UK

United Kingdom · Learning and development · Senior (5-8 years)

Senior Coaching and Mentoring Coordinator

Here is the whole job, in plain words. What it is, what you decide, how you're judged, how people get here and where they go next. Then the part no course gives you: twelve AI tutors who learn your work.

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  • Experience bandSenior (5-8 years)
  • Direct reportsNo direct reports
  • Reports toLearning & Development Manager
  • UK framework levelUsually a professional owning their own work, or leading a small team

Also advertised as Senior L&D Specialist (Coaching) · Coaching Programme Lead · Mentoring Programme Manager

Built on 43,079 real UK job descriptions we analysed · grounded in qualifications employers recognise

Two short quizzes about you

1From this job to a course

The qualifications matched to this job

Transcend Level 4 Diploma in Coaching Transcend Awards · Level 4 · covers 2 of 10 standards
City & Guilds Level 5 Certificate in Leadership and Management City & Guilds Limited · Level 5 · covers 1 of 10 standards
City & Guilds Level 4 Certificate in Leadership and Management City & Guilds Limited · Level 4 · covers 1 of 10 standards
Pearson BTEC Level 5 Higher National Diploma in Sport Pearson Education Ltd · Level 5 · covers 1 of 10 standards
1st4sport Level 3 Diploma in Fitness Instructing and Personal Training 1st4sport · Level 3 · covers 1 of 10 standards
NOCN Level 3 Certificate in Youth Work Practice (England) NOCN · Level 3 · covers 1 of 10 standards

Matched from the standards this job is measured against: a suggestion, not an official ruling.

The units you would start with

Duty to coach sustainable development through high-quality pedagogy in the physical education environment Transcend Level 4 Diploma in Coaching
Understanding the Skills, Principles and Practice of Effective Coaching and Mentoring within an Organisational Context City & Guilds Level 5 Certificate in Leadership and Management
Advanced Coaching Pearson BTEC Level 5 Higher National Diploma in Sport
Programming personal training with clients 1st4sport Level 3 Diploma in Fitness Instructing and Personal Training
Facilitate the Learning and Development of Young People through Mentoring NOCN Level 3 Certificate in Youth Work Practice (England)

The future skills this job leans on

AI Fluency working with AI as a thinking partner
Data Fluency turning numbers into a decision
AI Governance Fluency using AI responsibly
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Your Plan Illustration

Built for Senior Coaching and Mentoring Coordinator

5 units that map to this job, from the qualifications that cover it.

  1. Duty to coach sustainable development through high-quality pedagogy in the physical education environment Transcend Awards · covers 2 of 10 standards Level 4
  2. Understanding the Skills, Principles and Practice of Effective Coaching and Mentoring within an Organisational Context City & Guilds Limited · covers 1 of 10 standards Level 5
  3. Advanced Coaching Pearson Education Ltd · covers 1 of 10 standards Level 5
  4. Programming personal training with clients 1st4sport · covers 1 of 10 standards Level 3
  5. Facilitate the Learning and Development of Young People through Mentoring NOCN · covers 1 of 10 standards Level 3
These are the real units behind this job, in the order they rank for it. Nothing here is marked done, because this plan has not been started by anyone yet. Yours would fill in as you go.

2AI and this work

Will AI change your work as a Senior Coaching and Mentoring Coordinator?

Nobody can say exactly how. Here is what this job is being asked for next, and where to start.

The new skill this role is being asked for

  • AI-Powered Learning Personalisation
Why each one is rising

The future skills this job leans on

We'll only ever tell you what we can actually back up. No hype, no scare tactics.

What happens when you start

Next, a free account. We build your Senior Coaching and Mentoring Coordinator plan as you set up, starting with a Future Fluency module on using AI in your job. No card.

Your first Future Fluency module is free. After that, your AI tutor is £70 a month.

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3What this role really is

A Senior Coaching and Mentoring Coordinator runs coaching and mentoring programmes for an organisation's staff. The work covers matching participants, coordinating sessions, and measuring how well programmes work. It sits behind the scenes, making sure leaders and staff get the support they need to develop.

