The purpose of this article is to communicate a definition of mentoring that will better fulfill the learning opportunities of mentees, mentors, organisations and society. The article presents an approach to the design and implementation of mentoring programmes which is very practical while at the same time manages to take into account the complexity of facilitating effective learning processes. Included is information on selection and matching of mentors and mentees, the phases of the mentoring process and models for learning.

PurposeThe purpose of this paper is to present the challenges posed by designing and implementing mentoring programs when program coordinators, managers and participants may hold different assumptions about what mentoring is and what career development is. It aims to create an awareness of the inherent conflicts between the old and the new definitions of careers when implementing mentoring programs.Design/methodology/approachThe paper is a presentation of the different definitions of careers as well as the different approaches to mentoring and a discussion of the implications of these in corporate mentoring programs.FindingsThis paper presents viewpoints on where to focus the attention in designing and implementing mentoring programs to achieve maximum results for the organization as well as for the participants.Originality/valueHuman resource professionals, managers and potential mentors and mentees might find value in reading this paper to become aware of obstacles for learning and growth.

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