Main image of article Want Your Company to Pay for Training? Now's the Time to Ask.

Summary

If you’re interested in getting your employer to pay for training, now might be the time to ask: according to a new report from CompTIA, organizations plan on spending more on training in 2025.

CompTIA’s sixth annual Workplace and Learning Trends report is billed as an examination of “what keeps HR leaders up at night,” including hiring and retention. As artificial intelligence (AI) and other cutting-edge technologies accelerate digital transformation within organizations, these HR leaders are focused more than ever on upskilling and reskilling their existing employees, in addition to hiring new workers with the right mix of skills and experience to succeed in these changing environments.

Given this situation, it seems as if companies are planning on spending more on training in the year ahead, especially compared with 2023 and 2024:

CompTIA surveyed 1,109 HR and L&D (learning & development) professionals worldwide, including 562 in the United States. It also found that, at 49 percent of companies, skills development was a formal process with structured evaluations and skills assessments, versus an informal process at 40 percent of firms.

Curious about how to approach your manager about training opportunities? Here’s some quick advice:

Before you even think about setting up a meeting, identify why this training is beneficial to the company, not just you. Research current or upcoming projects. Does the new skill directly address a bottleneck or open up new opportunities? For example, “Learning Python for data analysis will allow me to automate X task, saving Y hours per week and providing deeper insights into Z project.”

Can you put a number on the ROI? Will it reduce errors, increase efficiency, or contribute to a new revenue stream? Even if it's an estimate, it shows you've thought critically. Come to any meeting with your manager prepared with specific courses, certifications, or conferences. Include costs, duration, and whether it's online, in-person, or a hybrid. Present a few options to show flexibility.

Don't spring this kind of ask on your manager in a hallway. Request a specific time to discuss your career development. This signals seriousness and allows them to prepare.

While it's about your growth, frame the discussion around collective benefits. For example, “I’d like to discuss how I can enhance my skills to better contribute to [Team/Company Goal].”

Your manager will likely ask about cost, time away from work, and immediate applicability. Have concise answers ready. Emphasize that you're committed to minimizing disruption while maximizing impact.

And remember: a “no” isn't always a permanent rejection; it can be an invitation to explore other options. If you’ve been rejected, consider the following:

Ask for Clarification: Understand the “why.” Is it budget constraints, timing, or a perceived lack of immediate need?

Propose Alternatives: If a full course isn't feasible, what about smaller steps? Are there senior colleagues who could mentor you? Internal workshops or company subscriptions to online learning platforms?

Create a Development Plan: Offer to create a structured plan for your self-directed learning, with milestones and regular check-ins. This shows initiative and commitment.

Revisit Later: If the “no” is due to immediate circumstances (e.g., budget freeze), ask when it would be appropriate to revisit the conversation. You could say something like, “Given the current projects, I understand. When might be a better time to discuss this again, perhaps in the next quarter?”