4What you'd actually use

The tools this job runs on, and how well you'd need to know each one.

BetterUp / CoachHub (or similar Coaching Platform) Advanced

You'll configure programme journeys, build custom reports, analyse platform data for engagement trends, and train new administrators. You're not just a user; you're a power user and trainer.

Cornerstone OnDemand / Degreed (or similar LMS/LXP) Advanced

You'll design and build blended learning paths that integrate coaching and mentoring, manage content libraries, and create custom reporting dashboards to track programme progress and completions.

Culture Amp / Qualtrics (or similar Feedback & Analytics) Expert

You'll design programme evaluation surveys (pre/post, 360s), perform thematic analysis on qualitative feedback, and link programme data to broader engagement scores to show impact.

Asana / Monday.com (or similar Project Management) Advanced

You'll build complex project plans for programme launches, manage dependencies across multiple workstreams, and create automations and dashboards to give the team clear visibility on progress.

Microsoft Excel / Google Sheets Advanced

You'll build dynamic dashboards with Power Query, create complex formulas to model programme costs, forecast participant demand, and clean large participant lists efficiently.

Tableau / Power BI (or similar Data Visualisation) Advanced

You'll connect to various data sources (Excel, survey tools), build interactive dashboards to track KPIs like goal attainment, satisfaction, and programme completion, making data easy to understand.

Slack / MS Teams (or similar Collaboration) Advanced

You'll design and launch cohort-based communities of practice, use integrations (e.g., Polly for polls) to drive engagement, and manage programme channels for announcements and Q&A.

5What you get to decide, and how that grows

Power in a job isn't your title. It's what you're allowed to decide. Here's how it grows as you move up.

The choiceComing in Where you are nowThe step above
Programme Design & Content Follows existing templates and content library; escalates all content creation. Adapts existing content and proposes minor modifications; seeks approval for new content. Designs new programme modules and content from scratch, aligning with L&D strategy; consults manager on significant strategic shifts.
Coach/Mentor Matching Executes matching based on established criteria; escalates complex cases. Independently manages matching for a single programme; proposes adjustments to criteria. Optimises matching algorithms for multiple programmes; makes final decisions on complex pairings; manages relationships with external coaches.
Budget Allocation (Programme Specific) Tracks spend against allocated budget; flags overspends to supervisor. Manages budget for a single programme within set limits; proposes minor reallocations. Recommends budget adjustments up to £10K for programme enhancements; consults manager on larger financial decisions.

6How you'll be judged

The scoreboard, and what is not on it. The hard targets, how often each is actually looked at, and the quiet signals that never reach a dashboard.

Programme Net Promoter Score (NPS)
Measures how likely participants are to recommend a coaching or mentoring programme to a colleague.
Target · +50 or higher for all managed programmes.

After running the 'Emerging Leaders' mentoring programme, the average NPS score was +55, showing strong participant satisfaction and advocacy.

Participant Goal Attainment
Tracks the percentage of participants who report achieving their primary coaching or mentoring goals.
Target · 85% or more of participants achieving their stated goals.

For the Executive Coaching cohort, 90% of coachees confirmed they had met or exceeded their initial development objectives.

Programme Drop-out Rate
The percentage of participants who start a programme but don't complete it.
Target · Less than 10% drop-out rate across all managed programmes.

Out of 100 participants in the 'New Manager' mentoring scheme, only 7 dropped out due to unforeseen circumstances, keeping us well within target.

Feedback Loop Completion Rate
Ensuring that all required feedback (e.g., pre/post surveys, 360s, session feedback) is collected from participants, coaches, and managers.
Target · 90%+ completion rate for all critical feedback points.

For the Q2 coaching cycle, 92% of coachees, 95% of coaches, and 90% of managers completed their post-coaching surveys, giving us robust data.

