Hong Kong offers a dynamic way of life not comparable to anywhere else in the world. It is vibrant, fast-paced and culturally diverse but with an array of professionals finding their way into the heart of Hong Kong everyday - how do we encourage inclusivity and acceptance? The ethnic make-up of Hong Kong varies wildly and according to 2016 census Report, includes 35,069 Brits and 15,749 Americans. With so many different cultures congregating in the workplace it is vital organisations invest their time into improving their culture and it seems there’s a quick solution that can bring with it a range of commercial benefits. Reverse-Mentoring sees the traditional mentoring relationship turned on its head. It can take many forms but often has a junior employee mentoring their senior, a female professional mentoring a male superior or ethnic minorities mentor their non-minority peers, all in a bid to educate the workforce and improve diversity at every level. This initiative offers a low-cost, hands-on approach to transforming your workplace and while diversifying your current and future talent pools can help you to retain millennial talent, up-skill an existing generation of employees and support your commercial benefits. It requires little other than top-down sponsorship and an investment of time and brings all of your employees together regardless of their culture, age or experience. We have recently produced a white paper exploring the benefits of Reverse-Mentoring which will guide you through the process and offer insight, opinion and thought-leadership from organisations such as EY and Microsoft Asia who have mastered the scheme. To receive a copy of the paper please do get in touch and in the meantime, join the conversation – do you think Reverse-Mentoring could change the culture of Hong Kong?
19 Mar 2019
This blog is an extract from our White Paper titled Reverse-Mentoring, a tool to improve racial, intergenerational, hierarchical and gender diversity. As co-founder and Chief Customer Officer I have two priorities; our employees and our customers. Mentoring is a tool that affects and enables both while possessing the ability to completely transform a workplace. From technology, to working environments, to career motivators, the workplace is constantly changing and mentoring has become much more than an experienced individual passing on knowledge to a less experienced colleague. This was all put into context when I attended a Women in Banking and Finance awards ceremony where I was able to discuss topical issues such as the gender pay-gap, diversity at board level and flexible working. As leaders, we discuss these topics frequently, but I learned a great deal from this group of senior female professionals, about how as a male leader I can push the gender equality agenda forward. While I wasn’t being mentored, for anyone listening init could have been described as informal reverse-mentoring. The topic of flexible working was raised at the drinks reception. I have always thought that inclusive leaders should allow their staff to work flexibly if it makes their professional life more effective, comfortable and coherent with their home life but while I thought that was the simple answer, the group provided a different perspective. One of our guests is the COO of an international bank, she said that in order to feel able to work flexibly, our employees would need me as their leader to do the same and to lead by example. Another guest; CFO at a different bank, said that she has never been able to work flexibly due to the fear it would hinder her promotion prospects. All of the women in the circle agreed that this fear was very common with mid-senior level women scared to work flexibly at risk of missing a promotion, not being taken seriously or not following in the footsteps of their leader. This was eye-opening and presented me with a list of questions to take back with me into the office; should a leader lead by example in respect of flexible working? Is it essential for me to work flexibly for my employees to feel comfortable doing the same thing? Why do some women feel it’s acceptable for male colleagues to work flexibly but feel as though they will be penalised should they embrace it? These questions enabled me to take a look at the way I lead and allowed me to better advise my network on how they may be able to change their own behaviours to make their own workplace culture more inclusive. Spending an afternoon with this group of hugely talented professionals not only provided me with a new point of view but also made me reassess my own approach to mentoring. To receive an exclusive copy of our white paper focused on reverse-mentoring please get in touch.
