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K Raheja Corp has launched a ‘Reverse Mentoring’ initiative aimed at strengthening cross-generational learning and leadership development across its businesses, including Mindspace REIT, Chalet Hotels, Inorbit Mall and K Raheja Corp Homes. Introduced as a long-term people development programme, the initiative enables mid and junior-level employees to mentor senior leaders on themes such as digital transformation, artificial intelligence, changing workplace expectations, customer behaviour and future-ready skills. The programme has completed its first cohort and involves structured one-on-one sessions over three to four months between mentors and leadership participants. The real estate conglomerate stated that the initiative forms part of its broader employee engagement and leadership development framework focused on collaboration, inclusivity and organisational learning within evolving workplace environments.
K Raheja Corp has launched a ‘Reverse Mentoring’ programme across its group businesses to strengthen cross-generational learning and leadership development within the organisation. The initiative, introduced in the past week, is designed to facilitate structured interactions between senior leadership teams and younger employees, allowing leaders to gain insights into emerging workplace trends, technology adoption and evolving employee expectations while offering junior professionals direct engagement with organisational decision-makers. Advertisement
The programme has been rolled out across multiple group entities, including K Raheja Corp businesses such as Mindspace REIT, Chalet Hotels, Inorbit Mall and K Raheja Corp Homes. Under the model, senior executives participate as mentees, while employees from mid and junior management levels take on mentoring responsibilities based on their knowledge, interests and experience across specific subject areas.
According to the company, the initiative has been structured to create two-way learning opportunities within the organisation. Senior leaders identify areas in which they seek new perspectives, including digital transformation, artificial intelligence, customer behaviour, communication trends and future workplace skills. Employees then volunteer as mentors, after which the human resources team pairs participants by aligning shared themes and learning objectives.
The company stated that the first cohort of the programme has already been completed successfully and that the initiative will continue as a permanent component of its broader learning and development framework. Each mentor-mentee pairing participates in approximately four to six one-on-one sessions conducted over a period of three to four months. The sessions have been designed to remain flexible and discussion-oriented, covering both practical workplace challenges and long-term organisational themes linked to future business environments.
Urvi Aradhya, group chief human resources officer at K Raheja Corp, stated that the programme was intended to introduce outside-in thinking and contemporary learning into leadership conversations while enabling younger employees to better understand strategic decision-making processes within the organisation. She added that the initiative also aimed to create a more connected and collaborative workplace environment where employee perspectives are recognised across organisational levels.
The reverse mentoring initiative has been integrated into K Raheja Corp’s wider employee learning and leadership development ecosystem. The company currently runs programmes such as I-GROW for individual contributors and I-LEAD for early-career managers, alongside leadership-focused initiatives including Shikhar and Future-Forward. The group also operates programmes such as Sheroes and PowHER, which focus on women’s leadership and career progression across businesses.
K Raheja Corp stated that the introduction of reverse mentoring aligns with its broader focus on employee empowerment, inclusive growth and organisational preparedness amid changing workplace dynamics and evolving business expectations. The company indicated that strengthening internal learning structures and leadership engagement remains a key part of its long-term workforce development strategy.
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