UK job descriptions by sector
Learning and development job descriptions
18 in this sector.
Level 2 jobs · 4
- Associate Performance Analyst You support senior colleagues investigating performance problems across the business. You gather data, map processes and help arrange interviews. You work within Learning and Development, but collect information from across the organisation. The team uses that information to assess whether a problem needs a process change, different tools or learning support. You help senior consultants prepare recommendations based on accurate, timely information. Records may be scattered, and getting access to the right information can take work. Incomplete or late data can delay the investigation or lead to a recommendation that misses the problem. The role gives you experience of diagnosing performance issues before choosing a response, rather than assuming another workshop is the answer. View
- L&D Coordinator The L&D Coordinator is here to keep the learning programmes ticking over. Day-to-day, you'll be handling all the bits and bobs that make workshops happen, from booking rooms to getting people signed up on the learning platform. This role sits within the L&D team, providing the crucial operational support that allows the Organisational Development Specialists and Leads to focus on designing and delivering impactful training. When you do this well, the colleagues get a smooth, hassle-free learning experience, which means they're more likely to engage and learn. If things go wrong, say, the wrong room is booked or the tech doesn't work, it can really mess up a training session and frustrate everyone. The work can involve juggling lots of small, important tasks, often with tight deadlines. One part of the role is seeing people genuinely benefit from the programmes you've helped organise, and knowing you're a key part of their development journey. View
- Training Administrator The Training Administrator is responsible for independently managing the day-to-day logistics and smooth running of the standard training programmes. This means you'll own the full lifecycle of a course, from initial scheduling right through to collecting feedback and updating records. You'll work at the intersection of the L&D team and the learners, translating programme designs into practical, well-organised sessions that help the colleagues grow. When this role is done well, the learners have a seamless experience, facilitators can focus on teaching, and the L&D team looks incredibly professional. When it's not, you end up with frustrated learners, double-booked rooms, and a lot of last-minute scrambling that makes everyone look a bit disorganised. The work can involve juggling multiple programmes and making sure all the tiny details are perfect, even when things change at the last minute. One part of the role is seeing people genuinely learn and develop because you made it easy for them, and knowing you're the backbone of the learning delivery. View
- Training Coordinator The Training Coordinator is here to make sure the learning programmes happen without a fuss. You'll handle all the logistics, from booking rooms and sending out invites to making sure the right materials are in the right hands at the right time. you're the glue that holds the training delivery together, letting the trainers focus on, well, training! You'll sit within the regional L&D team, supporting the more experienced Regional Training Specialists and helping them deliver impactful sessions. When you do this job well, the learners have a seamless experience, and the trainers can concentrate on teaching, not on whether the projector works. Get it wrong, and you'll have a room full of frustrated people, no handouts, and a trainer doing an impromptu tech support session. The work can involve juggling lots of small, urgent tasks and learning to pre-empt problems before they blow up. One part of the role is seeing your efforts directly contribute to people learning new skills and feeling supported. View
Level 3 jobs · 8
- Executive Coach As an Executive Coach, you'll be the confidential sounding board and strategic thought partner for the leaders. Your main gig is to help individuals, typically at Director-level and below, navigate complex organisational dynamics, improve their leadership behaviour, and hit their professional goals. You'll manage a full roster of individual coaching clients, guiding them through structured engagements from start to finish. This role sits within the talent development efforts. You're not just offering advice; you're helping the key people see their blind spots and build new capabilities. When you do your job well, the leaders become more effective, their teams perform better, and the business sees real, tangible improvements in leadership quality. If you don't, well, leaders might feel stuck, make poor decisions, and the team could lose good people. This can involve getting busy executives to commit fully to the process, and sometimes, you'll need to gently challenge their ingrained ways of thinking. But the reward? Seeing someone have that 'aha!' moment and then watching them actually put it into practice, transforming their leadership and their career. That's pretty special, honestly. View
- Head of Learning and Development The Head of Learning and Development (at this level, it's more of a specialist role, honestly) is responsible for designing, developing, and delivering engaging learning content. You'll take a training need identified by the team and turn it into a practical, effective learning solution, whether that's an e-learning course or a workshop. This role sits within the people strategy, making sure everyone has the skills they need to succeed and grow here. When you do this well, the colleagues feel more capable, the teams perform better, and the team retain talent longer. Get it wrong, and people get frustrated with irrelevant training, or worse, they just don't learn what they need to. The challenge? Making learning stick in a busy environment where everyone feels short on time. One part of the role is seeing someone genuinely 'get it' because of something you built. View
