In corporate cultures where hierarchy still prevails, the concept of reverse mentoring brings a breath of fresh air. While traditional mentoring relies on the experience of senior colleagues, this approach flips the roles – young employees share their know-how with more experienced coworkers. At Arthur Hunt, this method proved successful during the implementation of a new CRM system. The outcome wasn’t just faster onboarding, but also deeper intergenerational understanding and a new level of team collaboration.

When a Researcher Leads an Experienced Consultant

Erik Pikna joined Arthur Hunt less than a year ago as a researcher. But he quickly became one of the key figures during the implementation of the new CRM system, which was replacing the company’s original ATS platform. His role changed significantly.

“In my previous job, I had already worked with similar tools, so it made sense for me to get involved here as well. But onboarding colleagues was a completely new experience for me,” says Erik Pikna. That’s where he encountered the concept of reverse mentoring.

One of the people Erik Pikna mentored in the new system was Arthur Hunt’s experienced consultant and Managing Partner, Laurent Laval. “I had never heard of the term before. But in retrospect, I see that it’s not just about passing on knowledge – it’s about learning to see things from a different perspective,” Erik Pikna explains.

An Approach That Makes Sense

The first individual meeting with his mentee lasted about an hour. “Some people prefer to go through everything at once, others like to work in shorter segments. It’s important to be flexible,” Erik Pikna explains, adding that the preparation wasn’t about making fancy presentations, but about deeply understanding the system and being able to explain it clearly.

Laurent Laval admits he was initially skeptical about the whole implementation. “I saw the previous ATS as a purely administrative burden. I didn’t see any added value. But Erik helped me understand why it was worth paying attention. He showed me concrete benefits, which really motivated me.”

Trust, Humanity, and Respect

According to Erik Pikna, reverse mentoring is more than a methodology – it’s a way of mutual learning. “I had to go through each step again myself because I needed to be able to explain it. That’s a huge added value. You realize how much you do automatically without being able to describe it.”

Laurent Laval adds, “Reverse mentoring helped me connect with the younger generation. Otherwise, I might never have understood how complex the project actually is. It also forced me to be more engaged. In the end, the whole process brought me less stress and more humanity in the office.”

New Roles, New Skills

Both agree that the key difference from regular meetings lies in the reversed structure. “I was the one leading the meeting, not a senior manager. That changes your mindset. You have to be prepared, structured, and have a clear plan,” Erik Pikna says.

Laurent Laval confirms this: “When Erik suggested the plan, I felt obligated to give it time. That created a framework that helps maintain focus and discipline.”

Experience shows that even the most senior colleagues can be surprised by the capabilities of their younger peers. “Erik isn’t an IT specialist, but he has strong IT skills. Most importantly, he’s patient and can explain what we’re doing and why. That’s not a given,” Laurent Laval adds.

Reverse Mentoring as a Tool for Culture Change

Both agree that the key to success is having a specific project and a clear time frame. “It’s not enough just to keep the door open,” says Laurent Laval. “You have to give people true permission to speak up – that’s the crucial difference. Then things start to happen. People get involved, share ideas, ask questions.”

Erik Pikna adds his view: “At the start, you need to meet more frequently and build momentum. But over time, those meetings turn into collaboration. Mentoring becomes a partnership.”

What Does It Bring to the Company?

More effective onboarding, better employee engagement, increased trust within teams, and the sharing of knowledge across generations. But also, a deeper sense of purpose – something that has become more important in the post-pandemic era, as employee satisfaction is increasingly tied to meaning.

“The world of KPIs is over,” says Laurent Laval. “People don’t come to work for bonuses anymore – they come for purpose. Reverse mentoring helps bring humanity into the workplace and opens up space for new ideas. We’re learning that running a company isn’t about standing at the top of the pyramid. It’s about listening.”

What Would They Recommend to Other Companies?

“Start with something concrete. A CRM, a new tool, an internal process. And give it a clear structure. Without that, it won’t work,” notes Laurent Laval. “And most importantly – make space for the other side. Younger employees have a lot to offer too.” Erik Pikna adds, “For colleagues my age, it’s a great opportunity to learn how to explain things, how to motivate others, how to work with people. And most of all – to appreciate what others do.”

Reverse mentoring isn’t just an HR trend – it’s a way to strengthen trust across a company’s structure. It allows senior employees to gain new perspectives, and gives younger colleagues the chance to offer more than just performance. It teaches mutual respect, knowledge sharing, and long-term partnership.