were only
interested to learn technological competencies and nothing else.

Do you hesitate asking for help for your work to your direct reports/junior executives?

Yes 6

18% No 12
27%
Yes Maybe 4
No Total 22
Maybe
55%
Table 4.8 Hesitation in asking for help

Figure 4.15 Hesitation in asking for help

Figure 3.13 shows how many of the senior executives feel hesitation while asking for help to
any sub ordinate. On being asked the question, 12 (55%) of senior respondents said that they
don’t feel hesitated while asking for help to their subordinate, while 6 (27%) seniors said that
they do hesitate in asking for help and 4 (18%) said that they might hesitate.

How often do you think, you need to be reverse mentored to develop the intended
competencies?

As and when required 15 (68.18%)

Once a month 2 (9.09%)

Twice a week 2 (9.09%)

Once a week 2 (9.09%)

Daily 1 (4.5%)

0 2 4 6 8 10 12 14 16
As and when
Daily Once a week Twice a week Once a month
required
Frequency 1 2 2 2 15

Figure 4.16 Cycle of reverse mentoring

15
Figure 3.14 describes when and how often senior executives need reverse mentoring to gain
the intended competency. 15 (68.18%) out of 22 seniors thought that they need reverse
mentoring as and when required. 2 (9.09%) each said that they should be mentored once a
month, twice a week and once a week respectively. 1 (4.5%) out of 22 said that he needed
reverse mentoring on daily basis to gain the appropriate skills and gain the intended
competencies.

What are the possible barriers can be generated by a reverse mentoring programme?

Inferiority Complex 14 (63.63%)

Personal Relationships 8 36.36%)

Power Distance 14 (63.63%)

Busy work schedule of supervisors/managers 6 (27.27%)

0 2 4 6 8 10 12 14 16

Busy work schedule of

Power Distance Personal Relationships Inferiority Complex
supervisors/managers
Frequency 6 14 8 14

Figure 4.17 Possible barriers of reverse mentoring

When the question was asked, according to seniors what possible barriers can be generated by
reverse mentoring, 14 (63.63%) out of 22 believed that inferiority complex and power distance
are the two possible barriers that can be generated. 8 (36.36%) seniors said that personal
relationship is affected by having reverse mentoring in an organization and 6 (27.27%) out of
22 though that managers or supervisors might face busy work schedule due to implementation
of reverse mentoring.

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Responses of Junior Executives

Would you like to have Reverse Mentoring programme in your organization?

3% 3%
Yes 30
Yes
No 1
There is already a formal
No reverse mentoring in my 1
organization
Total 32
There is already a
formal reverse
94% mentoring in my Table 4.9 Would Juniors like to
organization have reverse mentoring?

Figure 4.18 Opinion of juniors about reverse mentoring

Figures 3.17 shows the answer of the question that would a junior executive like to have reverse
mentoring programme in his organization. 30 (94%) out of 32 junior executives said that they
would like to have reverse mentoring programme in their organization. 1 (3%) said that he
wouldn’t like this idea to be implemented and 1 (3%) said that there is already reverse
mentoring programme implemented in his organization.

Have you ever mentored your Supervisor/Senior colleague/Senior Executive?

Yes 8
No 24
25%
Total 32
Yes
No
Table 4.10 Have juniors ever mentored
75% seniors?

Figure 4.19 Mentoring Supervisors

Figure tells how many junior executive have mentored their supervisors in one way or another.
Out of 32, 24 (75%) junior executives have mentored their seniors and rest 8 (25%) have not.

17
What are the main topics you have mentored/you would like to mentor your
Supervisor/Senior colleague/Senior Executive?

New tools and new theories/current trends 12 (37.5%)

Use of social media 14 (43.75)

Use of new technology in conventional work 20 (62.5%)

Other 6 (18.75%)

0 5 10 15 20 25

Use of new technology New tools and new

Other Use of social media
in conventional work theories/current trends
Frequency 6 20 14 12

Figure 4.20 Topics that need to be reverse mentored.

The question was asked, what are the topics that juniors think, their seniors need to be mentored
by them. To that, out of 32, 20 (62.5%) juniors thought that seniors need to be reverse mentored
in using new technology in conventional work. 12 (37.5%) said that their seniors should learn
new tool and new theories/current trends from them. While 14 (43.75%) revealed that their
superiors needed mentoring in using social media for business purpose from them. And 6
(18.75%) of them thought that their supervisors didn’t need mentoring in any technological
skill enhancement.

