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Struggling to attract top talent? Construction professionals can learn a lot from the success of companies in other sectors – and flipping the traditional mentoring format on its head can help to drive diversity in your teams
Ask construction bosses to name the biggest challenges they face this year, and you can guarantee that recruitment will be up there.
But while companies in the sector know they need to attract and retain top talent, potential employees are opting to start their careers in other industries – and taking their valuable skills and ideas with them.
About one third of the construction and trades workforce is aged over 50 and will retire in the next decade, according to the recent UK Trade Skills Index.
Meanwhile, the skills gap in the construction and repairs industry is estimated to reach 937,000 by 2032.
The solution to plugging this skills gap in the construction industry? Engage a more diverse workforce. This means opening your mind to new ways of working, including learning from the very people you’re trying to recruit.
What is reverse mentoring?
If you’ve ever been a mentor, you’ll know the positives of sharing your years of experience with the next generation. The mentees – usually those starting out in their careers – can learn lots from this guidance and advice.
But how would you feel about switching roles? Reverse mentoring is a new concept that involves younger professionals becoming mentors to more senior colleagues. With this method, you could find a new graduate mentoring their CEO. It may sound unconventional, but there’s a method in the madness.
The power of becoming a mentee
Reverse mentoring creates an innovative way of exchanging ideas and skills. For companies, this creates so many potential advantages.
For example, younger employees can help senior colleagues get up to speed on technology and the latest social media trends. Leaders can also gain valuable insight into the mindset of Generation Z and Millennials, which can help with many issues, including driving diversity and inclusion initiatives.
This can bring fresh perspectives on recruitment strategy while encouraging trust and collaboration between teams.
Potential pitfalls
It’s not all plain sailing – there are plenty of challenges to getting this right.
For example, seasoned leaders might not think that their younger mentors have anything to teach them. Or they might not be open to ideas or feedback from those who are less experienced.
Similarly, a younger colleague may feel intimidated giving advice to a senior executive with many years of experience.
Both sides could feel uncomfortable about the idea and may need some encouragement.
But with companies like Cisco, Heineken, Unilever and Estée Lauder operating reverse mentoring programmes around the globe to huge success, it’s worth persevering.
Top tips for setting up a successful scheme
Here are a few golden rules for establishing reverse mentoring:
- Work out why you want to start a scheme. What do you want to learn from the younger generation? What changes do you hope it will bring your business in the longer term?
- Design the scheme your way. How should it be structured? How should the mentors and mentees meet – over Zoom or face to face?
- Recruit your people. You’ll need volunteers as both mentors and mentees. Use your internal communication channels and team meetings to spread the word, and talk up the benefits to both sides. Are there any incentives you can offer, like professional development opportunities?
- Polish up your matchmaking skills.It’s important to pair the right people, matching skills and knowledge gaps. Aim to match diverse job roles, backgrounds and experiences, different departments and geographical locations, and those with different personalities. You can also use mentoring software to ensure accurate pairing, which avoids the potential for human bias.
- Get senior leaders on board. Listen to any fears they have and discuss them before the mentoring begins. Are they worried about revealing their knowledge gaps and showing their vulnerabilities? Or are they dubious about what they can learn from a junior member of staff? Emphasise the pros to both sides and explain how the scheme will work. And consider offering training in how to accept feedback.
- Do your prep with your mentors. Discuss any potential challenges, such as if a mentee keeps cancelling sessions, and how to handle them. Help mentors develop their confidence so they feel comfortable offering advice to senior leaders or to challenge their thinking. And offer training in how to give effective feedback.
- Encourage open communication and mutual respect. It can’t be a success without these.
Reverse mentoring creates a unique connection between colleagues that can promote diversity, and drive collaboration and innovation.
And by learning from the next generation, construction professionals can get a head start on preparing for the future.
Natasha Kearslake is founder of Organic P&O Solutions.
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Given that one third of construction and tradespeople are over 50 why not look to those whose careers are at an end. Just because you are retired doesn’t mean you forget all you learned. Many of us had successful rewarding careers in construction and may keep in touch with our colleagues but we could help those joining the industry. I am sure many retired construction staff and tradespeople would be happy to mentor new recruits.