For the first time, organizations have access to a five-generation workforce, with baby boomers working alongside Generation Z.
While this may pose some challenges, there is a huge opportunity to leverage intergenerational learning and embrace different opinions, knowledge and experiences.
Traditionally, mentoring and learning are seen as a relationship between older generations, sharing their wisdom and experience with those younger than them. While this type of learning is still extremely valuable, intergenerational learning and reverse mentoring ensure that different generations are teaching and learning from each other. Understanding and supporting the idea that each generation can bring different skills, experiences and lessons is a crucial step in creating a strong workforce and closing skills and knowledge gaps. For both my own company and the companies we work with, supporting a multi-generational workforce and encouraging learning from within has become a well-deserved priority.
Fostering a culture of continuous learning can help build and maintain an empowered workforce. It has been found that those who spend time learning at work are 39% more likely to feel productive and successful and 23% more willing to take on additional responsibilities. In my experience, I have seen how applying intergenerational learning enables employees to fulfill their curiosity in a diverse and engaging way. Rather than relying on search engines to get answers, having the tools for learning readily available through peer-to-peer communication creates a workforce that is more willing to participate, whether they are the ones who teaching or learning.
In addition to filling knowledge gaps, there are many other benefits to encouraging intergenerational learning. Bringing different generations together and working together is an incredibly effective way to foster strong relationships between age groups and reduce silos within the workforce. It can be a very effective way to create a workforce with a strong sense of belonging and reduce feelings of loneliness in the workplace. Providing opportunities for different generations to contribute their knowledge and lead where they can, as well as make progress in areas they are less familiar with, can also support a strong sense of purpose.
As a true advocate for mentoring, I see great value in reverse mentoring in particular, which flips the conventional learning and mentoring format. Younger, often junior employees, take on the role of mentor to older team members and share new perspectives, technological skills and contemporary insights. It can give those who typically don’t have a “voice” the opportunity to communicate with and educate business leaders, managers, and C-Suite members.
Leveraging this mentoring technique can help everyone in the organization grow and develop, while providing individual empowerment and the opportunity to develop soft skills such as communication. Reverse mentoring can also help promote greater transparency within an organization, encouraging people at all levels to speak out about the areas they would like to develop.
a recent research highlights that 93% of organizations are concerned about employee retention and that providing learning opportunities is currently the main way companies are trying to improve this. Reverse mentoring and intergenerational learning are a hugely effective way to promote development and growth for all, and I hope more organizations worldwide will implement this.
Regardless of how companies choose to build a learning culture, choosing one that ensures all employees across generations are engaged and supported is essential to reaping the benefits of workforce building that consists of several generations.