It's more than perception- if I had been called into unscheduled one-on-ones with management about incidents that happened, even where I feel like I did nothing wrong, that's a data point that matters. No one-on-ones after 25 years in industry, at least related to what you'd get training for, is a data set that you can rely on.
Imagine job training which is mandatory for staff but skipped by the upper-level executives, when it was one of their incidents that kicked off the whole reaction. Also imagine it is conducted in a very haphazard, incompetent, and counterproductive manner. One day a week for months, on all kinds of topics. Your deliverables schedule is not reduced but rather accelerated to make it even less enjoyable.
Anecdata is great, but those leaving (or avoiding) jobs that have that kind of managerial incompetence don't answer the surveys as "too much job training" even if that's what it was. There's no upside to making that your lead reason.
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It's more than perception- if I had been called into unscheduled one-on-ones with management about incidents that happened, even where I feel like I did nothing wrong, that's a data point that matters. No one-on-ones after 25 years in industry, at least related to what you'd get training for, is a data set that you can rely on.
Imagine job training which is mandatory for staff but skipped by the upper-level executives, when it was one of their incidents that kicked off the whole reaction. Also imagine it is conducted in a very haphazard, incompetent, and counterproductive manner. One day a week for months, on all kinds of topics. Your deliverables schedule is not reduced but rather accelerated to make it even less enjoyable.
Anecdata is great, but those leaving (or avoiding) jobs that have that kind of managerial incompetence don't answer the surveys as "too much job training" even if that's what it was. There's no upside to making that your lead reason.