How you evaluate your relationship with your supervisor?

16 15 (46.87%)
14
12 (37.5%)
12
10
8
6
4 (12.5%)
4
2 1 (3.12%)
0 (0.0%)
0
1 2 3 4 5
Frequency 1 0 4 15 12

Figure 4.21 Relationship with supervisors

18
When the question was asked to juniors to evaluate (1 to 5, where 1 is the lowest and 5 being
highest) their relationship with their seniors. 1(3.12%) out of 32 rated his relationship with his
supervisor very poor. 4 (12.5%) said that they had average relationship with their supervisor.
27 (84.4%) out of 32 rated their relationship very decent with their supervisor.

According to you how often your Supervisor/Senior Colleague/Senior Executive needs

reverse mentoring?

0% Daily 0
0% Daily
10% Once a week 3
9% Once a week Twice a week 0
Once a month 3
Twice a week
As and when required 26
81%
Once a month Total 32

Table 4.11 Reverse mentoring cycle

Figure 4.22 Reverse mentoring cycle

Figure 3.21 tells that according to juniors how often their supervisors need reverse mentoring
to develop the intended competency and skill. 26 (81%) out of 32 said that their seniors needed
reverse mentoring as and when required. 3 (10%) each thought that their seniors should be
mentored once a week and once a month respectively.

According to you, apart from technological competencies, in which topics your

Supervisor/Senior Colleague/Senior Executive needs reverse mentoring?

Daily Work 5 (15.62%)

Work-Life Balance 3 (9.37%)
Skills and Competencies enhancement 14 (43.75%)
Workforce Divesity 9 (28.12%)
Knowledge Sharing 17 (53.12%)
Leadership skills 15 (46.87%)
Other 1 (3.12%)

0 2 4 6 8 10 12 14 16 18

Skills and
Leadership Knowledge Workforce Work-Life
Other Competencies Daily Work
skills Sharing Divesity Balance
enhancement
Frequency 1 15 17 9 14 3 5

Figure 4.23 Topics apart from technological competencies

19
Juniors’ perception was asked, that what topics other than technological competencies
according to them, their seniors need to be mentored by them. 17 (53.12%) out of 32 said that
knowledge sharing is the topic where seniors need reverse mentoring. 15 (46.87%) juniors said
that seniors should learn leadership styles from them. 14 (43.75%) said that seniors must learn
from junior executives how to enhance skills and develop new competencies. 9 (28.12%) said
that seniors should be mentored on workforce diversity by them. Daily work was the option
chosen by 5 (15.62%). And 3 (9.37%) voted for work-life balance. One of them thought that
seniors should only be mentored in technological topics.

What is your comfort level on mentoring your Supervisor/Senior Colleague/Senior

Executive?

14 13 (40.62%)

12 11 (34.37%)

10

8 7 (21.87%)

2 1 (3.12%)
0 (0.0%)
0
1 2 3 4 5
Frequency 1 0 7 13 11

Figure 4.24 Comfort level for mentoring seniors

Juniors were asked to rate their comfort level in 1 to 5, where 1 is the lowest and 5 being
highest, ,on mentoring their seniors. One of the junior employee said that he didn’t feel
comfortable at all. 7 (21.87%) said that they were average when it comes to comfort level. 24
(75%) out of 32 voted that they were very much comfortable in mentoring their superiors in
various subjects or topics.

20
How deeply do you feel involved in the decision making process of your
Supervisor/Senior colleague/Senior Executive?

3% Not at all 1

12% Little Involved 13

Sufficiently
Not at all
Involved 14
41% Little Involved
Sufficiently Involved Very Much
Very Much Involved Involved 4
44%
Total 32
Table 4.12 Involvement of
junior executives in key
decisions

Figure 4.25 Involvement of junior executives

Figure 3.24 tells how much the senior executives involve a junior executive in important
decision making of the organization. One of them felt that he was not at all involved in decision
making process. 13 (41%) said that they are little involved in decision making. 14 (44%) out
of 32 thought they were sufficiently involved. And 4 (12%) said that they were very much
involved.

Do you think you have a particular competence unexploited by your company?

