Purpose: To understand the structure and process of mentoring when formalized in an organization and to measure the impact of formalized mentoring in creating a positive work force. Methodology: An organization where formalized mentoring was established as a part of the organization process was identified and data was collected through the use of semi-structured interviews conducted with the human resource manager; executives engaged as mentors and the mentees. The qualitative data was used to develop a case study. Mentees were further met again with a structured questionnaire to measure the impact of mentoring on them and shaping them as a positive workforce.

Findings: The case study reflects the structure and the process through which mentoring can be formally established in an organization. Mentoring yielded positive results because the mentees responded to say that the mentoring process made them felt nurtured, guided and integrated in the organization.

Implications: The findings reinforce the notion that mentoring can be used as a tool to develop a positive workforce and provide insights into the processes and systems which facilitate in establishing and running mentoring as a program in an organization. Limitations: The findings are limited to an organization and therefore the results cannot be generalized and are specific to the organization.