A focus on the newer generation of workers is vital in relation to strategies required to design mentoring programs. Generation X and the millennials are currently the majority of the work force, even though they have different features. This paper offers recommendations regarding mentoring these new generations.
Generation X members require direct, competent and informal mentors. They like a mentor whom they can look up to and gain a wider view of things and who can assist them develop their career paths and define their career expectations (Reisenwitz & Iyer, 2009). It is recommended to avoid using mentors from the Boomer generation to guide Generation X because the newer generation considers Boomers as less understanding. In case they are mentored by Boomers, many of them will engage in activities that they do not think about or enjoy with the aim of only reaching the end goal (Reisenwitz & Iyer, 2009). A hands-off mentoring strategy is attractive to this group because they are unimpressed by authority (Thielfoldt & Scheef, 2010). When mentoring this group, initiative and creativity should be encouraged by helping them discover new strategies, establish expectations; raise the bar and then letting them free to identify how to reach their objectives. Mentorship programs should also handle how progress should be measured, establish a measuring process and then offer regular feedback regarding mentee development.
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Millennials, on the other hand, desire mentors who provide a hands-on experience to empower them to move into the next phase. They are attracted to collaborative, achievement-oriented, positive and technologically savvy mentors who take them seriously (Reisenwitz & Iyer, 2009). They also prioritize their development and thus seek mentoring naturally. Besides, direct mentoring option is vital to this group as they value and relish in-person interactions and desire their work colleagues to guide them and offer them feedback. This feature is attractive to them because it is structured and offers them stability in the work environment (Thielfoldt & Scheef, 2010). Mentors should also strive to establish close associations with this group and stay in contact directly with them since they consider head-on meetings as a venue to learn about networking opportunities. Consequently, any mentorship program that facilitates teamwork, teambuilding and inclusiveness is suitable for this group.
In conclusion, effective mentorship programs consider the effect of the generational differences in mentoring and design programs that include the specific features of each generation.
References
Reisenwitz, T. H., & Iyer, R. (2009). Dfferences in Generation x and Generation y: Implications for the Organization and Marketers. Marketing Management Journal , 19 (2).
Thielfoldt, D., & Scheef, D. (2010, March 25). What You Need to Know about Mentoring the New Generations. Retrieved February 21, 2018, from http://www.thelearningcafe.net/2010/03/what-you-need-to-know-about-mentoring-the- new-generations/