Stakeholder Buy-in & Advocacy
How well you secure support and champion the value of coaching and mentoring among senior leaders and line managers.
  • Evidence: Senior leaders actively promoting programmes to their teams
  • line managers proactively seeking to enrol their high-potentials
  • being consulted early on new talent development initiatives
  • positive feedback from HRBPs on your collaboration.
Programme Design & Improvement Quality
Your ability to take feedback and data to genuinely improve existing programmes and design new ones that hit the mark.
  • Evidence: Documented process improvements leading to better participant experience
  • new programme designs that directly address identified business needs
  • positive feedback from participants and coaches on programme structure and content
  • successful pilot programmes that lead to wider rollout.
Quality of Coach/Mentor Matching
The effectiveness and perceived quality of the pairings you create between participants and their coaches/mentors.
  • Evidence: Low requests for re-matching
  • positive participant feedback on the 'chemistry' and relevance of their coach/mentor
  • anecdotal evidence of strong developmental relationships forming
  • coaches/mentors reporting productive engagements.
Mentorship of Junior Colleagues
Your effectiveness in guiding and developing junior L&D team members.
  • Evidence: Junior colleagues demonstrating increased autonomy and capability
  • positive feedback from mentees on your support and guidance
  • successful delegation of tasks and projects
  • a noticeable improvement in their understanding of programme management best practices.

7Would you like it

Both sides. What people enjoy, and what grinds them down.

What people enjoy
Seeing People Grow

You get a genuine buzz from hearing a participant talk about a breakthrough they had with their coach, or seeing a mentee get promoted. You're invested in their journey.

Example: A mentee you matched tells you how much their confidence has improved, directly linking it to the advice they received in the programme.

Building Effective Systems

You enjoy the challenge of taking a complex programme and designing clear, efficient processes around it. You like making things work seamlessly.

Example: You successfully redesign the mentor-mentee matching process, reducing the time it takes by 30% and improving satisfaction scores.

Making a Tangible Impact

You're driven by the knowledge that your work directly contributes to better leadership and a stronger organisation, even if it's not always immediately visible.

Example: Presenting programme evaluation data that clearly shows a positive correlation between coaching participation and improved team engagement scores.

What frustrates people
  • The 'Lip Service' Leader: You'll deal with executives who publicly champion development but then consistently pull their high-potentials from programmes, citing 'critical project work.' It's frustrating when actions don't match words.
  • Proving 'Soft' ROI: The constant, often draining, battle to justify programme spend with hard financial metrics, when the true, deeper impact is in things like increased confidence, better team morale, and long-term retention.
  • Participant Ghosting: You'll spend ages perfectly matching a mentor and mentee, only for the mentee to miss meetings and go quiet. It means awkward follow-ups and wasted effort.
  • Confidentiality Tightrope: You'll often know a coachee is struggling with their manager, but you can't directly intervene due to confidentiality, even as that same manager asks you for an update. It's a tricky balance.
  • The 'Admin' Perception: Sometimes, despite all your strategic work, you'll be treated like an event planner ('Can you just book a room for them?'). It can feel like your expertise isn't fully recognised.
  • Messy HRIS Data: Trying to run a data-driven nomination process only to find the HR system's data on 'performance ratings' or 'potential' is outdated, inconsistent, or just plain wrong. It makes your job much harder.
What this role does not give you
  • Immediate, highly visible 'wins' every day – impact often takes time to materialise.
  • A purely strategic role without significant operational and administrative components.
  • Complete control over participant engagement or stakeholder buy-in – you can influence, but not dictate.
  • A quiet, predictable work environment; expect interruptions and shifting priorities.

8Who you work with

This role directly shapes our leadership capability and talent retention. By ensuring our coaching and mentoring programmes are top-notch, you're helping our people grow, which means better decision-making, more engaged teams, and a stronger culture overall. Get it right, and we're building the leaders of tomorrow. Get it wrong, and we risk stagnation and losing our best people.

Inside the business
  • L&D Manager and wider L&D Team
  • HR Business Partners (HRBPs)
  • Senior Leaders and Line Managers (who nominate participants)
  • High-Potential Employees (High-Pos) and Programme Participants
  • People Analytics Team
Outside the business
  • External Coaching Providers and Individual Coaches
  • Mentoring Platform Vendors
  • Assessment Providers (e.g., Hogan, DiSC)

9What you need before you start

Not a wish list. The things you would be expected to already have.

