Reverse mentoring is a process that reverses traditional mentoring by pairing younger staff to mentor senior leaders – a concept that provides the senior leader insights through the empowerment of younger employees who otherwise may not have the opportunity, or confidence, to share.

It has become imperative to constantly redesign the existing framework of any organization to fuel strategic business capabilities. Kimberly Clark has taken the lead in experimenting this new method. Naomi Montaerio , VP HR speaks that reverse mentoring programme is tailored to help executives tap strategic product, customer and technological insights that younger talent naturally possesses, but rarely has the opportunity to share.

It also breaks down the traditional barriers of top-down hierarchy in the workplace to promote a healthy, free-flowing exchange of ideas.

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The role of a consultant is just more than giving recommendations. Understanding the depth of the situation and then making value suggestions is what is need of the hour. The question arises here is what makes you a better consultant- an MBA degree or plethora of experience? Great leaders argue that it’s only experience that sharpens the mind and make you a good consultants. B-school degrees makes a person a contractor not a consultant. However, great thinkers force that in depth knowledge of subject is important to become a successful consultant. The debate is still on and it just makes us realize that consulting field is getting murkier.

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There is a growing trend of managers starting their own ventures and the 3 things that you need when you start a business are – demand for the product, minimum expenditure and a good team. HR requirements of start-ups are different from mainstream requirements. The compensation package is different from mature organizations. Also, all the legal compliance with regard to employee recruitment and retention is done by the HR.

Entreprenuers as HR managers may fail to recruit a good team who understands and links themselves with the organization but an HR professional has the calibre to look through and build a team for the startup that  will support it in the evolution stage.

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Big Data has formed the backbone of HR analytics. The historical problems like to find out how many employees will retire in next six months and other such statistical issues can be resolved through Big Data dump.

The big hurdle is lack of awareness of HR people about usage of big data. Data problems should be closely dealt with Data Scientists and if right hypothesis arises then they should acquire the required data, analyze them and train staff in its use and take decisions accordingly.

So we see that Big data is future of more strategic HR.

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