Difference between revisions of "Reverse coaching"
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==Definition== | ==Definition== | ||
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== Description== | == Description== | ||
Even where formal ‘reverse relationships’ are not established within an organization, this is a critical strategic consideration as the demographic profiles of the workforce and social dynamics change from traditional patterns to ones that tend to create generation gaps. In the nuclear industry, such relationships hold the potential to improve new employees’ feelings of contributing and being valued for what they bring to the organization; to enhance diversity initiatives; to facilitate the learning by more senior personnel of new | Even where formal ‘reverse relationships’ are not established within an organization, this is a critical strategic consideration as the demographic profiles of the workforce and social dynamics change from traditional patterns to ones that tend to create generation gaps. In the nuclear industry, such relationships hold the potential to improve new employees’ feelings of contributing and being valued for what they bring to the organization; to enhance diversity initiatives; to facilitate the learning by more senior personnel of new | ||
skills from less senior personnel (such as computer utilization and understanding the jargon of younger employees and their peer groups). | skills from less senior personnel (such as computer utilization and understanding the jargon of younger employees and their peer groups). | ||
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==Related articles== | ==Related articles== | ||
Revision as of 11:23, 9 February 2015
Definition
Reverse coaching is A relationship by which senior individuals in an organization can learn from junior personnel whose experiences, skills and thought perspectives differ from their own.
Description
Even where formal ‘reverse relationships’ are not established within an organization, this is a critical strategic consideration as the demographic profiles of the workforce and social dynamics change from traditional patterns to ones that tend to create generation gaps. In the nuclear industry, such relationships hold the potential to improve new employees’ feelings of contributing and being valued for what they bring to the organization; to enhance diversity initiatives; to facilitate the learning by more senior personnel of new skills from less senior personnel (such as computer utilization and understanding the jargon of younger employees and their peer groups).
