Abstract Objective: To understand the impact of mentoring process on employee morale (retention) improvement and to establish mentoring as one of the important sustainable tool for handling the hotel workforce. Methodology: In the hotel industry, retaining talented staff is the serious retarding reasons for HR, and to step up towards employee succession planning, hotel human resource department has to provide proper mentoring to develop determination, values, and beliefs within the employee. To collect the required data for this research, the existing literature of mentoring in different organisation as well as in the hotel industry was concerned. The qualitative research method has been used to collect and analyse the data. The data were collected from the hotel workforce, who experienced mentoring program in 60 different hotels from Delhi, NCR. The data were analysed using descriptive analysis, reliability test, Correlation test and regression. Findings: Findings concluded that mentoring process overall has a statistically significant impact on improved morale (retention) of protégé in an organisation. Results also concluded that identified mentoring process dimensions-motivating protégé and relationship building have significant positive impact on the morale (retention) improvement of the workforce in an organisation. Implications: The findings emphasise that the concept of mentoring can be used as a tool to develop a positive workforce, which can help an organisation to retain its valuable workforce. Limitations: The findings are limited to Delhi, NCR, and therefore, the results cannot be generalised on the broader term and are specific to the particular region. Keywords: Mentoring, Mentoring Process, Morale Mentoring of the Hotel Workforce: A Sustainable Tool to Improve Employee Morale (Retention) - A Case Study in Delhi, NCR Rachna Chandan*, Balgopal Singh** * Ph.D. Scholar, Banasthali Vidyapith University, New Delhi, India. Email: rachna@bcihmct.ac.in ** Associate Professor, Banasthali Vidyapith University, Rajasthan, India. Email: bgs_smv@yahoo.co.in INTRODUCTION In the last ten years, the hotel industry faced talent management and staff retention as the major problems. It can be said that retaining employees in the organisation has become an immense challenge. Chand (2007) determined that the performance of a hotel is signifcantly related to the HR policies of recruitment, training and development and employee retention. Human resource department has to determine the strength of an organisation by retaining his talented workforce; as “Happy Employee make a happy proft” for the organisation (Srirupa, 2015). In this regard, mentoring/coaching has emerged as the fnest tool which will help to implement the retention management in the organisation. It also measures as a learning curve, which helps in advancing professionally for a less experienced employee (Wanberg, Welsh & Hezlett, 2003). Kram (1985) defnes mentoring as a workplace relation- ship developed between experienced senior (mentor) and less/or inexperienced employee (protégé). Mentoring is the act of helping the less experienced employees at frequent interval. It can be a decision determined by organisational-core competencies as well as position- specifc competencies. A systematic mentoring process will steadily fll the space between the current human resources and the leadership talent, which will eventually help to counter the forthcoming business challenges. The aim and main idea of this research is to investigate the impact of mentoring on protégé morale and retention in an organisational of the hotels in Delhi and NCR. Atithya: A Journal of Hospitality 5 (2) 2019, 49-58 http://www.publishingindia.com/atithya/