Practical examples of how to navigate a conversation about training needs at work

Real-world examples of how to navigate a conversation about training needs

Before we talk about theory, let’s start with real conversations. Below are examples of examples of how to navigate a conversation about training needs in different situations: when you’re the employee, when you’re the manager, and when things haven’t gone well.

You don’t need to repeat these word for word. Use them as starting points and adjust for your tone and company culture.

Example of an employee raising training needs in a performance review

Context: You’re doing fine overall, but you know you’re winging it with data tools and AI. You want to grow, not just “get by.”

Employee:

“I’d like to talk about development for a minute. I’m noticing that more of our work involves dashboards and AI tools, and I’m not as confident with them as I’d like to be. I can get tasks done, but it takes me longer than it should.

I’m interested in a structured way to build those skills. For example, a short course on data visualization or AI basics for our field. Could we look at training options that line up with the projects you see coming in the next 6–12 months?”

Manager:

“I appreciate you bringing that up. You’re right, our projects are getting more data-heavy. Let’s identify two or three tools that would give you the biggest impact. I can check our internal learning platform and also see if we have budget for an external course. If you can send me links to two programs you like, we’ll review them together next week.”

Why this works: It ties training needs to business trends, uses “for example” to suggest options without dictating, and invites collaboration. It’s one of the best examples of how to navigate a conversation about training needs in a future-focused way.

Example of asking for training after making a mistake

Context: You missed a compliance step in a process. Instead of hiding it, you want to turn it into a development moment.

Employee:

“I want to be transparent about what happened with the reporting error last week. I’ve gone back through the process and I can see exactly where I skipped a step.

I don’t want this to be a pattern. I’d like some training focused on this process so I can build more automatic habits. For example, a short refresher on the compliance checklist or shadowing someone who does this regularly. Could we set that up?”

Manager:

“Thank you for owning it and for suggesting solutions. We can absolutely arrange that. I’ll connect you with Maria to walk through the process end to end, and I’ll also see if there’s an updated training module on our learning site. Let’s check back in a month to see if the new routine is working for you.”

Why this works: It connects a specific incident to a specific training need and proposes examples of support, instead of just saying “I need more training.”

Example of a manager raising training needs with a high performer

Context: Your top performer is hitting all their goals, but you see a ceiling approaching unless they build leadership skills.

Manager:

“You’re doing strong work in your current role. The next step I see for you is leading larger projects or even a small team. To get there, we’ll want to grow your skills in stakeholder management and coaching others.

I’d like us to put together a development plan. For example, we could enroll you in a short leadership program, and pair that with you leading one cross-functional project this year. How does that sound to you?”

Employee:

“That sounds exciting. I haven’t had formal leadership training before, so a structured program would help. I’d also appreciate feedback as I go—maybe a monthly check-in on how I’m handling the project?”

This is one of the best examples of how to navigate a conversation about training needs without making it sound like a criticism. The focus is opportunity, not deficiency.

Example of a manager addressing inconsistent performance through training

Context: An employee is struggling with time management and project organization. You want to talk about it honestly, but constructively.

Manager:

“I want to talk about your workload and deadlines. I’m seeing a pattern where tasks are started on time, but the last 20% gets rushed and sometimes delayed.

I’d like to support you in building stronger planning habits. For example, training on project management tools, or a short course on prioritization. We can also work together to set up weekly planning blocks on your calendar. What kind of training or structure would help you the most?”

Employee:

“I agree with what you’re seeing. I tend to underestimate how long things take. A course or workshop on time management would be helpful, and I’d also like some coaching on how to break projects into realistic milestones.”

Here, the manager uses examples of training options without prescribing a single path, which invites the employee into the solution.

Example of asking for training when your role is changing (2024–2025 trend)

Hybrid work, AI, and new tools are reshaping roles quickly. Many employees are doing tasks that didn’t exist a few years ago. That makes conversations about upskilling more common and more important.

Employee:

“My role has shifted a lot in the last year with the move to hybrid work and new AI tools. I’m excited about it, but I’m also aware I’m figuring things out as I go.

I’d like to be more intentional about building the skills the team will need in the next 1–2 years. For example, training on AI for productivity, or a course on leading hybrid meetings effectively. Can we talk about which skills you see as most important so I can target the right training?”

Manager:

“You’re right, the role is evolving. I appreciate you being proactive. Let’s identify three priority skills for the next year and then find training options that fit our budget and your schedule. Some may be internal, and some might be external certificates or short programs.”

If you want more background on why upskilling and reskilling are such big themes for 2024–2025, the U.S. Department of Labor has resources on workforce development and training programs at https://www.dol.gov/agencies/eta/workforce-investment.

Example of negotiating training when budget is tight

Context: Your company is watching costs. You still want development, but you know “send me to a week-long conference in Vegas” isn’t realistic.

Employee:

“I know budgets are tight this year, and I want to be respectful of that. At the same time, I see a few areas where targeted training would help me deliver more value.

I’ve researched some lower-cost options. For example, a short online course that’s under $300, plus a few free webinars from industry associations. If we can’t fund everything, maybe we could prioritize one paid course this year and then I can share what I learn with the team.”