03 Jan 2019
Millennials are quite possibly the most misunderstood demographic within the workforce – in two years’ time they will be the majority begging the question - how do we integrate them into an organisation made up of older existing employees and how do we allow both groups to learn from each other? The answer; reverse-mentoring. At Stanton House we are passionate about solving people’s problems and that includes millennials. We surveyed our network of young professionals and found that the most important thing for them in business was not salary but the ability to make an impact, be involved in decision-making and have their voice heard. We believe reverse-mentoring to be a simple solution. By pairing a junior and senior employee together, the older person is able to adopt a whole new digital skill-set and learn the importance of utilising platforms like LinkedIn for their own personal development. On the reverse, young mentors are able to gain access to leadership, have their voice heard as the leaders of digitalisation and have an impact in workplace change. Young mentors can make the best mentors and we discuss the advantages of using reverse-mentoring in our white paper which explores the tools ability to improve intergenerational, racial, gender and hierarchical diversity in the workplace. We exclusively interview Microsoft, BNP Paribas and EY who employ reverse-mentoring schemes in a bid to up-skill their existing workforce while engaging their youngest. To receive a copy of our white paper please get in touch and join the conversation – Do you feel like your voice isn’t being heard at work?
18 Dec 2018
With the last working week of the year in full swing, many HR professionals are already looking ahead to 2019. With an emphasis on transforming workplace culture, improving diversity and retaining millennial talent – my network are busy planning their transformation projects for 2019 ensuring the New Year brings with it a new lease of life for their organisations. To help with this, I have been speaking to my network about reverse-mentoring and its ability to transform a workplace - How it can help you to improve racial, intergenerational, hierarchical and gender diversity; retain millennial talent, broaden your demographic, engage a new generation and up-skill an existing workforce. I have emphasised that reverse-mentoring can transform your workplace entirely and it doesn’t cost a thing. I helped to create a white paper focused on reverse-mentoring and launched with two events for my HR community discussing this very topic - I have already started receiving updates from my network on how they plan to introduce reverse-mentoring in 2019 with some already reaping the rewards. I would love our white paper to assist you in making the same changes to transform your workplace in the New Year. To request a copy of the white paper or event summary please get in touch and join the conversation - Is your workplace due a transformation in 2019?
17 Dec 2018
Two days, two great venues, two world-class panels, two passionate groups of HR leaders, one inspirational purpose - to discuss how reverse-mentoring can promote diversity and inclusivity in your business. With the Fourth Industrial Revolution on the horizon and technological developments such as AI remaining misunderstood by the majority of the workforce, companies are already ramping up their intergenerational mentoring schemes but the two biggest questions remain; are organisations doing it effectively and why has reverse-mentoring become so focused on technology? We explored both of these questions at our Reverse-Mentoring event last week as we discussed how mentoring can break down internal barriers, diversify your talent pool and support your commercial objectives in the process. If you missed the event but would like a copy of our 28-page white paper please do get in touch.
03 Dec 2018
Reverse-mentoring has been the topic of conversation at Stanton House over the last month and it’s a conversation we plan to continue into 2019. We recently produced a white paper focused on reverse-mentoring and its ability to improve diversity, retain millennial talent, broaden your demographic and even support your commercial objectives in the process. We spoke exclusively to thought-leaders, industry experts and the organisations who have mastered reverse-mentoring and presented their stories as case studies for you to take back into your organisations, as insightful reads but more importantly, evidence that the initiative works and that you should try it too.Then it was time to launch to our network and we decided two back-to-back events in Reading and London was the perfect opportunity to bring the white paper to life and see just how much of an impact one paper can have. Over two mornings, 80 HR professionals joined us from across Europe to listen to our esteemed panels who offered opinion, experience and practical advice of how to follow in their footsteps. Our spectacular panel was formed of Greg Young, CEO and founder of LeaderShape Global and VP of Balanced Leadership on the PWN Board; Ella Brown who is charged with reverse-mentoring the entire workforce of Microsoft UK, Laure Le Douarec, who created the reverse-mentoring scheme at BP 20 years ago who has since gone onto replicate the initiative at Nestle, Allianz and more; Adrian Edwards, Managing Partner of EMEIA at EY and his reverse-mentor, Sayeh Ghanbari, also a partner of EY. The panellists, led by David Garstang our Manager of Human Resources, explored the concept of the ideal mentor, how reverse-mentoring can improve racial, intergenerational, hierarchical and gender diversity, how it can help you develop as a leader and pragmatically, how to go about implementing a scheme of your own. The debates had everyone thinking. Every single guest took notes and a copy of our white paper away to try and make an impact to their organisation and we can only look forward to being updated on the progress of these schemes.
