Reverse Mentoring

Reverse Mentoring - Harnessing the experience of frontline staff.

‚ÄčReverse Mentoring

  • Empowering and valuing the experience of frontline officers and staff
  • Providing a new perspective to senior leaders in policing on how their decisions affect the frontline
  • Stimulating innovation through frontline officers and staff sharing their opinions, ideas, knowledge and experience
  • Contributing to the creation of a diverse and inclusive police service

The College, working in conjunction with policing, has published resources designed to enable Organisation Development teams to set-up and successfully manage Reverse Mentoring Schemes. These comprise:

  • Organisation Guidelines including mentee briefing guidance, case study, and the evaluation outcomes of the reverse mentoring pilot
  • Mentor Training Pack including Trainer Guide with supporting PowerPoint and Handout Pack, and a Pre-Course Workbook for delegates.

Access the MLE and College Learn here and put Reverse Mentoring into the search function.

The resources can be adapted to meet specific force/regional needs and priorities.  All 43 Home Office police services have been granted a licence to use the Reverse Monitoring materials that are available to download on College Learn and the Managed Learning Environment.  A copy of the Reverse Monitoring licence schedule is available on the Copyright and Licensing webpage.  Any other organisations who wish to use the Reverse Monitoring materials should request a licence via their Client Services Manager or the Copyright and Licensing Team.

What is Reverse Mentoring?

Traditional mentoring schemes involve a Mentor who is more senior than the Mentee, drawing on their seniority and experience to help facilitate a Mentee's development.  Reverse Mentoring, as the name suggests, reverses these roles.  Frontline policing professionals are trained as Mentors, and are matched with senior leaders who are the Mentees. 

Reverse mentoring schemes are set-up by individual police services or on a collaborative/regional basis to address a specific organisation development need.  For example, increasing senior leader visibility and engagement, developing a better appreciation of the issues affecting under-represented groups in policing, and connecting with the frontline to understand current issues.

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