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The UK workplace is witnessing unprecedented change; for the first time witnessing four generations simultaneously active in the workplace. Organisations are increasingly adopting Reverse Mentoring (RM) to link generations together yet adoption is outpacing research into its effectiveness (Marcinkus-Murphy, 2012). A qualitative exploratory study of ten mentors and mentees, using a narrative methodology sought to understand the reverse mentoring relationship and derivation of value. Findings showed the relationship to be reciprocal, capable of generating significant value for mentee, mentor & organisations, beyond simply exchanging knowledge. The study outlined practical opportunities for HR professionals keen to harness the multi-generational workforce.

Nowadays, the aging of the workforce is an obvious phenomenon, and, at the workplace, the Baby Bommers and the Y generation will have to work together. So, the professionals in the human resources domain are forced to find ways to homogenize, to retain and to keep active the members of these generations. The purpose of this paper is to analyze the literature in the field of reverse mentoring as well as to identify best practices implemented by different successful companies. To achieve this aim, the secondary study was conducted in two directions: (1) an analyze of the reverse mentoring as a mean of transferring knowledge; (2) a presentation of a generational profile. The premise behind this study is that, given the aging of the labor force and the major developments in technology, a viable solution would be to facilitate the transfer of experience and knowledge between different generations of employees. In this study, reverse mentoring is considered as a tool that facilitates the transfer and diffusion of knowledge at the organization level.

Nowadays, the aging of the workforce is an obvious phenomenon, and, at the workplace, the Baby Bommers and the Y generation will have to work together. So, the professionals in the human resources domain are forced to find ways to homogenize, to retain and to keep active the members of these generations. The purpose of this paper is to analyze the literature in the field of reverse mentoring as well as to identify best practices implemented by different successful companies. To achieve this aim, the secondary study was conducted in two directions: (1) an analyze of the reverse mentoring as a mean of transferring knowledge; (2) a presentation of a generational profile. The premise behind this study is that, given the aging of the labor force and the major developments in technology, a viable solution would be to facilitate the transfer of experience and knowledge between different generations of employees. In this study, reverse mentoring is considered as a tool that facilitates the transfer and diffusion of knowledge at the organization level. [ABSTRACT FROM AUTHOR]

Background: The success of organisations relies on various factors including the ability of its multi-generational workforce to collaborate within the interactive information society. By developing an awareness of the different values of a diverse workforce, organisations may benefit from diversity. Various diversity factors, such as ethnicity, age and gender, impact on the way people interact, especially in the interactive information society. Objectives: This article advocates the need for generational awareness and addresses how this awareness presents benefits to companies, such as, increased productivity, improved succession planning policies and strategies to recruit and retain a diverse workforce. The research problem is directed at how diversity management influences Traditionalists, Baby Boomers, Generation X and Generation Y in terms of their work performance and co-worker relationships. Method: The research design combines Critical Theory and Generational Theory within the mixed-method paradigm. The sequential exploratory design was decided upon as it studies the unknown relationships between different generations of employees. The literature review was followed by a quantitative empirical research component and data was collected by means of a questionnaire. Results: The findings highlight specific differences between generations regarding their perspectives on work values and co-worker relationships, rewards, work-life balance and retirement. Conclusion: The article concludes with recommendations on the role diversity management plays in terms of work performance and co-worker relationships. By leveraging generational awareness in the interactive information society organizations with a multi-generational workforce will succeed in the competitive business environment.