- Learning & Development Specialist The Learning & Development Specialist is here to make sure the people get the right training, at the right time, in the right way. You'll be delivering existing workshops and building new, engaging e-learning modules based on clear design documents. Essentially, you own a specific piece of the learning process, making sure it's good and actually helps the colleagues grow. This role sits within the employee experience, translating business needs into practical learning solutions that the teams can use day-to-day. You'll be working closely with the Senior L&D Specialist and various department heads, turning their requests into tangible learning programmes. When you do this well, the employees feel more competent, engaged, and ready for their next challenge. If you don't, people get frustrated, training feels like a waste of time, and the team is not building the skills the team need as a business. This can involve getting people to actually *want* to learn, not just tick a box. But the reward? Seeing someone 'get it' because of something you built or taught, and then watching them apply that new skill. View
- Organisational Learning Specialist The Organisational Learning Specialist is all about making sure the colleagues have the skills they need to do their best work. You'll be the one building out specific learning programmes, like the new hire onboarding or a workshop on a particular sales technique, and then actually running them. Your main goal is to see people learn new things and then put those new skills into practice, which ultimately helps the team hit the organisation goals. Day-to-day, you'll sit right in the middle of the L&D team, working closely with senior colleagues and directly with the teams you're building programmes for. You'll take a business problem, say, 'the new sales reps aren't closing deals fast enough', and turn that into a practical learning solution. When you do this well, the teams feel more capable, they're more productive, and they're happier. If it's not done well, people get frustrated, they don't learn, and the team end up wasting time and money. The tricky part? Getting people to actually engage with learning when they're already swamped with their 'real' jobs. One part of the role is seeing a lightbulb go on for someone, or watching a team suddenly click because of something you taught them. That's pretty cool, honestly. View
- Senior Global Learning Administrator As a Senior Global Learning Administrator, you'll own the smooth running of the core learning platforms, primarily the LMS and LXP. Day-to-day, that means troubleshooting complex issues, making sure new courses launch without a hitch, and generally keeping the lights on for the global learning initiatives. You're not just executing tasks; you're looking for ways to make things better, faster, and more reliable. This role sits within the L&D function, bridging the gap between learning content creators, the learners, and the underlying technology. You'll translate business needs into system configurations and make sure the systems support the learning strategy. When you do your job well, the 50,000+ employees get the right training at the right time, without any tech headaches. If things go wrong, well, that's when you get hundreds of support tickets and a lot of frustrated people. the challenge is dealing with messy data and sometimes vague requirements, all while keeping a global system operational. One part of the role is seeing your improvements make a real difference to how people learn and grow across the company, knowing you've built a robust system that truly supports the people. View
- Technical Trainer The Technical Trainer is here to make sure the internal teams—think Product, Engineering, Sales, and Support—actually know how to use the tech that powers the organisation. Day-to-day, you'll be running training sessions, updating the learning materials, and generally making sure everyone feels confident with the systems. You'll sit right between the tech teams and the people who use their creations, translating complex jargon into clear, actionable knowledge. When you do this job well, the teams are more productive, make fewer mistakes, and the customers get better service because the staff are experts. If it's not done well, people get frustrated, support tickets pile up, and projects slow right down. This can involve keeping up with constant tech changes and making sure training actually sticks. But seeing someone's 'aha!' moment when a complex concept finally clicks? That's genuinely rewarding. View
- Training and Development Manager The Training and Development Manager is responsible for delivering and improving the learning programmes, making sure the colleagues get the skills they need to excel. You'll often be the person running a workshop or building an eLearning module, taking ownership of the whole process from start to finish for specific projects. This role sits right in the middle of the Learning & Development team, working closely with various departments to figure out what training actually moves the dial for them. When you do this well, the teams become more skilled, more productive, and happier in their roles. If it's not done right, the team end up with generic training that nobody uses, and that's just a waste of everyone's time and effort. The work can involve balancing what people *think* they need with what they *actually* need, then delivering it effectively, often with tight deadlines. One part of the role is seeing someone genuinely 'get it' because of something you built or delivered, and watching them apply that new skill at work. that's a pretty good feeling. View
