In the ideal world, training is handled this way: Boss: We need you to work on Project X, which requires ABC technology and is due in Z months. You: I'll be glad to tackle the project, but you should realize that I am not trained in ABC. Is there a possibility to get some training? Boss: Sure, find something you think will fit, and let me know and we'll work from there.
That is the ideal world. In reality, you must factor in many other items that play in the corporate world including: budget, project life cycle, other members of team with knowledge that may be able to help you out, timelines and office politics.
I am fortunate enough to work for a company who does listen to training request -- notice I said "listen", not "act on every request".
A company should not act on every request -- because, quite frankly, sometimes it just isn't appropriate to send a person off for training. Companies need to make sure the training is relevant, useful, and increasingly isn't a "paid vacation" for the employee.
Let's face it, many employees think training is an excuse to go somewhere and relax on the company dollar. I've seen all too many employees ruin it for others by going to conferences and never setting foot in the classes.
I've learnt that the best way to present my case to management is to not ask to go to every conference that I get a brochure in the mail about. I prioritize what I would like to get training on based on what I am working on and will be working on in the future. I then narrow it down to roughly 1 or 2 training opportunities a year. I then write up my proposal and discuss it with my manager. During this process I also check with my manager to make sure the money is there (other employees need training too, and I have no qualms about giving up my training dollars for them if I had have training already and they haven't) and that the timeline is appropriate.
Using this approach, I've yet to have a training request turned down. I don't just "ask" for training, but I present a detailed request outlining all aspects of training; and most importantly, I go to training events that I think will make a difference -- not just a free paid vacation.
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In the ideal world, training is handled this way:
Boss: We need you to work on Project X, which requires ABC technology and is due in Z months.
You: I'll be glad to tackle the project, but you should realize that I am not trained in ABC. Is there a possibility to get some training?
Boss: Sure, find something you think will fit, and let me know and we'll work from there.
That is the ideal world. In reality, you must factor in many other items that play in the corporate world including: budget, project life cycle, other members of team with knowledge that may be able to help you out, timelines and office politics.
I am fortunate enough to work for a company who does listen to training request -- notice I said "listen", not "act on every request".
A company should not act on every request -- because, quite frankly, sometimes it just isn't appropriate to send a person off for training. Companies need to make sure the training is relevant, useful, and increasingly isn't a "paid vacation" for the employee.
Let's face it, many employees think training is an excuse to go somewhere and relax on the company dollar. I've seen all too many employees ruin it for others by going to conferences and never setting foot in the classes.
I've learnt that the best way to present my case to management is to not ask to go to every conference that I get a brochure in the mail about. I prioritize what I would like to get training on based on what I am working on and will be working on in the future. I then narrow it down to roughly 1 or 2 training opportunities a year. I then write up my proposal and discuss it with my manager. During this process I also check with my manager to make sure the money is there (other employees need training too, and I have no qualms about giving up my training dollars for them if I had have training already and they haven't) and that the timeline is appropriate.
Using this approach, I've yet to have a training request turned down. I don't just "ask" for training, but I present a detailed request outlining all aspects of training; and most importantly, I go to training events that I think will make a difference -- not just a free paid vacation.