Mentoring Millennials

How can those who belong to previous generations satisfy the desire for feedback Millennials crave?

In a recent post found here, I discussed a few differences in attitudes between Millennials (people born after 1981) and those of previous generations.  With the acknowledgement of these differences and the rapid growth of Millennials entering professional positions, some workplaces have begun to implement strategies to satiate the need for building relationships and giving feedback more frequently.

Jeanne Meister and Karie Millyard, writers for the Harvard Business Review, discuss three types of mentoring programs specifically targeted at Millennials.

·         Reverse Mentoring – This is a program in which the Millennials mentor older employees on topics they may not be as familiar with.  This could include training about the importance or how to utilize social media.  This method of mentoring exposes Millennials to different people of the company they may not otherwise have the chance to interact with.  Additionally, it serves to build relationships throughout the company.

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Anonymous Mentoring – Some companies have begun to use a method of mentoring in which the mentor and the mentee are matched through the use of different tests concerning psychological style as well as vocational background, and communicate through an online communication system.  This method of mentoring can be extremely beneficial, because of the anonymity and the amount of detail that can be shared between both parties.  Both mentors and mentees have reported positive outcomes, including getting feedback in a timely manner, and feeling that the mentor has a good amount of knowledge and advice.

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Microfeedback – A company in Canada, Camilion Solutions,  recently set up an assessment system in which feedback could be provided by multiple employees, but was limited to only 140 characters.  This Twitter-esque tool allows for quick feedback and careful choice of words to help other employees .

While programs such as these are on the cusp of utilization, it seems that more and more methods will continue to be brought in to provide feedback to employees in a more timely and frequent manner.  The article mentions that these programs have been perceived positively by both millennials and older generations.

Different programs have been developed to appease the appetite of younger workers, who desire more frequent feedback and interaction.  These programs differ greatly, but the implementation of them is greatly beneficial to those employed.

Meister, J. C., & Willyerd, K. (2010). Mentoring millennials. Harvard business review, 88(5), 68-72.