  • At least 3-4 years of hands-on experience coordinating or managing L&D programmes, specifically with a focus on coaching or mentoring.
  • Demonstrable experience with data analysis and reporting, showing you can turn numbers into actionable insights.
  • A proven track record of managing multiple projects or workstreams simultaneously, hitting deadlines and managing expectations.
  • Experience working with external vendors or consultants, managing those relationships effectively.
  • Strong interpersonal skills, showing you can build rapport and trust with diverse groups of people.

10What to practise next

Where the job is going, and what to do about it starting this week.

Advanced Data Storytelling & Visualisation

It's not enough to just have data; you need to tell a compelling story with it that resonates with senior leaders. Being able to communicate complex insights simply and visually is becoming absolutely critical for securing budget and buy-in.

Narrative Structure for Data · Executive Dashboard Design · Impact vs. Activity Metrics · Infographic & Visual Communication

  • This week: Review 2-3 examples of excellent data storytelling in business reports.
  • This month: Take an online course on advanced Tableau/Power BI dashboard design, focusing on executive reporting.
  • Month 2: Redesign one of our existing programme impact reports, focusing on a clear narrative and strong visuals.
  • Month 3: Present your redesigned report to your manager, seeking feedback on its clarity and impact.

Quick win: For your next programme update, focus on one key metric and create a single, compelling visual that tells the story, rather than a dense table of numbers. See how it lands.

11Staying current once you are in

What people here do to keep up
  • Actively participate in L&D or HR professional networks (e.g., CIPD, ATD) to stay current with industry trends and best practices.
  • Attend webinars or workshops focused on advanced programme evaluation, data analytics for HR, or AI in L&D.
  • Seek out opportunities to mentor junior colleagues, even informally, to hone your leadership and guidance skills.
  • Regularly read industry publications (e.g., Harvard Business Review, Training Journal) and thought leadership pieces on talent development.

12The rising capability

The rising capability

Zavmo analysis

What's rising in its place

This is where the work is heading, and the higher pay with it. Get fluent here and the shift stops being a threat and starts being your edge.

AI-Powered Learning Personalisation

Learning isn't one-size-fits-all anymore. AI can help us tailor coaching recommendations, content suggestions, and learning pathways to individual needs, making our programmes far more effective and engaging. Competitors are already doing this, and we need to keep up.

  • Adaptive Learning Paths
  • Recommendation Engines
  • Skills Gap Analysis (AI-driven)
  • Ethical AI in L&D

13What you’ll use

What you’ll use

Skills this role draws on

Technical

  • Coaching & Mentoring Models
  • Programme Design & Management
  • Competency Framework Integration
  • Programme Evaluation (Kirkpatrick/Phillips ROI)
  • Psychometric Assessment Debriefing

14The pathway

The pathway

How you actually get there, here

How you become one varies far more by country than what one does. This is the UK route. Most people take one of these ways in; the right one depends on where you're starting from.

  1. 1

    L&D Coordinator / Specialist

    3-5 years

    Skills to master

    • You'd have mastered the operational aspects of L&D programmes, including scheduling, participant management, basic reporting, and vendor coordination. You'd also have a good grasp of our internal systems and processes.

    You're ready to move on when

    • Consistently delivered programmes on time and within budget.
    • Proactively identified and resolved operational issues.
    • Received positive feedback on your organisational skills and attention to detail.
    • Demonstrated initiative in taking on more complex tasks or small projects.
  2. 2

    HR Generalist / HR Business Partner

    4-6 years

    Skills to master

    • You'd have a solid understanding of the business and its talent needs, excellent stakeholder management skills, and experience in various HR domains. You'd also understand how L&D fits into the wider employee lifecycle.

