A new survey by International Workplace Group has revealed a surprising shift in workplace dynamics: Gen Z workers are increasingly teaching their older colleagues how to use AI tools. While it has long been assumed that mentorship flows from senior employees to junior ones, the rise of artificial intelligence is flipping that tradition on its head. Younger employees, raised in a digital-first world, are now the ones guiding their more experienced peers through the evolving landscape of AI.
The study, which surveyed more than 2,000 office workers across the U.S. and the U.K., found that nearly two-thirds of Gen Z participants reported helping older coworkers integrate AI into their professional routines. The findings also show the technology’s growing impact on efficiency. A striking 86 percent of respondents said AI has improved their productivity, estimating an average of 55 minutes saved each day. More than three-quarters agreed that AI had a positive effect on their careers, underscoring its role as a transformative force across industries.
This trend highlights a reversal of traditional mentorship models. In many areas, seasoned professionals continue to provide critical guidance in strategy, leadership, and organizational knowledge. Yet when it comes to the practical application of AI tools—whether for drafting reports, generating insights, or automating repetitive tasks—it is younger employees who are in the teaching role. Their willingness to share knowledge through hands-on demonstrations and practical advice is creating a new layer of collaboration in the workplace.
The exchange is not one-sided. Older employees contribute deep domain expertise, institutional memory, and judgment that help contextualize AI usage and guide its application in meaningful ways. Mark Dixon, CEO of IWG, noted that this reciprocity strengthens intergenerational teamwork and amplifies the benefits of AI adoption. The dynamic is flattening barriers between generations, creating a sense of shared learning and mutual respect rather than reinforcing rigid hierarchies.
Still, the shift brings challenges. Not all older workers are eager to be taught by younger colleagues, and some may feel uncomfortable or even undermined in the process. There are also questions of access and consistency, since informal peer teaching is not always aligned with company-wide policies on AI usage. Without proper oversight, shortcuts or untested methods could create risks. At the same time, the pressure on Gen Z employees to serve as informal trainers can add to their workload and potentially lead to frustration or burnout.
Despite these hurdles, the broader implications are positive. Organizations that embrace reverse mentoring and encourage open knowledge exchange are likely to adapt faster to technological change. By fostering psychological safety and rewarding collaboration, companies can build cultures where it is acceptable to ask for help, regardless of age or title. Pairing the technical fluency of younger workers with the wisdom of older ones creates a balanced approach that strengthens resilience and innovation.
As AI becomes further embedded in daily workflows, the willingness to learn across generations may become one of the most important workplace skills. Gen Z’s role as guides in this transition is more than a matter of teaching tools; it is a sign of how technology can unite rather than divide. In helping their older colleagues embrace AI, these younger workers are not only boosting productivity but also reshaping the very culture of work.