Large corporations donít usually make a habit of taking a ëback to frontí approach to something, but major financial services company AMP are doing just that.
For the past 9 months the company has turned the tables on the traditional hierarchical approach to training staff - by empowering a team of tech wise ëtwenty somethingí employees (e-possums) to teach senior management about the Internet and new technology - a groundbreaking initiative for UK business.
AMPís initiative has broken all of the rules. By reversing traditional roles, the e-possums can get beneath the skin of management. But it is not only management at AMP that are reaping the rewards of their monthly mentoring sessions; the e-possums are also benefiting from being given a high level window on corporate life.
Keith Jones, director of Pensions Review at AMP says: ìIíd like to think that the scheme benefits both parties - Iím sure my e-possum has learned something about the corporate relevance of e-technology and has a greater awareness of the value of the knowledge and skills he has been developing.î
The scheme currently has 17 e-possums in Peterborough, 12 at Bristol and 9 in Tunbridge Wells.
So, why ëpossumsí? The ëpossumí name came from AMPís Australian heritage. This term of endearment popularised by Dame Edna Everage, sums up exactly how management view the possums - they like having them around to learn from.
As a result of the success of AMPís success with the reverse mentoring scheme their headquarters are now alive with a sense of achievement. The e-possum programme has demonstrated how breaking down the barriers, can produce an effective e-learning environment. The scheme has been such a success that the company is now intending to roll it out across the AMP Group in Australia and New Zealand.
Reverse mentoring switches management onto the netÖ - 11/2001
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