Peer Coaching Groups as a Natural Space for Intergenerational and Lifelong Learning

Introduction

Intergenerational learning is important both for younger and senior generation employees, as each of them possesses skills and perspectives that have great value for those in other generations. Exchange and transfer of knowledge are also essential prerequisites for effective organizations (Carmeli et al., 2013). Thus, there is a need among organizations and corporations to establish programs that facilitate the exchange of knowledge and learning in their intergenerational workforces.

A growing number of organizations have introduced internal and cross-organizational peer growth groups to create a favorable environment for knowledge exchange and employee development. There are many types of peer growth groups, that is, groups of peers that gather to discuss problems and solutions and to achieve individual learning and development. Peer coaching groups (PCG) are among the most salient of such peer growth groups. PCGs provide participants with long-term, deep support and facilitate mutual learning among peers in all parts of life through open, trusted, and continuous relationships. Intergenerational diversity in such groups is often well-received by and enriching for participants and may be beneficial for the groups’ effectiveness (Terekhin, 2022).

Additionally, PCGs create a sense of belonging and foster stronger bonds among colleagues, thus addressing the challenge faced by intergenerational workforces of maintaining the engagement of employees within the organization across all age groups. Such groups provide relatedness at the workplace, which is an important component of job satisfaction, according to self-determination theory (Deci & Ryan, 2015).

In addition to increased trust and a sense of belonging, PCG programs create opportunities for employee development and lifelong learning. Facilitating the development of both younger and senior employees is a core concern of organizations with an intergenerational workforce. Unless opportunities for lifelong learning are presented, older employees with many valuable years of experience risk having reduced effectiveness over time as their organization’s policies, technologies, and business context adapt in response to changing expectations of the customers and employees, business practices, and approaches to marketing and strategy and management, among other changes. PCGs increase the input of senior generation employees in organizational development and help them grow, rather than lose out, in effectiveness as they gain additional years of work experience within the organization.

PCGs do so by enabling group participants, often colleagues, to support one another as they develop new skills and learn together over time (Fey et al., 2021; Kutzhanova et al., 2009). Such groups represent tools for organizations to ensure that knowledge transfer is both sustainable and ongoing. By creating PCGs in which there is intergenerational diversity among participants, organizations can ensure that colleagues of different ages have the opportunity to build relationships, share ideas and solutions, and learn from one another.

PCGs and other forms of peer coaching have received extensive support in the literature as effective tools for personal and professional development (Hopkins et al., 2021; Hunt & Weintraub, 2006; Parker et al., 2008). PCGs are employed by national and international business communities, business schools, and hundreds of Fortune 500 companies, among others.

Notable examples of PCGs include women leadership groups, a form of PCG in which professional women come together to support one another and learn together. These groups are employed by both small and large corporations such as Coca-Cola, KPMG, Walmart, and tech companies such as Salesforce, Amazon, Appirio, and others. Technological giants, where intellectual capital plays a key role (like Google or Booking.com), establish peer learning groups and facilitate the onboarding process for newcomers through peer support (like Microsoft). These programs result in employee development and learning, mutual support and trust among colleagues, and the establishment of company culture.