Understanding Coaching and Mentoring
Assignment Brief
CIPD Candidate Assessment Activity
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Title of unit/s
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Implementing coaching and mentoring
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Unit No/s
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5ICM
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Level
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5
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Credit value
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6
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Assessment method(s)
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- Briefing Paper
- Set of recommendations
- support proposal or witness testimony
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Expiry date
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September 2020
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Learning outcomes:
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Understand the nature, purpose and benefits of coaching and mentoring in organisations.
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Understand the different ways coaching and mentoring can be implemented in organisations.
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Be able to support the implementation of coaching and/or mentoring programmes within an organisation.
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All activities should be completed
You have been asked by an organisation which has recently diversified its business, to help with the implementation of a coaching and mentoring programme. You have been asked to provide a briefing paper to the executive team on current thinking around coaching and mentoring and some early ideas on how you might support them with implementing a robust programme of coaching and mentoring that meets their current and changing business needs.
You have met with the HR department to assess the situation and have discovered that there is no formal coaching and mentoring programme per se. Any coaching and mentoring that does occur is ad hoc. There are no qualified coaches and mentors in the organisation and line managers generally don’t see it as their role. There is a willingness to formalise coaching and mentoring in the organisation but uncertainty about how to go about it. Performance reviews in the organisation have identified the need for employees to develop better customer care and IT skills as a priority.
Activity 1
The executive team have requested a briefing paper as the basis for an initial discussion. In your brief you should include:
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An explanation of the terms coaching and mentoring, their similarities and differences, their respective purposes and key benefits for different stakeholders.
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At least three different types of coaching and three different types of mentoring that can be implemented in organisations.
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An evaluation of the role of line managers in coaching and mentoring.
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At least five factors that need to be considered when implementing coaching and mentoring.
Activity 2
After your meeting with the executive team, you have been asked to provide them with a summary of your assessment of the current coaching and mentoring arrangements and advice going forward. In your report you should outline:
You should then either provide:
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A summary of how you could contribute to the further development of coaching and mentoring in their organisation.
OR
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A witness testimony of how you have supported the implementation of coaching and/or mentoring within an organisation.
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Assessment Criteria
1.1, 1.2
2.1
2.2
3.1
3.2
3.3
3.3
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Evidence to be produced/required
Activity 1
An executive brief of approximately 1950 words.
Activity 2
A set of justified recommendations and support proposal of approximately 1950 words.
OR
A set of justified recommendations for the scenario in the assessment brief of approximately 1300 words plus a signed witness testimony of approximately 650 words from a manager who can confirm how you supported the organisation with the further development of coaching and/or mentoring.
You should relate academic concepts, theories and professional practice to the way organisations operate, in a critical and informed way, and with reference to key texts, articles and other publications and by using organisational examples for illustration.
All reference sources should be acknowledged correctly and a bibliography provided where appropriate (these should be excluded from the word count).
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Guidance for Assessors FOR 5ICM (LO 1, 2 & 3)
This guidance is for assessors only and should not be handed out to candidates.
Candidates should produce:
Activity 1
An executive briefing of approximately 1950 words.
Activity 2
A set of recommendations and support proposal totalling approximately 1950 words.
OR
A set of recommendations of approximately 1300 words plus a witness testimony of approximately 650 words.
Candidates should relate academic concepts, theories and professional practice to the way organisations operate, in a critical and informed way, and with reference to key texts, articles and other publications and by using organisational examples for illustration.
All reference sources should be acknowledged correctly and a bibliography provided where appropriate (these should be excluded from the word count).
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Activity 1
AC 1.1, 1.2, 2.1, 2.2, 3.1
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Candidates should:
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Differentiate between coaching and mentoring and related terms with reference to different models e.g. GROW, COACH, STAR and provide a range of examples for different stakeholders e.g. the organisational benefits, coaches, coachees, mentors/mentees, customers etc.
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Provide an assessment of different types of coaching and mentoring (at least three of each) e.g. performance, career, executive coaching and on-line mentoring, peer mentoring, line manager mentoring.
