Reverse Mentoring in India: How Organizational and Socio-cultural Context Matters

Abstract

This chapter dwells upon reverse mentoring as a specific kind of mentoring practice. This chapter draws upon a consulting assignment on reverse mentoring at a global metal company in India. Presented in the form of a case study, this chapter highlights the possible conditions under which reverse mentoring becomes a strategic HR initiative in an organization. It does this by drawing attention to various contextual dimensions such as organizational culture of the firm, the socio-cultural and economic context of the firm. After describing the process of setting up a reverse mentoring program, it also suggests the manner in which reverse mentoring addresses some of concerns arising from such a context, as well as the manner in which efficacy of the practice is likely to be impacted by those conditions such as high power distance.