There isn't 8 (25%)

Creativity 12 (37.5%)

Technical skills used in your past work 10 (31.25%)

Networking Skills 12 (37.5%)

Technological Skills 3 (9.37%)

0 2 4 6 8 10 12 14
Technical skills
Technological Skills Networking Skills used in your past Creativity There isn't
work
Frequency 3 12 10 12 8

Figure 4.26 Unexploited competency

The question was asked, whether junior executives think that their company haven’t exploited
all of their competencies or not, and if yes then what is it. Only 8 (25%) out of 32 junior

21
executives thought that there wasn’t any unexploited competency of his in the current
organization. 12 (37.5%) each stated that their creativity and networking skills respectively
were unexploited. 10 (31.25%) juniors said that the technical expertise of past job experience
is unexploited, where only 3 (9.37%) thought that they could do much better in technological
field in their organization but they were not getting the chance to do so.

What are the possible barriers that could be generated by a reverse mentoring
programme?

Inferiority Complex 18 (56.25%)

Personal Relationship 18 (56.25%)

Power Distance 18 (56.25%)

Busy Work Schedule of Supervisor/Managers 6 (18.75%)

0 2 4 6 8 10 12 14 16 18 20

Busy Work Schedule of

Power Distance Personal Relationship Inferiority Complex
Supervisor/Managers
Frequency 6 18 18 18

4.27 Possible barriers generated

Perception of juniors was asked on possible barriers that can be generated by reverse
mentoring. 18 (56.25%) each identified that inferiority complex, personal relationship and
power distance respectively are the possible barriers, while 6 (18.75%) juniors said that
supervisor/managers might get busy schedule due to implementation of reverse mentoring
programme.

22
5. Findings
Analysing the data it gets clear that the growth of adoption of reverse mentoring programme
organizations of in India is slow, but majority of employees from the organizations which have
not implemented the concept yet, would definitely like to implement it in their respective
companies.
Majority of the senior level employees possess decent relationship with their juniors and are
comfortable on being mentored by them. While majority of junior level executives are also
comfortable in mentoring their seniors.
Both junior and senior level agree that seniors need to be mentored only when required and not
at regular time period.
Possible barriers that can be generated through reverse mentoring according to majority are
inferiority complex, power distance and personal relationship.

For Senior Executives/Supervisors/Managers

Most senior level executives would like to learn how to use of new technology in conventional
work and stay updated about new tools or new theories and current trends from junior level
executives.
Apart from technological competencies, seniors would also like to know new generation’s
perspective about work-life balance and workforce diversity.

For Junior level executives

Majority of junior level executives think that seniors need to learn use of new technology in
conventional work.
Apart from technological aspect majority juniors think that knowledge sharing is what seniors
should consider learning from them.

Conclusion
Reverse mentoring programme primarily aims to enhance technological competencies and to
introduce new perspectives of Millennials to Generation X. The concept can only be successful
if barriers of status, power and position are dissolved. Organizations have started adopting
reverse mentoring slowly and gradually. To get best output, goals of the programme must be
clear. Mentees also need to be trained for role reversal. If it is not handles with care, it can have
adverse effect on the work environment as well. Reverse mentoring is AN innovative tool for
organizations wanting to foster cross people learning and to develop their current and
future leaders.

23
Limitations and Future scope of study
The research done here is in general means that perception of junior and senior level executives
is considered from organizations of Gujarat. Any particular industry is not focused. The
dimensions considered may be limited or may be dissimilar according to the type of the firm.
Similar study can be conducted industry wise or in different area as well.

24
References
Bibliography

 Deshwal, D. P. (2015). Creating A New Mindset: Reverse Mentoring. International Journal of

Scientific Research and Management, 3(10), 3620-3625.
 Dr.K.Chandrasekar et al. (2015), “Mentoring in Indian Scenario,” Indian Journal of Applied
Research, Volume: 5 | Issue: 4 | April 2015 | ISSN - 2249-555X.
 Knowlton, Nancy (2008) “Getting students fully involved – Reverse Mentoring” Malaysian
Business
 Murphy, Wendy (2012) “Reverse Mentoring At Work: Fostering Crossgenerational Learning
And Developing Millennial Leaders”. Human Resource Management, 51(4), 549-574

