In the spirit of National Apprenticeship Week’s 2026 theme – Skills for Life – Maddison Cottle-Barker explores how reverse mentoring can support the exchange of skills and experience in the construction sector.
A recent CITB Workforce Mobility and Skills in the UK Construction Sector report revealed that just 19% of the construction sector’s workforce is aged 24 or under.
Many would agree that listening to this group is important if we want to encourage this number to grow.
Senior leaders also have much to learn from the next generation, which is where reverse mentoring comes in.
Rather than senior professionals guiding junior team members, the dynamic is reversed and a junior becomes the mentor, while a senior leader becomes the mentee.
Why it works
Reverse mentoring challenges traditional hierarchies and gives senior leaders genuine insight into what younger employees think, value and experience.
In BW’s experience, it has created space for open and honest conversation. Those entering the industry often bring fresh ideas and perspectives that help businesses grow and evolve.
Just as importantly, reverse mentoring shows those early in their careers that they are valued and that their insights can genuinely influence business decisions.
It also reinforces the idea that you are never too experienced to learn something new. Some of the most valuable insights come from being exposed to viewpoints you might not otherwise encounter.
As someone who has been a junior mentor, I can say with confidence how it made me feel empowered and valued as an employee.
Tips for reverse mentoring success
For senior leaders considering introducing reverse mentoring, several principles increase the likelihood of success.
- Be intentional with pairing. Think carefully about who can genuinely learn from whom. The most impactful pairings often bring together people with different backgrounds, perspectives, or lived experiences. For example, someone from an underrepresented group mentoring a senior leader from a different background can create powerful opportunities to shift perspectives.
- Set clear expectations from day one. Have an ‘expectations exchange’ before the first meeting. Discuss what confidentiality means, how committed each party is to attending sessions, and what openness looks like in practice. It is also important to establish ground rules, such as no cancellations unless genuinely unavoidable, as well as a genuine willingness to be vulnerable and challenged.
- Share learnings and take action. Reverse mentoring is most powerful when insights lead to action. Create mechanisms to surface and share any learnings with the wider business. When a junior mentor’s idea is implemented, celebrate it. Report on outcomes and discuss next steps. This shows that reverse mentoring is not a nice-to-have and that it is shaping how the business operates.
- Take it seriously. Commit to the programme with the same rigour as any other critical business activity. If senior leaders show up half-engaged, the credibility and impact of the initiative quickly erode.
Looking forward
For construction businesses serious about shaping a strong future workforce, reverse mentoring is well worth exploring. It delivers real returns, from fresher thinking to stronger retention, while creating the conditions for meaningful exchange and a more inclusive workplace.
While it will not solve every workforce challenge, it represents a powerful step forward.
I would urge more businesses to embrace reverse mentoring and listen closely to the next generation helping to shape our industry.
Maddison Cottle-Barker is senior commercial manager at BW: Workplace Experts.