- Training Officer The Training Officer is responsible for delivering the established learning programmes and making sure they hit the mark. Day-to-day, this means you'll be facilitating workshops, managing the logistics for training sessions, and making sure the existing eLearning content is up to date. You'll work closely with the Senior L&D Specialist and other team members, acting as the main point of contact for colleagues looking to learn new skills. This role sits within the Learning & Development function, where you're translating learning materials into practical skills that the employees can use every day. You're the one who ensures the people feel supported and equipped to do their best work. When you do this job well, the teams feel more confident, perform better, and the team see real improvements in productivity and customer satisfaction. If it's not done well, people get frustrated, learning opportunities are missed, and the colleagues might struggle to keep up. The challenge? Sometimes you'll be delivering content that isn't quite perfect, or dealing with a tough crowd. You'll also need to juggle multiple training requests and make sure everything runs smoothly, even when the tech decides to play up. One part of the role is seeing someone have that 'lightbulb moment' in your session, or hearing a colleague tell you how much your training helped them. View
Level 5 jobs · 4
- Lead Analyst, Learning Analytics The Lead Analyst, Learning Analytics, is here to make sure the significant investment in people development actually pays off. You'll design the entire measurement framework for the most important learning programmes, from initial concept to proving business impact. This means you're not just crunching numbers; you're building the infrastructure and the narrative that shows how learning drives real-world performance. Truth is, you'll sit right at the intersection of the L&D team, HRIS, and the wider business functions, translating raw data from various systems into clear, findings people can use that help senior leaders make better decisions about where the team spend the training budget. When you do this well, the team stop guessing and start investing smartly, seeing tangible returns on the learning efforts. If you get it wrong, the team could pour millions into programmes that don't move the needle, or worse, miss opportunities to fix real performance gaps. The challenge? Getting clean data from disparate systems and convincing busy stakeholders that robust measurement is worth the effort. One part of the role is seeing your analysis directly influence how the team develop the people, knowing you've genuinely helped the business grow. View
- Lead Change Strategist (L&D) As the Lead Change Strategist, you'll be the person who figures out how the team actually get people to change. You'll design the overarching change management strategies for the most critical, complex projects—think new enterprise systems, major organisational restructures, or shifts in the core business model. This means moving beyond just project-specific tactics and thinking about how the team build a lasting capability for change across the entire company. You'll also lead a small team of Change Specialists, guiding their work and helping them grow. This role sits right at the intersection of strategic vision and day-to-day execution. You'll translate high-level business goals into actionable plans for human behaviour change, making sure that when the team launch something new, it actually sticks. When you do this well, the projects hit their targets faster, employees feel supported, and the team avoid the expensive re-work that comes from poorly managed transitions. If it's not done well, the team risk significant project delays, low adoption, and a cynical workforce that resists future initiatives. The work can involve dealing with multiple, often conflicting, priorities and navigating complex political landscapes. You'll regularly face resistance, tight deadlines, and the need to influence people who don't report to you. One part of the role is immense: you'll genuinely shape how the organisation adapts and thrives, building a resilient culture that can handle anything the future throws at it. View
- People Development Manager The People Development Manager is responsible for leading a team and owning the end-to-end strategy and delivery of key learning and development programmes across the organisation. You'll set the vision for your area, manage a decent-sized budget, and make sure your team is building programmes that genuinely help the people get better at their jobs and grow their careers. This role sits within the talent strategy, working closely with HR Business Partners and senior leaders to figure out what skills the team need now and in the future. You'll be the bridge between what the business needs and how the team develop the people to get there. When you do this well, the team see better performance, happier employees, and a stronger pipeline of internal talent ready for bigger roles. Get it wrong, and the team is just spending money on 'smile sheets' and programmes that don't actually change anything. The work can involve balancing urgent business demands with building long-term capability, all whilst proving the value of 'soft skills' development. One part of the role is seeing your team thrive and knowing you've genuinely helped build a more capable, engaged workforce. That's pretty satisfying, if the team is being honest. View
- Training Manager The Training Manager leads a team of L&D specialists, owning the learning strategy and budget for a specific business unit, like Sales or Product. You'll be the go-to person for that part of the business, figuring out what skills they need and how best to build them. This role sits within the talent development efforts, translating business goals into tangible learning programmes that actually move the needle. When this role is done well, the teams are more skilled, more productive, and happier. The team will see quicker onboarding, better sales figures, or faster product development cycles. Get it wrong, and the team is wasting money on training nobody needs, or worse, leaving critical skill gaps that hold the team back. The work can involve constantly proving the value of learning in a world that often sees it as a cost. One part of the role is seeing your team grow and knowing you've genuinely helped people and the business succeed. View