Manager:

“Thank you for doing that homework and suggesting options at different price points. Let’s look at the choices you’ve found and see what fits our budget. I like the idea of you sharing key takeaways with the team—that makes the investment go further.”

This is a practical example of how to navigate a conversation about training needs when money is a constraint: you show you’ve thought about impact and cost.

Example of a manager encouraging training when an employee is hesitant

Context: You see a training need, but your employee is defensive or worried it will reflect badly on them.

Manager:

“I’d like to talk about your client presentations. You have strong ideas, and I want to make sure they land as well as they deserve.

I’ve noticed a few times where your main point gets buried in the slides. That’s very common, and it’s a skill you can absolutely build. I’d like to support you with some training. For example, a presentation skills workshop or coaching with someone who’s strong in this area.

This isn’t about you doing a bad job; it’s about giving you tools that match the level of work you’re doing. How are you feeling about that?”

Employee:

“I was worried this meant you didn’t trust me with clients. Hearing you frame it as skill-building helps. I’d be open to a workshop, especially if I can apply it to a real upcoming presentation.”

The manager normalizes the skill gap and uses specific examples of support, which lowers defensiveness.

Example of following up on a training conversation (closing the loop)

A lot of training conversations start well and then… vanish. Following up is where development actually happens.

Manager (one month later):

“Last month we talked about your training on the new CRM system. You completed the online course and shadowed Alex for two client calls.

From your perspective, what’s working better now? Where do you still feel unsure? Based on that, we can decide if you need more training, more practice, or just time to build confidence.”

Employee:

“The course helped me understand the features, and shadowing Alex showed me how to use them in real conversations. I still feel slow with the reporting part, though. Another example of support that would help is a quick one-on-one session focused just on building reports.”

This follow-up is another example of how to navigate a conversation about training needs as an ongoing dialogue, not a one-time request.

How to prepare for a training needs conversation

So far we’ve looked at examples of examples of how to navigate a conversation about training needs in the moment. Preparation is where you stack the odds in your favor.

A simple way to prepare:

Think in threes.

Talk about:

• three situations where you felt underprepared,
• three skills that would help you perform better, and
• three examples of training options (courses, mentoring, stretch projects).

When you walk into a meeting with that clarity, your manager doesn’t have to guess. You’re not just saying “I want to grow”; you’re saying, “Here’s where, here’s why, and here’s how we could approach it.”

If you want to ground your thinking in broader career development research, organizations like the Society for Human Resource Management share trends and guidance on learning and development: https://www.shrm.org/resourcesandtools/pages/learning-and-development.aspx.

Tips for managers: turning feedback into training, not blame

For managers, the hardest part is often starting the conversation without putting someone on the defensive. The best examples of how to navigate a conversation about training needs as a manager tend to share a few patterns:

They focus on behaviors, not personality. Instead of “You’re disorganized,” try “I’m seeing missed deadlines and last-minute changes.”

They connect training to business outcomes. For example, “If we improve your Excel skills, you’ll be able to turn reports around faster, which helps us respond to clients more quickly.”

They offer options. Examples include:

• internal courses or learning portals,
• peer shadowing or mentoring,
• external workshops or certificates,
• stretch assignments with coaching.

They check for buy-in. A simple, “How does that land with you?” or “What would make this feel useful, not like a box to check?” opens the door to honest feedback.

If you’re designing training more broadly, resources from universities can help you think about adult learning principles. For instance, the Harvard Graduate School of Education discusses effective professional learning design at https://www.gse.harvard.edu/news (search for “professional learning” to find relevant articles).

FAQ: examples of common questions about training needs conversations

Q: Can you give an example of how to ask for training without sounding like I’m complaining about my workload?

Try something like:

“I’ve noticed that parts of my role are taking me longer because I’m teaching myself as I go. I’d like to be more efficient and accurate. For example, training on advanced Excel or our internal systems would help me turn work around faster. Can we look at options that would support that?”

You’re framing training as a way to improve performance, not escape work.

Q: What are good examples of low-cost training options I can suggest?

Examples include internal lunch-and-learn sessions, peer mentoring, free webinars from professional associations, or short online courses from platforms your company already subscribes to. You can also propose reading a relevant book and presenting key takeaways to the team.

Q: Is it okay to bring up training needs outside of a performance review?

Yes. In fact, many of the best examples of how to navigate a conversation about training needs happen in regular one-on-ones, after a project wraps, or when a new tool or process is introduced. You don’t have to wait for the annual review.

Q: How detailed should I be when I give examples of training I want?

Specific is better than vague, but you don’t need a 10-page proposal. Aim for two or three concrete examples of options you’d be happy with—for instance, one internal course, one external course, and one mentoring or shadowing idea. That gives your manager room to work with budget and policy, while showing you’ve done your homework.

Q: What if my manager says there’s no budget for training?

You can respond with:

“I understand the budget limits. Are there no-cost options we could explore? For example, shadowing a colleague, taking on a stretch project with your coaching, or using free online resources?”

You’re signaling that development matters to you, even if formal funding isn’t available right now.

If you take nothing else from these examples of examples of how to navigate a conversation about training needs, remember this: you’re not asking for a favor, you’re proposing an investment. Training that’s aligned with real work helps you, your manager, and the organization. The more clearly you can show that connection—with concrete, realistic examples—the more likely you are to hear “yes.”