Best Practices
How Generali builds bridges between generations: The Diversity Exchange Program
We have solved this problem:
The challenge facing many companies is the growing need for cross-generational understanding and effective knowledge sharing between different age groups. Generational differences in working styles, communication preferences and approaches have led to misunderstandings and inefficient collaboration. This not only affects productivity, but also the potential that can arise from the diversity of experiences and perspectives.
This is where our reverse mentoring program came in. The solution was to create a structured platform where experienced managers and young talent could learn from each other.
By reversing the roles of traditional mentoring programs, we enabled younger generations to share their insights, technological skills and fresh perspectives with more experienced colleagues. At the same time, we opened up opportunities for experienced leaders to better understand the ever-changing world of work and benefit from the innovative approaches of younger employees.
By regularly sharing knowledge and experience on an equal footing, our company was able to bridge the generation gap and develop a deeper understanding of each other's perspectives. This led to more efficient collaboration, better information flow and a positive corporate culture where diversity is valued as a strength. As a result, the problem of a lack of generational connection was successfully solved through the reverse mentoring program, which achieved a lasting impact on the organization and the way employees work together.
That's what we delivered:
Develop a measure aimed at building intergenerational understanding and enabling informal knowledge transfer between generations.
Program conception
Development of program content
Milestone planning
Sparring during the pooling and matching phase
Process support
Development of accompanying discussion inspirations analogous to the D&I strategy
Creation of accompanying communication and communication documents
That is our approach:
As in all our programs, our focus in this reverse development program was on
high practical relevance
easier to implement
sustainable impact
Above all, it was important for us to create the program in line with the company's culture, corporate values and current Diversity & Inclusion strategy.
In order to implement the goal of learning from each other at eye level, far away from hierarchy and position, we have used the so-called "Reverse Tandem Mentoring" as a method. As in classic mentoring, the focus is on knowledge exchange - with the difference that knowledge and skills are passed on by experienced managers, specialists, and employees as well as by younger managers, specialists, and employees. Mentors became mentees and vice versa!
When registering, participants were able to specify the topics on which they would like to pass on knowledge or learn more. Productive error culture, social media, expectations of the labor market of the future from a "younger" or "more experienced" perspective are just a few examples.
This is how the cooperation went:
In a 3-month preparation and planning period, we designed the content concept on the one hand and the organizational framework including milestone planning on the other. In close cooperation with the Learning & Development department and Generali's diversity officer, a 9-month reverse mentoring program was created.
A vital component of the reverse mentoring program was the digital Diversity Exchange Generation Handbook, in which participants found information about the program and, above all, topic-specific inspiration, such as articles on "Generation Z and the labor market" or "Part-time managers. The topics were selected in line with Generali's Diversity & Inclusion strategy.
We expanded on these inspirations with discussion questions and invited exchange between the Tandem partners.
This is the result:
Over a period of 9 months, managers and committed employees exchanged views on their expertise and desired topics. At eye level. This was supported by ongoing monitoring and content-related inspiration as a basis for discussion on selected topics related to diversity, such as remote work or part-time management. This ensures a structured and sustainable process - the important thing is that the framework is provided, but the participants decide where they want to focus!
We are pleased that Generali Austria's reverse mentoring program will continue after the pilot year and that different generations can continue to learn from and build understanding for each other.
What is a reverse mentoring program?
Mentoring is a popular way of promoting individual careers. In a classic tandem, one person is supported by a more experienced person, usually a manager.
Unlike in classic mentoring, the knowledge exchange in reverse mentoring does not only go in one direction, but the participants learn from each other!
This opens up understanding for the views of other generations. In parallel, there is ongoing knowledge transfer!
Please also read our articles on the subject of mentoring!
HR trend mentoring: What is it and what does it bring?
https://www.austrianleadershipacademy.com/blog/hr-trend-mentoring-was-ist-es-und-was-bringt-es
Mentoring programs: 8 steps to success
https://www.austrianleadershipacademy.com/fachgebieten/leadership
How the Burgenland Training Center makes job seekers git for the virtual job market
5-week program "Applying in virtual space for BUZ
We have solved this problem:
In the changing world of work, applicants and candidates face new challenges. The demands of virtual and hybrid job applications required targeted skills and preparation. We were commissioned to fill this gap and provide job seekers with the necessary skills.
That's what we delivered:
We have developed a 5-week intensive program focusing on the virtual aspects of the application process and remote work/home office. This program was integrated into the portfolio of the Burgenland Training Center (BUZ) in 2021 and offers comprehensive training in self-organization, strengths/weaknesses analysis, virtual application requirements and technical skills.
That is our approach:
Our approach was to teach basic virtual skills in a practice-oriented way. We combined the teaching of skills with realistic implementation to optimally prepare participants for the virtual working world. At the same time, we enabled people from remote regions to expand their employment opportunities through flexible virtual work.
This is how the cooperation went:
We worked closely with BUZ to design the program and develop the content. We brought expertise in virtual workflows and application processes, while BUZ contributed its extensive educational experience and resources. This partnership made it possible to design a sound and practical program.
This is the result:
The result is a successful 5-week program that provides job seekers with the necessary skills for virtual and hybrid application processes. Participants have the opportunity to move confidently in virtual environments, create up-to-date application documents and use digital platforms effectively. This increases their chances on the job market and broadens their career prospects.