03 Dec 2018
“Diversity is like standing so close to a picture that you can see the brushstrokes. I can get frustrated by the slowness of change but actually if you step back you can see the small but positive progress being made.” – Adrian Edwards, EY.Adrian Edwards was joined by Laure le Douarec and Sayeh Ghanbari this morning at the second of our Focus on Mentoring event series. The thought-leaders helped a room filled with HR professionals to understand reverse-mentoring as a diversity initiative, how it can transform a workplace and how you can get the top down sponsorship you need to make it work.If you would like a copy of our white paper, please follow the link below. https://www.surveymonkey.co.uk/r/GBMT9XT
30 Nov 2018
One of the biggest challenges faced by our senior tech network is how to retain data scientists. We have just published a white paper focused on reverse-mentoring which explores how pairing younger employees with more senior staff can help solve this very problem.We exclusively interviewed a Technology Strategist and Business Development Manager at Microsoft who states that without the reverse-mentoring programme, he wouldn’t have stayed for five years.He said: “It’s a great way to keep millennials in one company and understand what they need. Millennials can often glorify the idea of becoming a leader but not understand what it means – this was a learning experience. It’s hard to retain millennials but only if you focus on the wrong things. Better salaries, better social options and enjoying the company are all huge benefits but they are also tools used to attract talent, not to retain employees.”For exclusive access to the whole interview in our reverse-mentoring white paper, please follow the link below and join the conversation – How do you retain a data scientist? Request your copy
06 Nov 2018
As part of our extensive research project into reverse-mentoring, we analysed the FTSE 100 Index on a quest to discover how many companies support reverse-mentoring. To find out how many companies on the index have a reverse-mentoring programme on offer and to discover how to implement a programme of your own - request a copy of our white paper which explores the diversity tool’s ability to improve racial, intergenerational, hierarchical and gender diversity in the workplace. Request your copy
02 Nov 2018
“If you are looking to promote diversity, don’t lose track of the people who aren’t diverse.”We all need diversity in the workplace but as we explore in our white paper, it’s not always an easy task, especially when you have to juggle tough targets to diversify your talent pool with a non-diverse workforce.As we investigate the simple and effective ways in which reverse-mentoring can improve diversity at every level, we interview a thought-leader who is exert in the issues surrounding board and senior team cohesiveness. He speaks of the importance of forward-thinking and not losing sight of your non-diverse workforce who got you to where you are today.For exclusive access to the whole interview in our reverse-mentoring white paper, please follow the link below and join the conversation – How do you keep track of the people who aren’t diverse? Request a copy
31 Oct 2018
Our latest white paper explores how you can support an inclusive workplace culture, diversify your current and future talent pools, broaden your demographic, retain millennial talent and support your commercial objectives all with one simple, low-cost tool. Reverse-Mentoring. We have spent three months researching, interviewing and studying reverse-mentoring and the organisations that have used it to achieve greatness and it’s about time we shared with you the product of our hard work.With exclusive case studies from the likes of EY, Microsoft and BNP Paribas, practical guidance from the experts and thought-provoking opinion from thought-leaders, our white paper is both an insightful read and a comprehensive guide of how to implement your own reverse-mentoring programme to improve racial, intergenerational, hierarchical and gender diversity. To request a copy of our white paper, please follow the link below. Request your copy
31 Oct 2018
We found this to be a common question within our network and decided to answer it. We exclusively interviewed Learning and Development consultant and executive coach, Caroline Lansbury to create a next-steps guide for organisations wanting to implement reverse-mentoring.To get a copy of our exclusive white paper, please follow the link below but in the meantime, we thought we would share one piece of advice that Caroline says is vital.“While coaching may run its course in 4-6 months, mentoring has no set time frame. Through the case studies set out in this white paper it is clear that some relationships went on for a matter of weeks while others stretched on for years. It can start as a six-month programme or year-long experiment but what is vital is that you allow the mentors and mentees to control and adapt their relationship as they see fit.” Request a copy
25 Oct 2018