MBA505: A Reverse Mentoring Program Proposal for XYZ Company Plc

This presentation details a reverse mentoring program designed for XYZ Company, which aims to leverage the technological skills of younger employees to enhance the knowledge of older employees and foster innovation. The program focuses on matching mentors with mentees to address the company's increasing technological demands and improve soft skills. It emphasizes the importance of integrity, openness, and trust in mentor-mentee relationships, and outlines a process for training and support. The program seeks to integrate technology awareness throughout the organization, build a high-potential workforce, and manage resistance to change by providing tools and support for continuous learning. The presentation includes references to support the strategies and methodologies proposed for the mentoring program's success.

Mentoring Program
For XYZ Company

Selection
 The reverse monitoring policy of XYZ company aims to help in increasing the knowledge of the older
employees regarding new technologies. The mentors need to help the employees grow soft skills
will advance their career in one hand and be profitable for the company’s growth on the other.
 The company has decided to deal with the increasing technological demands to survive in the
market therefore it requires people of different generations who can manage this fast evolving
workplace.
 The company will take advantage of the natural enthusiasm of the participants and make them
realise the actual reason of the program. In this area each of the mentees will select their mentors
(Yan et al. 2015).
 The mentors are the medium to reach the rest of the workforce of the XYZ company. They will be
ensuring management support and increasing participation of the employees.
 The mentors need to demonstrate high standard of integrity, openness, trust and honesty so that
the mentees or the employees can respect as well as follow them earnestly.
 The mentors will demonstrate the constantly increasing changes faced by the company and need
for immediate change (Wolf and Ober 2017).

Matching
 This monitoring program aims to develop relationships among the departmental
organizations in order to address the organization’s needs for high performance group
of mentors. These mentors need to be adaptable, motivating and inspiring so that they
can help guiding others to gain tangible results (Harris, Cheng and Gorley 2015).
 As the company opines for reverse monitoring policy, the mentors need to have proper
institutional knowledge as well as technology savvy.
 The mentors will increase awareness about technology in the organization so that this
initiative assure appropriateness and efficiency in the employee activities.
 The mentors will ensure the organizational integration through skill enhancements in
order to build a high potential workforce.
 In this period, most of the employees have at least minimum knowledge about
technological advancement so it will be easier for the mentors to start with basic level
(Drouin, Stewart and Van Gorder 2015).

Process
 The mentors will help the mentees in training sessions and each of the mentors will be
guiding each employee. Thus the mentors may be facing plenty of questions as well as
individualised attention.
 The mentors will be providing written instructions initially which will give reference after
training. After a week or so, they will motivate the mentees to communicate over
technological medium.
 As there will be resistance to change in the company. There may be some egoistic
problems because the mentees will have more organizational knowledge than the
mentors but the mentors need to provide tools to help them feel comfortable with
learning of new skills.
 Potential mentors need to gain proper knowledge to realistically evaluate their trusts in
building mentoring relationships.
 The mentors are the responsible people who will identify the area of improvement of
their mentees and the process to support them.

References:
 Yan, J.F., Shi, B., Zhu, H.H., Wang, B.J., Wei, G.Q. and Cao, D.F., 2015. A quantitative
monitoring technology for seepage in slopes using DTS. Engineering Geology, 186,
pp.100-104.
 Harris, B., Cheng, K.F. and Gorley, C., 2015. Benefits and barriers: Case study of a
government technology-mediated group mentoring program. Journal of Workplace
Learning, 27(3), pp.193-206.
 Drouin, M., Stewart, J. and Van Gorder, K., 2015. Using methodological triangulation to
examine the effectiveness of a mentoring program for online instructors. Distance
Education, 36(3), pp.400-418.
 Wolf, D.G. and Ober, D.K., 2017. Turning Managers into Leaders: The Art of Mentoring.
In Encyclopedia of Strategic Leadership and Management (pp. 1163-1178). IGI Global.

Thank you