How to get your boss to pay for your personal development

There’s a training course you’ve been eyeing up for a while – one you know would make a real difference to your role. But when it comes to asking your employer to fund it, you can’t help but feel a bit... well, awkward.

You’re not alone. The fear of being turned down or seen as self-serving stops many people from even starting the conversation. Yet in reality, professional development isn’t a perk, it’s a business investment.

Many companies already have budgets set aside for learning and development, but only you can let your manager know you’d like to use it. So, how do you start that conversation? Read on to find out.

Step 1: It’s not about you (well, not just about you)

The first step is reframing your request. As Sue Alder, head of professional development and standards at the Career Development Institute (CDI), explains: “The key to securing employer support for training or qualifications lies in presenting learning as an investment, not a cost.”

In other words, focus less on what you want to gain and more on how your development supports the wider business agenda.

Alder suggests starting by aligning your goals with your organisation’s existing priorities: “When making your case, start by linking your professional development goals to your organisation’s priorities. For example, if your employer is focused on improving staff retention, customer engagement, or compliance, show how enhanced skills or a recognised qualification will directly contribute to these outcomes.”

This takes the conversation beyond personal goals to how your learning will actually help the business. That could mean streamlining a process or by expanding your existing skill set, for example. 

“Employers respond well to evidence – so highlight measurable benefits such as improved productivity, higher client satisfaction, or reduced turnover,” says Alder.

Speak your manager’s language. Be specific about the results you’ll deliver. 

“Instead of saying, ‘I want to develop my skills,’ try, ‘This qualification will enable me to deliver X outcome more effectively, saving time and improving results for the team.’”

That link between your learning and business performance means you position your request as an investment rather than a personal favour.

Step 2: Present your case with confidence

Even when your reasoning is solid, asking for funding can feel a little uncomfortable. Advita Patel, president of the CIPR and founder of CommsRebel, says it doesn’t have to.

"Asking your employer to invest in your self-development can feel daunting, even scary, but it doesn't need to be. When your ask is positioned strategically, it can often be a win-win for both you and your organisation."

The key, Patel says, is preparation. Know your facts: the course structure, costs, and benefits. Show that you've done your homework. "Start by being clear about why it matters. What skills or confidence will you gain, and how will that help you do your job better, support your team, or contribute to wider business goals?"

Timing is also crucial. Patel advises linking your request to something that’s happening now: "Timing is also key. Link your request to a current challenge or opportunity, for example, an upcoming project that would benefit from advanced digital skills, or a leadership gap you're ready to step into with the right support."

This makes your proposal more relevant and persuasive. And don't shy away from discussing cost. Instead, put it in context: "Don't shy away from cost, but position it alongside value. Come prepared with pricing, structure, and examples of how others in the industry are upskilling,” says Patel. Where possible, highlight measurable benefits, from improved communication or team morale to increased efficiency or client satisfaction."

While this doesn't come naturally to everyone, try to approach the conversation with confidence: "This isn't about asking for time off work; it's about stepping up as someone who wants to grow and bring more value to the table."

Patel also points out that showing ambition and initiative is rarely seen as a negative: "The best leaders recognise that curiosity and development are signs of ambition, not indulgence. When you show that mindset, most employers won't just say yes, they'll thank you for being proactive and see the potential in you for the long-term."

Step 3: Show the wider impact of your learning

While ROI will always be important, your manager will want to know about the broader impact your learning can have.

Becky Gleave, marketing director at Audience Collective, experienced this first-hand when she took on her role: “When I stepped into my role as marketing director from client services, I wanted to make sure I had the right tools to truly succeed. Marketing is one of the few functions that often reaches the c-suite without formal training, so I felt that it was incredibly important to have my recommendations be backed by proven, strategic thinking, not just instinct or experience.”

To secure funding, Gleave built her case not just on personal growth but on how the learning would cascade through her new team: “Of course, proving ROI is essential when you’re asking for a training budget. However, what many people overlook is how that learning can ripple through the business. In my case, I was building a marketing team from scratch, so I positioned the course as a framework for everything from hiring the right people to identifying skills gaps and shaping a balanced, high-performing department.”

Her decision to invest in her own development ultimately changed how the entire company thinks about growth.

“A professional qualification isn’t just a badge for your CV, it’s a confidence-builder. It gives you the language, structure, and credibility to make stronger business cases and have more strategic conversations at a senior level. For me, the value was so clear that our entire senior leadership team is now undertaking the same programme. It’s become less about individual development and more about building a shared, creatively commercial mindset across the agencies.”

Step 4: Timing is everything

Timing and delivery also matter just as much as what you're asking for. Alder recommends incorporating your request into formal reviews or planning discussions: “Approach the discussion during appraisal or planning cycles when budgets are being reviewed.”

Being prepared with all the specifics helps: “Be prepared with clear information about course costs, duration, and any funding options or membership benefits that might reduce expense.”
Offering something in return can also strengthen your case: “Show commitment by offering to share your learning with colleagues or apply it in a specific project.”

It shows initiative and team spirit – qualities that every manager values – and helps turn your training into something that benefits others as well.

To start your learning journey, explore the expert-led training courses on offer from CIM to equip you with the skills and confidence to drive real results, for your career and for your organisation.