26
LEARNING & DEVELOPMENT INSTITUTE
EXCELLENCE IN LEARNING AWARDS 2026
27
Best Coaching or Mentoring Initiative
Judges’ Comments The quality of submissions within the Coaching and Mentoring category demonstrated a clear evolution in how organisations are embedding these practices into their wider learning and development strategies. Across the applications, there was a strong and consistent commitment to making coaching more accessible, with a focus on the democratisation of coaching and mentoring opportunities across all levels of the workforce, rather than reserving them solely for senior leadership populations. A notable theme throughout the entries was the emphasis placed on measuring impact. Applicants demonstrated increasingly sophisticated approaches to evaluating coaching and mentoring outcomes at personal, professional, and organisational levels. Beyond individual development, organisations sought to understand the influence of these interventions on business performance, talent retention, employee engagement, and the wider opportunity costs associated with organisational change and capability development. We noted a deliberate move towards building coaching and mentoring capability internally. Organisations are investing in developing accredited internal coaches and mentors to standards aligned with internationally recognised professional bodies such as the EMCC and ICF. This reflects a growing recognition that sustainable coaching and mentoring cultures require both quality assurance and long-term internal capability. The applications reinforced the important role coaching and mentoring continue to play within the broader leadership development toolkit. Coaching remains both a standalone development opportunity and a highly effective intervention for supporting learning transfer from targeted leadership development programmes. Organisations increasingly recognise the value of integrating coaching and mentoring into wider talent and
transformation initiatives to ensure learning is embedded into day-to-day practice. The winning submission stood out for its thoughtful and highly targeted use of traditional mentoring approaches to address a specific organisational development challenge. The programme successfully created meaningful value for both mentees and mentors, fostering mutual growth, knowledge exchange, and stronger internal networks. Importantly, it cultivated a genuine community of learning within the organisation and demonstrated how mentoring can strengthen both individual capability and organisational culture simultaneously. The judges would have liked to see an exploration of the potential benefits of using AI to supplement coaching and mentoring journeys, possibly as part of the upskilling, orientation or matching phases as the necessary information/skills are delivered at the point of need and in a consistent, yet tailored manner. While not seeking to diminish the very clear value of the human aspects of chemistry checks and building coaching and mentoring relationships etc, AI could also assist in the reflective and developmental aspects of the process for coaches and mentors themselves, underpinned by a confidential, ethical, organisation specific and scenario-based approach, which could reduce costs and increase efficiencies, thereby freeing up valuable time to focus on the interpersonal aspects of coaching and mentoring. Overall, the judges were particularly impressed that organisations were not simply “going through the motions” in implementing coaching and mentoring initiatives. Instead, these interventions were being used strategically to support employees through significant
Health Service Executive The HSE’s Assisted Decision-Making Mentorship Programme supports healthcare professionals to translate the principles of the Assisted Decision- Making Act into everyday practice. Through structured peer mentoring and discussion of real-life scenarios, the programme builds confidence, capability and collaboration across disciplines. Its scalable approach has created a growing network of practitioners who share learning within their teams, supporting more consistent, rights-based and person- centred care across health and social care services.
Sun Life Sun Life’s Coaching Community of Practice has grown from a Waterford- led initiative into a global internal coaching capability supporting employees across roles, levels and geographies. Built around professional ICF standards, the programme provides accessible one-to-one, team, group and targeted coaching while developing a strong community of internal coaches. The initiative has expanded access to coaching, strengthened leadership and talent development, and embedded coaching as an increasingly important part of Sun Life’s organisational culture.
University of Limerick The University of Limerick’s Advance Mentoring Scheme provides structured one-to-one mentoring to support staff development and build a strong mentoring culture across the university. Developed through research, consultation and piloting, the scheme combines carefully matched mentoring relationships with training and practical resources for mentors and mentees. Since its introduction, participation has grown significantly, creating opportunities for staff to build confidence, resilience, networks and career development through supportive peer relationships.
organisational change, helping individuals navigate transition,
build resilience, and continue their learning and development journeys in meaningful and measurable ways.
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