Webliography

 Greengard, Samuel (2002). “Moving Forward with Reverse Mentoring.” Workforce

https://www.questia.com/magazine/1P3-110436448/moving-forward-with-reverse-
mentoring site accessed on 04/02/2019
 Dhanapalan, Muralidharan (2018), “Reverse Mentoring - A Vital Employee Engagement and a
Great Employer Branding Tool” https://www.hrheadquarters.ie/opinion/reverse-mentoring-
a-vital-employee-engagement-and-a-great-employer-branding-tool/ site accessed on
04/02/2019
 Basu, Sreeradha (2017) “To tap into Gen Y ideas, leaders become mentees” The Economic
Times https://economictimes.indiatimes.com/jobs/to-tap-into-gen-y-ideas-leaders-become-
mentees/articleshow/58582916.cms Site accessed on 04/02/2019

 Crosby, Jackie (2016) “Companies turning to ‘reverse mentoring’ to tap millennials’

knowledge” Hamilton Spectre https://www.thespec.com/news-story/6826987-companies-
turning-to-reverse-mentoring-to-tap-millennials-knowledge/ site accessed on 04/02/2019

 Lie, Magnus (n.d.) https://news.microsoft.com/europe/features/reverse-mentoring-how-

millennials-are becoming-the-new-mentors/ Site accessed on: 07:28 , 29/01/2016
 Webber, Alan (n.d.) https://www.forbes.com/sites/work-in-progress/2011/01/03/reverse-
mentoring-what-is-it-and-why-is-it-beneficial/#352736f721cc Site accessed on 29/01/2019.
 Morris (2017)
https://www.researchgate.net/publication/321588583_REVERSE_MENTORING_Reason_Chi
vaka Site accessed on 20/02/2019
 Casey (2017)
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vaka Site Accessed on 0202/2019
 Murphy (2012), Deshwal (2015)
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vaka Site Accessed on 0202/2019
 Bangari, Asha (2007) https://www.citehr.com/46259-reverse-mentoring-latest-concepts-
young-person.html Site accessed on : 06:55 , 29/01/2019
 Mukherjee, Writankar (2010) https://www.citehr.com/attachments/98101-building-
investors-pool-leadership-transition-reverse-mentoring-reverse-mentoring-through-mentee-
mentor.pdf Site accessed on : 07:03 , 19/01/2019
 Vyas, Ruchi (2006) https://www.citehr.com/17395-reverse-mentoring-campus-
recruitment.html Site accessed on : 07:07 , 29/01/2019
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 https://www.techopedia.com/definition/28107/reverse-mentoring Site accessed on : 07:15 ,
29/01/2019)
4/2/2019 Reverse Mentoring

Reverse Mentoring
Reverse Mentoring means older employees are mentored on topics such as technology, use of
social media, current trends etc. by younger employees.This survey is to know the opinions of
employees of different organizations towards 'Reverse Mentoring'.

* Required

1. Name

2. Gender *
Mark only one oval.

Female
Male
Other

3. Age *
(Age in years)
Mark only one oval.

Below 30
30 - 40
Above 40

4. Qualification *
Check all that apply.

Under Graduate
Graduates
Post Graduate
Professional Diploma

Other:

5. Which organization you are currently working in? *

Mark only one oval.

Public Sector
Private Sector

Other:

6. Designation *

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4/2/2019 Reverse Mentoring

7. Your Salary ranges in? *

(Per Month)
Mark only one oval.

Below ₹ 30,000
₹ 30,000 - ₹ 45,000
₹ 45,000 - ₹ 60,000
Above ₹ 60,000

8. Are you a *
Mark only one oval.

Supervisor/Senior Executive? Skip to question 9.

Junior Executive? Skip to question 26.

Supervisor/Senior Colleague/Senior Executive

9. Does your organization has 'Reverse Mentoring' programme? *
Mark only one oval.

Yes Skip to question 18.

No Skip to question 10.

10. Would you like to have it in your organization? *

Mark only one oval.

Yes
No
Maybe

11. What would you like to learn from your direct reports/junior executives? *
Check all that apply.

Use of new technology in conventional work

Use of social media
New tools and new theories/current trends

Other:

12. Rate your comfort level of you being mentored by a more junior employee than you? *
Mark only one oval.

1 2 3 4 5

Lowest Highest

13. How you evaluate your relationship with direct reports with respect to gain knowledge
through mentorship? *
Mark only one oval.

