Mutual Mentoring as a Tool for Managing Employees of Different Generations in the Enterprise

Abstract

The aim of this paper is to characterize mutual mentoring as a tool of intergenerational staff management in the enterprise and to examine the eff ects of the mutual mentoring in Polish enterprises. Methodology: The research was conducted using a survey on a sample of 250 business representatives from all over Poland. The subjects were mainly CEOs or members of the management staff. The criteria for selection of enterprises for this study were: enterprise size (small, medium, large companies), the age structure of the staff. The aim of the study was to identify the process of mutual mentoring in enterprises-whether it is present and what results or benefi ts it brings to enterprises and their employees. Findings: Almost 40% of the surveyed employers confi rm that in their fi rms knowledge is transferred between employees: this occurs through teaching junior employees by the senior and more experienced ones and there also occur inverse relations, i.e., junior employees share their knowledge with the senior ones. This leads to formation of the added value both for the employees and the whole business. Employers observe numerous benefi ts from the implementation of mutual mentoring in their organisations. The main ones include: the acquisition and development of competences and skills by employees, the improvement of work environment conducive to involvement of employees in work and the increase of team motivation. Implications: In the Polish literature on the subject the aspect of mutual mentoring in companies has not yet been discussed. The conclusions of the presented analysis provide a basis for larger and more detailed research and the development of practical recommendations for business managers. Originality/value: The author has presented a unique theory of mutual mentoring as a tool of intergenerational staff management in the enterprise. Mutual mentoring defi ned as modifi ed version of traditional mentoring and involves the assumption that diff erent generations of employees become each other's mentors or teachers, thus ensuring mutual substantive and organisational support in the workplace as well as natural transfer of knowledge and experience within the organisation. Author presented original research results: eff ects of the mutual mentoring in Polish enterprises.

Testing the Shielding Effect of Intergenerational Contact against Ageism in the Workplace: A Canadian Study

“…Organizational policies can be implemented to promote the intentional building of intergenerational teams for specific workplace initiatives, such as fundraising campaigns or social events, to enhance frequency and quality of intergroup contacts [61,62]. In-person or online intergenerational programs, such as intergenerational and reverse mentoring as well as intergenerational training and workshops-activities that promote the exchange of knowledge, skills, and experience between younger and older workers-can be established in the workplace to help increase both intergroup contacts and knowledge sharing across age groups [62][63][64]. Employers can also encourage participation in workplace health and wellness programs through fitness classes or lunch walks as an age-friendly workplace opportunity where employees of all ages can informally socialize and develop organizational social support networks across generations [65,66].…”

The Importance of Mentoring in Employee Work Engagement – Based on Research of Company Employees in Poland

“…Mentoring can be effective at every stage of an employee's career (Fajana & Gbajumo-Sheriff, 2011). It also creates added value for the company: for example, the development of organisational competencies and an improved atmosphere encourages employees to become more engaged in their work, thereby increasing levels of motivation) (Parsloe, 2000;Klasen & Clutterbuck, 2002;Baran, 2014).…”

The Mentor’s Role Within the Company

“…-Mutual mentoring -involves the assumption that different generations of employees become each other's mentors or teachers, thus ensuring mutual substantive and organizational support in the workplace as well as a natural transfer of knowledge and experience in a given organization (Baran, 2014). It focuses on the differences of experience, understanding and attitudes as mentor and mentee learn about each other's worlds (Alfred and Garvey, 2006).…”