Training request denied when it's not relevant (but is)?
Discussion
Hi All,
I recently had my mid-year review. All went well and the feedback (Good/bad) was all honest and truthful.
However, I made it clear that over the next 12 months I will be upskilling myself to move into another team that works on technologies (I am in IT) different to what I am in. The consensus amongst my immediate peers is that I do have a strong aptitude for this. But I mentioned a training course to facilitate my training. My mgr said this may not be possible as it is not relevant to my everyday duties today and that it would be verified with his mgr (who has said no; and frustratingly, I have to chase to get an answer).
However, to move into said team will require a little training along the way and won't just be magical process. It's annoying that my managers think I'd be a good fit but when it comes to training up (for which it's been publicly announced the budget is available), there is no support. I'm all for self-learning (Do a lot of this but still).
At the same time, we may hire guys as juniors with no IT experience (as tier 1 on the helpdesk, but then we would train them up to learn xyz when they move up the ranks in the next few yrs - which is what this is).
Am I being unreasonable?
I recently had my mid-year review. All went well and the feedback (Good/bad) was all honest and truthful.
However, I made it clear that over the next 12 months I will be upskilling myself to move into another team that works on technologies (I am in IT) different to what I am in. The consensus amongst my immediate peers is that I do have a strong aptitude for this. But I mentioned a training course to facilitate my training. My mgr said this may not be possible as it is not relevant to my everyday duties today and that it would be verified with his mgr (who has said no; and frustratingly, I have to chase to get an answer).
However, to move into said team will require a little training along the way and won't just be magical process. It's annoying that my managers think I'd be a good fit but when it comes to training up (for which it's been publicly announced the budget is available), there is no support. I'm all for self-learning (Do a lot of this but still).
At the same time, we may hire guys as juniors with no IT experience (as tier 1 on the helpdesk, but then we would train them up to learn xyz when they move up the ranks in the next few yrs - which is what this is).
Am I being unreasonable?
I'm in the same boat. I work in IT for a huge global firm (7+ years) and when I've tried to upskill myself in a non-IT area my manager support was declined. Usual reason is it doesn't map to the skills they need within the team or customer demands.
So I've gone the self-study route (studying in works time!) and passed the exams etc. With that I'm networking with other wider non-IT teams in the company who are suddenly are interested in a techie with business acumnen.
Plan B however is I'm looking to leave as clearly looking after 'your own' isn't happening and they keep employing muppets (at more cost!).
Good luck.
So I've gone the self-study route (studying in works time!) and passed the exams etc. With that I'm networking with other wider non-IT teams in the company who are suddenly are interested in a techie with business acumnen.
Plan B however is I'm looking to leave as clearly looking after 'your own' isn't happening and they keep employing muppets (at more cost!).
Good luck.
The answer would appear to be either get the skills yourself, say an OU course or night school hell even book yourself on the courses you want and do them in holiday time, or get out because it may be you are irreplaceable - either because you are the one person who knows how thinsg work or you are so dirt cheap they won't get someone with the skills they need on their budget.
This is an example of what could be classed as a classic management failing. The fact that you have regular reviews is great but your expectations need to be managed as part of this. Often what happens is employees have their reviews and they list training as long as their arm, the superviser writes it down, the employee thinks it will happen, the superviser is ignorant or knows it won't happen but does not communicate this. Individual training should roll up into a departmental and company wide training plan and should be linked to succession planning.
You may want the training to move to another department but it could be that the company has no need there, has it covered elsewhere, does not think you are a good fit or any other number of reasons. You can make some assumptions of what these reasons are and get some insight from your superviser but often to get to the real plan or strategy you may need to get information from another level up. Of course, it could be there is no rationale and they have just said no!
Had your review been conducted slightly differently then you might not be in this situation eg your superviser could have been prepared, looked at and vetted some career/job pathways for you and have the appropriate training aligned to this. S/he can then line this up to your expectation or manage your expectatins towards it as it suits the business.
I would not throw your toys out the pram but a more constructive approach is for you to understand the company's requirements for sucession/skills/training and to see how this lines up with your aspirations. If there is a potential match somewhere, garner support from your superviser and go do the training. To support this go and build a business case for the training. It needs to be better than "my peers think I can do it and it interests me" as this does not show any benefit to the business.
You may want the training to move to another department but it could be that the company has no need there, has it covered elsewhere, does not think you are a good fit or any other number of reasons. You can make some assumptions of what these reasons are and get some insight from your superviser but often to get to the real plan or strategy you may need to get information from another level up. Of course, it could be there is no rationale and they have just said no!
Had your review been conducted slightly differently then you might not be in this situation eg your superviser could have been prepared, looked at and vetted some career/job pathways for you and have the appropriate training aligned to this. S/he can then line this up to your expectation or manage your expectatins towards it as it suits the business.
I would not throw your toys out the pram but a more constructive approach is for you to understand the company's requirements for sucession/skills/training and to see how this lines up with your aspirations. If there is a potential match somewhere, garner support from your superviser and go do the training. To support this go and build a business case for the training. It needs to be better than "my peers think I can do it and it interests me" as this does not show any benefit to the business.
Edited by edc on Thursday 1st August 12:49
Yep, I am training myself up instead. Much more efficient, no more waiting for people who cannot guarantee a simple thing.
My manager has made a promise to talk to said team to get an interview going to deduce what skills etc I need to pick up (better than nothing), no news yet, a week later.
In my case, there is a real business case for this move as we need people in that team to reduce lead times, etc. I did present these reasons but could have done it to a more direct and effective manner.
I believe it is just politics and my manager would not want me to go out of the team, leaving us short staffed etc.
Yep the review is a great idea, but a feasible career plan (And last year I was told this was a perfectly reasonable career ambition that the company generally tries to fulfil) has been given no support by my manager.
My manager has made a promise to talk to said team to get an interview going to deduce what skills etc I need to pick up (better than nothing), no news yet, a week later.
In my case, there is a real business case for this move as we need people in that team to reduce lead times, etc. I did present these reasons but could have done it to a more direct and effective manner.
I believe it is just politics and my manager would not want me to go out of the team, leaving us short staffed etc.
Yep the review is a great idea, but a feasible career plan (And last year I was told this was a perfectly reasonable career ambition that the company generally tries to fulfil) has been given no support by my manager.
Z064life said:
My manager has made a promise to talk to said team to get an interview going to deduce what skills etc I need to pick up (better than nothing), no news yet, a week later.
Just my two pence..... Approach the team yourself.It shows more initiative, and if I was managing the other team, I'd be more likely to 'put myself out' to help you out.
When I've had other managers ask me for shadowing for their staff, sure, I've obliged, but if an individual with a personal interest approaches me I take it far more seriously. Shows a bit of drive and get up and go.
Lots of people in this world think everyone owes them something. Going and getting it yourself is a much better trait, in my eyes at least
Ask your mgr if he is happy if you do this first just to be sure, or depending on your relationship with them, tell them you are doing it... I know I've always been lucky enough to have great managers over the years who wouldn't bat an eyelid if I said 'I've gone and spoken to x about spending time in their team to learn more about what they do, it'll be useful if I want to go and work there in the future'
This may help you with your endeavours:
http://www.unionlearn.org.uk/our-work-and-projects...
If all else fails; train yourself or move employers to one who is more supportive of its key assets.
Good luck!
http://www.unionlearn.org.uk/our-work-and-projects...
If all else fails; train yourself or move employers to one who is more supportive of its key assets.
Good luck!
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