Purpose |!|#8211; The purpose of this paper is to explore the issues around a multiple generational workforce and more specifically, the challenges and benefits for education providers and employers. Design/methodology/approach |!|#8211; Reviewing research papers, analysing academic texts, interrogating market intelligence and contextualising case studies, the paper examines the |!|#34;experience|!|#34; or |!|#34;qualifications|!|#34; debate alongside the similarities, differences and overlaps of the cross-generational workforce, with a view to offering education/training solutions. Findings |!|#8211; Demographic forecasts suggest that the UK workplace will imminently be dominated by older, experienced employees. As the composition of the workplace shifts, examining the inter-relationship between groups of workers of different ages/profiles who have different skills, attitudes, expectations and learning styles is vital. The synergy caused by this inter-mingling cannot help but impact on employers, sectors and higher education institutions. Research limitations/implications |!|#8211; Data around the |!|#34;older|!|#34; graduate is not readily available |!|#8211; there is still an implicit belief that |!|#34;graduate|!|#34; means approximately 21/22 years old. Whilst many general demographic forecasts are produced, the future is still relatively unknown. Originality/value |!|#8211; The paper builds upon the authors|!|#39; own original research into the employment market from an HE perspective. Little has been so far published around how the generations might usefully work together, especially the idea of adapting the skills and maximising on the overlaps of different generational profiles. The exploration of the hybrid graduate is also a new area for academic research. [ABSTRACT FROM AUTHOR]

Recognizing that the shifting corporate environment is placing ever greater stresses on learning organizations, this paper reports how companies are increasingly offering employees a wide choice of learning options beyond conventional classroom training, including online, social learning, and other modalities in "blended" programs. Identifying a number of trends--a multi-generational workforce, remote employees, off-shoring and contract workers, and talent management requirements--that are contributing to the changing corporate human capital landscape, the authors suggest that these changes are transforming the learning enterprise, placing learners at the center and altering the learning mix with the introduction of web-based and other technologies. Outlining a taxonomy of corporate learning, the authors divide the training enterprise into formal, informal, and social learning modalities. Under formal learning, they identify pre-work, groupwork, and post-work as principal elements. The paper concludes with a call for companies to deliver a comprehensive, multi-modal learning portfolio that cost-effectively satisfies a wide range of employee and corporate needs. [ABSTRACT FROM AUTHOR]

Background: The success of organisations relies on various factors including the ability of its multi-generational workforce to collaborate within the interactive information society. By developing an awareness of the different values of a diverse workforce, organisations may benefit from diversity. Various diversity factors, such as ethnicity, age and gender, impact on the way people interact, especially in the interactive information society. Objectives: This article advocates the need for generational awareness and addresses how this awareness presents benefits to companies, such as, increased productivity, improved succession planning policies and strategies to recruit and retain a diverse workforce. The research problem is directed at how diversity management influences Traditionalists, Baby Boomers, Generation X and Generation Y in terms of their work performance and co-worker relationships. Method: The research design combines Critical Theory and Generational Theory within the mixed-method paradigm. The sequential exploratory design was decided upon as it studies the unknown relationships between different generations of employees. The literature review was followed by a quantitative empirical research component and data was collected by means of a questionnaire. Results: The findings highlight specific differences between generations regarding their perspectives on work values and co-worker relationships, rewards, work-life balance and retirement. Conclusion: The article concludes with recommendations on the role diversity management plays in terms of work performance and co-worker relationships. By leveraging generational awareness in the interactive information society organizations with a multi-generational workforce will succeed in the competitive business environment. [ABSTRACT FROM AUTHOR]

With the growing complexity of healthcare practice environments and pending nurse leader retirements, the development of future nurse leaders is increasingly important. This article reports on focus group research conducted with Generation Y nurses prior to their initiating coursework in a Master's Degree program designed to support development of future nurse leaders. Forty-four emerging nurse leaders across three program cohorts participated in this qualitative study conducted to capture perspectives about nursing leaders and leadership. Conventional content analysis was used to analyze and code the data into categories. We discuss the three major categories identified, including: idealistic expectations of leaders, leading in a challenging practice environment, and cautious but optimistic outlook about their own leadership and future, and study limitations. The conclusion offers implications for future nurse leader development. The findings provide important insight into the viewpoints of nurses today about leaders and leadership. [ABSTRACT FROM AUTHOR]