1 2 3 4 5

Lowest Highest

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4/2/2019 Reverse Mentoring

14. What are the topics other than 'Technological Comepetencies', you think you need to be
mentored by your juniors? *
Check all that apply.

Leadership Development
Work-Life Balance
Workforce Diversity
Knowledgeg Sharing
None

Other:

15. Do you hesitate asking for help for your work to your direct reports/junior executives? *
Mark only one oval.

Yes
No
Maybe

16. How often do you think, you need to be reverse mentored to develop the intented
competencies? *
Check all that apply.

Daily
Twice a week
Once a Week
Once a month
As and when required

Other:

17. What are the possible barriers can be generated by a reverse mentoring programme? *
Check all that apply.

Busy work schedules of supervisors/managers/executives?

Power Distance
Personal Relationships
Inferiority Complex

Other:

Stop filling out this form.

18. How is it carried out? *

Check all that apply.

Discussion during company meetings

Daily exchane of ideas
One to one meeting between junior and supervisor/senior colleague/senior executive
Online idea sharing

Other:

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4/2/2019 Reverse Mentoring

19. What did you learn from your direct reports/junior executives *
Check all that apply.

Use of new technology in conventional work

Use of social media
New tools and new theories/current trends

Other:

20. Rate your comfort level of you being mentored by a more junior employee than you? *
Mark only one oval.

1 2 3 4 5

Lowest Highest

21. How you evaluate your relationship with direct reports with respect to gain knowledge
through mentorship? *
Mark only one oval.

1 2 3 4 5

Lowest Highest

22. What are the topics other than 'Technological comepetencies', you think you need to be
mentored by your juniors? *
Check all that apply.

Leadership Development
Knowledge sharing
Work-Life Balance
Workforce Diversity
None

Other:

23. Do you hesitate asking for help for your work to your direct reports/junior executives *
Mark only one oval.

Yes
No
Maybe

24. How often do you think, you need to be reverse mentored to develop the intended
competencies? *
Check all that apply.

Daily
Twice a week
Once a Week
Once a month
As and when required

Other:

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4/2/2019 Reverse Mentoring

25. What are the possible barriers can be generated by a reverse mentoring programme? *
Check all that apply.

Busy work schedules of supervisors/managers/executives?

Power Distance
Personal Relationships
Inferiority Complex

Other:

Stop filling out this form.

Junior Executive
26. Would you like to have Reverse Mentoring programme in your organization? *
Mark only one oval.

Yes
No
There is aready a formal mentorship programme in my organization.

27. Have you ever mentored your Supervisor/Senior colleague/Senior Executive? *

Mark only one oval.

Yes
No

28. What are the main topics you have mentored/you would like to mentor your
Supervisor/Senior colleague/Senior Executive? *
Check all that apply.

Use of new technologies in conventional work

Use of social media
New tools and/or New theories/current trends

Other:

29. How you evaluate your relationship with your supervisor? *

Mark only one oval.

1 2 3 4 5

Lowest Highest

30. According to you how often your Supervisor/Senior Colleague/Senior Executive needs
reverse mentoring? *
Mark only one oval.

Daily
Once a week
Twice in a week
Once a month
As and when required

Other:

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4/2/2019 Reverse Mentoring

31. According to you, apart from technological competencies, in which topics your
Supervisor/Senior Colleague/Senior Executive needs reverse mentoring? *
Check all that apply.

Leadership skills
Knowledge sharing
Workforce Diversity
Skills and Competencies enhancement
Daily Work

Other:

32. What is your comfort level on mentoring your Supervisor/Senior Colleague/Senior

Executive? *
Mark only one oval.

1 2 3 4 5

Lowest Highest

33. How deeply do you feel involved in the decision making process of your
Supervisor/Senior colleague/Senior Executive? *
Mark only one oval.

Not at all
Little involved
Sufficiently involved
Very much involved

34. Do you think you have a particular competance unexploited by your company? *
Check all that apply.

Technological Skills
Networking Skills
Technical skills used in your past work experience and/or your study experience
Creativity
There isn't

Other:

35. What are the possible barriers that could be generated by a reverse mentoring
programme? *
Check all that apply.

Busy work schedule of supervisor/manager/executive

Power Distnance
Personal Relationships
Inferiority complexities

Other:

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4/2/2019 Reverse Mentoring
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