    You're ready to move on when

    • Successfully advised managers on talent development needs.
    • Led or supported small-scale L&D initiatives within your business unit.
    • Demonstrated strong influencing and communication skills with diverse employee groups.
    • Exhibited a passion for employee development beyond just HR administration.
  3. 3

    Training Specialist / Facilitator

    3-5 years

    Skills to master

    • You'd be an expert in instructional design and delivery, understanding how to create engaging learning experiences. You'd also be skilled at assessing learning needs and evaluating training effectiveness.

    You're ready to move on when

    • Designed and delivered effective training programmes.
    • Received strong participant feedback on your facilitation skills.
    • Demonstrated an interest in broader talent development strategies beyond just training delivery.
    • Proactively sought to understand the impact of your training on business outcomes.

15Where this role leads

The long view: This work can lead to managing coaching and mentoring strategy, or into wider talent and leadership development roles.

The ten Future Fluencies

Zavmo analysis

The credential is what you can do today. These are what keep you valuable.

A qualification proves you can do the job as it's defined today. These ten are what decide whether you're still the obvious person for it in five years. They're the capabilities employers are now writing into senior roles faster than people are learning them. Zavmo weaves them through whatever you study, so you come out with both: the credential and the fluency.

The highlighted ones are the Fluencies your role leans on hardest, from how Senior Coaching and Mentoring Coordinator is actually changing.

Where it leads

Roles this leads to

Also named as a next step, with no page in the catalogue yet:

  • Senior L&D Business Partner

How you would learn this

One to one, on the work you already do

A tutor sets the task against your own job and marks the reasoning, at your pace. There is no cohort to fall behind.

A lesson from Duty to coach sustainable development through high-quality pedagogy in the physical education environment, worked against Senior Coaching and Mentoring Coordinator.

Duty to coach sustainable development through high-quality pedagogy in the physical education environment Level 4

Applied to your work in Senior Coaching and Mentoring Coordinator

The objective of this unit is to equip learners with the knowledge of coaching pedagogy, styles, learning theories, and skill acquisition techniques necessary to coach sustainable development in physical education. Learners will understand how to adapt their coaching approach to meet the unique developmental needs of participants and the demands of various physical activities.

How the thinking builds
  1. 1 Remember
  2. 2 Understand
  3. 3 Apply
  4. 4 Analyse
  5. 5 Evaluate
  6. 6 Create
An illustration of a Zavmo lesson, built from this role’s own route. The unit, its objective and every criterion above are the awarding body’s own words, not an example.

It is £70 a month, billed monthly. Your free first module is Future Fluency, and you can cancel any time.

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See Your Progress Grow Illustration
Senior Coaching and Mentoring Coordinator
  • Coaching & Mentoring Models
  • Programme Design & Management
  • Competency Framework Integration
  • Programme Evaluation (Kirkpatrick/Phillips ROI)
  • Psychometric Assessment Debriefing
This is your Mind Palace on learn.zavmo.ai. Every skill above comes from this role's own record, not an example borrowed from another job. A node lights up when you evidence it, and what you build stays yours between jobs. That is the part a course cannot do.

16The detail, folded away

Everything else the record holds

The career branches in full, how AI is already showing up in the day-to-day, and the questions people ask about this job. Here when you want them, out of the way while you decide.

Where it leads next, rung by rung

Where it leads

The career path, and where it branches

Senior Coaching and Mentoring Coordinator is a start, not a ceiling. Each step below asks for new skills and hands back more autonomy.

  1. Lead, Coaching & Mentoring Programmes (Level 004)

    3-5 years

    This is a natural next step, where you'd move from owning workstreams to designing entirely new programmes from scratch and potentially managing a small team.

    • Vendor Strategy & Negotiation Leading the selection and negotiation with coaching platforms and external providers.
    • Programme Portfolio Management Overseeing multiple programmes, ensuring they align with overall L&D and business strategy.
    • Organisational Needs Assessment Proactively identifying emerging talent development needs across the business and designing solutions.

  2. Senior L&D Business Partner

    4-6 years

    This moves you into a broader HR role, where you'd apply your L&D expertise to support specific business units, acting as a strategic advisor.