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Evaluate the relative merits of line managers as coaches and/or mentors.
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Provide an assessment of at least five factors that need to be considered when implementing coaching and mentoring e.g. reasons for implementation; alignment and potential fit with organisational values, objectives, structure and culture; relation to/integration with wider learning and development (L&D) strategy and existing L&D initiatives; roles and who will fill them, for example internal or external coaches; degree of intervention required; role of HR; selection/allocation processes and equal opportunities; issues of diversity in relation to coaching and mentoring; financial implications; availability/development of support systems.
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Activity 2
AC 3.2, 3.3
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Candidates should provide:
All candidates: A set of recommendations based on an assessment of the strengths and weaknesses of the existing ad hoc programme outlined in the scenario. A key recommendation would be the development of a coaching and mentoring programme aligned to organisational strategy and the current L&D strategy.
Candidates should then provide EITHER:
A summary of how they could support the organisation e.g. providing advice and support on policy development, systems and processes and documentation; training of coaches and mentors, implementation of the programme, monitoring and evaluation of coaching and mentoring and measuring return on investment (ROI).
OR
A witness testimony that conforms to the following criteria:
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be on appropriate headed paper wherever possible (this is to provide contact details for the witness, and to give a sense of formality to aid authenticity checking)
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state the relationship of the witness to the candidate
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indicate the units/modules, learning outcomes or assessment criteria to which the statement refers
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state what was observed and explain why the witness is able to provide the testimony
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be signed and dated by the witness.
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Sample Answer
Executive Briefing Paper on Coaching and Mentoring
Understanding Coaching and Mentoring
Coaching and mentoring are both developmental processes used by organisations to support individual and collective performance. Coaching is generally a structured and goal focused relationship where a coach works with an individual to unlock potential, improve skills, and achieve specific objectives. It is typically short term, performance related and concentrated on the present and future. Mentoring, by contrast, is usually longer term and involves a more experienced individual offering guidance, support and wisdom to a less experienced colleague. Mentoring often takes a broader perspective, addressing personal development, career progression and integration within the organisation.
While the two approaches overlap in that both support learning and growth, their purposes and scope are distinct. Coaching benefits organisations by improving employee performance, developing specific skills, and creating measurable improvements in productivity. It benefits individuals by increasing confidence, developing problem solving skills, and fostering accountability. Mentoring brings value by supporting succession planning, improving staff retention, and promoting a sense of belonging. For mentees, it offers access to knowledge and networks while mentors gain satisfaction, leadership skills and recognition for their experience. For the wider organisation, both approaches contribute to an adaptable, skilled and engaged workforce.
Types of Coaching
One key type is performance coaching, which focuses on specific work objectives and supports individuals in meeting and exceeding targets. Another is career coaching, designed to help employees identify opportunities, plan progression and align aspirations with organisational needs. Executive coaching is increasingly common and provides senior leaders with confidential support to refine their leadership style, decision making and strategic outlook. Each type plays a different role in advancing organisational goals and meeting employee needs.
Types of Mentoring
Peer mentoring involves colleagues at similar levels supporting one another, encouraging reflective practice and mutual learning. Line manager mentoring occurs when managers take on a developmental role with their direct reports, providing guidance that extends beyond daily performance management. Online mentoring, supported by digital platforms, connects individuals across geographical boundaries and creates opportunities for cross functional learning. These approaches allow mentoring to be flexible, accessible and inclusive across different organisational settings.
The Role of Line Managers in Coaching and Mentoring
Line managers are central to embedding coaching and mentoring into organisational practice. Their position gives them visibility of daily performance, strengths and development areas. When line managers act as coaches, they can integrate feedback and support directly into the workflow, making development relevant and timely. When they adopt mentoring roles, they can strengthen long term career growth and improve employee engagement. However, challenges exist, including lack of training, role conflict between evaluator and supporter, and limited time. Therefore, while line managers can play a critical role, organisations must provide them with appropriate training, support and clarity of responsibility.
Continued...
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