Political, economic, technological and cultural changes are having a profound impact on the world of work and are bringing new challenges to the management of people in the workplace, particularly the planning and managing of careers. Organisations worldwide are increasingly staffed by diverse groups of employees (Aryee & Debrah, 1993;Baruch, 1999;2004;Furnham, 2000;Greenhaus, Callanan & Godshalk, 2001). In the South African context, historically disadvantaged South Africans (Africans, Coloureds, Indians and women) are climbing the corporate ladder and it is clear that only effective management of the diverse workforce will ensure a competitive edge (Grobler, Warnich, Carrell, Elbert & Hatfield, 2002).Mentoring is a valuable resource for individual and organisational learning, and for coping with an unstable and dynamically changing workplace (Kram & Hall, 1996;Siegel & Reinstein, 2001). To cope effectively with change requires a different process of learning -one that mentoring can provide. Kram and Hall (1989) assert that mentoring helps to ease stress during times of "corporate trauma" when an organisation is downsizing, for example. Mentoring can also be used to help employees to take ownership of their careers and thereby navigate their careers successfully (Baruch, 1999;Hay, 1995). According to Clutterbuck and Sweeney (2003), very few people now have linear career paths -that is, where it is possible to see several steps ahead. The reality for most people is that they need to both maximise the potential for learning in the job they have now, and constantly be alive to opportunities to gradually move into new roles. Managing both the major and the minor transitions becomes a lot easier when one has a dispassionate but well-disposed mentor, who can take a broader view and help one to think through the options and implications of each opportunity.A mentor is often described as a senior, experienced employee who serves as a role model, and who provides support, direction and feedback to the younger employee in terms of career plans and interpersonal development (Baruch, 1999: 441; Finkelstein, Allen & Rhoton, 2003:249; Noe, 1988:458). Although older mentors paired with younger mentees may still be the norm, changes encompassing today's workplace, such as multiple lifetime career paths and a protean approach to career development (Baruch, 2004;Hall & Mirvis, 1995), will likely increase the occurrence of similar-age (that is, peer mentoring) and reverse-age (that is, mentor younger than mentee) mentorships (Allen, McManus & Russell, 1999;Finkelstein et al., 2003;Klasen & Clutterbuck, 2002;Kram, 1996). Mentoring appears to work best when the need is the acquisition of wisdom. Clutterbuck and Sweeney (2003) refer to wisdom as the ability to relate what has been learnt to a wide spectrum of situations, and to achieve insight into and understanding of the issues discussed. In this regard, mentoring is regarded as one person's off-line help of another towards making significant transitions in knowledge, work or thin...