I joined my employer last year on the understanding that my new position would include training and development. In the current climate development budgets are being scrutinised. How do I ensure I get the development I need to progress?

The setting of expectations and their subsequent delivery are critical differentiators between managers. The issue of how development investment is managed will define long-term success as organisations aim to retain and motivate top talent in a downturn. Taking control of the development agenda yourself and exploring your options is a powerful way of ensuring you attract whatever limited resources are available.

Get it in black and white

Start by putting your thoughts down on paper in a plan for the next couple of years. Make sure you refer to what was actually said rather than implied or inferred. Were particular programmes referred to? Was a commitment given to fund a qualification or professional accreditation? Was commitment given to appointing a mentor?

Don’t go for the ‘full Monty’

Training and development can be expensive - be understanding of the pressure on budgets. Show that you have the strategic sense to temper your ideas with reality. Some options: spending time with others in the company can be as useful as a formal educational programme; finding an internal coach or mentor from outside your direct line of management; spreading the cost of external programmes and qualifications over two or more financial years – it can make a big investment look far more manageable; looking at your choices for value for money rather than just the big name is often appreciated.

Talk to your line manager

Don’t start by talking about a failure to deliver - they may have every intention of committing to you.

Introduce the discussion by referring to past conversations and proposing to share a plan that you have thought through. Link as much as you can to improving delivery in the job you are in today as much as to investing for your future development. Be prepared to compromise on timescales and consider alternative suggestions. Get an agreed outcome and build commitment through an exchange of e-mails. Now your challenge is to follow up and hold them to it. Ultimately, if you are talented, then, recession or not, you can always find somewhere else to go if they do not deliver the goods.

- Christopher Bones is Dean of Henley Business School at the University of Reading. Send questions to businessfeatures@thetimes.co.uk

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