    • Workforce Planning Contributing to strategic planning for talent acquisition and development needs.
    • Performance Management Systems Designing and implementing performance review processes.
    • Employee Relations Managing complex employee issues and investigations.
    • Compensation & Benefits Basics Understanding how reward structures impact talent decisions.
Working with AI on the job

Working with AI

Where AI is starting to help

Let's be honest, a lot of your day is spent on tasks that, while necessary, aren't the most exciting. Imagine getting back a full day or two each week to focus on the really impactful stuff – the strategic thinking, the deep analysis, the human connection. That's exactly what AI tools can do for you in this role.

We're not talking about replacing you; we're talking about giving you a superpower. AI won't build relationships or understand nuanced human dynamics, but it's brilliant at handling the repetitive, data-heavy, and first-draft tasks that currently eat up your time. Think of it as your super-efficient personal assistant, freeing you up to be more strategic and human.

Automated Scheduling & Nudges

Forget the endless back-and-forth for session booking. Use an AI-powered scheduler like Clockwise or Calendly, integrated with Slack or MS Teams, to handle the entire scheduling process. It'll find the best times, send reminders, and even fire off automated 'nudge' messages to prompt for feedback or goal updates. It's like having a full-time PA just for scheduling.

Thematic Feedback Analysis

Got hundreds of qualitative survey responses and programme feedback comments? Instead of manually sifting through them, feed them into an AI tool. It'll instantly analyse sentiment, identify the top 3 positive themes (e.g., 'great matching', 'impactful content') and the top 3 areas for improvement (e.g., 'unclear goals', 'scheduling conflicts'). You get insights in minutes, not hours.

Personalised Resource Curation

Coaches and mentors often ask for resources tailored to specific participant needs. Use an AI research assistant to quickly pull together relevant articles, frameworks, or case studies. Prompt it with something like 'Find 5 recent HBR articles on transitioning from individual contributor to manager' and get a curated list in seconds, saving you loads of manual search time.

First-Draft Communications

Writing programme launch announcements, FAQs, onboarding guides, or stakeholder updates from scratch takes ages. Use a generative AI (like ChatGPT or Claude) to create the first draft. You then refine, personalise, and add your human touch, cutting initial writing time by 80%. It's a huge time-saver for all your comms.

Common questions

Common questions

How do you become a Senior Coaching and Mentoring Coordinator?

Common routes in include L&D Coordinator / Specialist (3-5 years), HR Generalist / HR Business Partner (4-6 years) and Training Specialist / Facilitator (3-5 years). Times vary with prior experience.

Where can a Senior Coaching and Mentoring Coordinator progress to?

This role can lead on to Lead, Coaching & Mentoring Programmes (3-5 years) and Senior L&D Business Partner (4-6 years), depending on the skills you build.

What new skills matter most for a Senior Coaching and Mentoring Coordinator?

Increasingly, AI-Powered Learning Personalisation. These are the skills our record of this role lists as growing.

Free tools

Want a read on where you stand?

Three free tools, no account needed. Each one ends with a role, a level and a way in.

Read the Zavmo manifesto to understand how you will be taught Meet your tutors

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17Where to go from here

Other roles at Level 4

Same depth of qualification, different job. Useful if the work appeals but this particular role does not.

 More jobs in learning and development

Stay in the field you know and move sideways rather than up.
If you leave this industry

Skills built in this role include programme design, data analysis and stakeholder management, along with a grounding in how people develop. These carry across into learning and development roles in other industries, including consulting and education technology. They can also support setting up an independent coaching or mentoring practice.

This role profile is © 2026 Growth Engineering Technologies Ltd. Built from UK occupational standards and regulated qualification data, and written for Zavmo.

You're not behind. You're right on time. The shift is only just beginning. Your role won't look the same in two years. Be the one who leads the change, not the one it happens to. Start my plan, free What happens next: a free account, then we build your plan as you set up. No card. Build your plan, see your roadmap and meet the twelve tutors matched to you. All free. When you're ready to start learning, it's £70 a month, billed monthly. Cancel any time and billing stops.