How to Request a Secondment to Another Team in English
Learn the English phrases for requesting a temporary transfer to another team, including framing the request, negotiating duration, and protecting your return path.
A secondment — a temporary move to another team while keeping a path back to your current role — is a lower-risk way to explore a new area than a full transfer. This guide gives you the English for proposing one, negotiating the terms, and protecting your position if it doesn’t work out.
Raising the Idea With Your Manager First
Bring this to your current manager before approaching the other team, to avoid it looking like you went around them.
- “I’ve been thinking about requesting a temporary secondment to the platform team for a quarter — I wanted to run it by you before mentioning it to anyone else.”
- “Would you be open to me exploring a short-term secondment? I think the experience would benefit both my growth and what I bring back to this team.”
- “I want to be transparent that I’m interested in a temporary move to another team — how would you feel about that, and what would need to be true for it to work?”
Framing the Request to the Receiving Team
Pitch what you’d contribute, not just what you’d gain.
- “I’d like to propose a three-month secondment onto your team — I think my background in [area] could help with [specific project], and I’d get exposure to [skill] in return.”
- “Is there an active need on your team where a temporary secondment could genuinely add value, rather than just being a learning exercise for me?”
- “I’m not looking for a permanent move yet — I want to test whether this is the right direction before committing to a full transfer.”
Negotiating Duration and Scope
Get specific about the arrangement before it starts.
- “What duration would make sense for this secondment — a full quarter, or should we start with something shorter and reassess?”
- “Would this be full-time on the new team, or a partial split with some ongoing responsibilities on my current team?”
- “Can we agree on specific goals for the secondment period, so it’s clear at the end whether it succeeded?”
Protecting Your Return Path
Make sure a defined role exists if the secondment ends or doesn’t work out.
- “Before I start, can we agree on what happens to my current role and projects while I’m away?”
- “If this doesn’t lead to a permanent transfer, is there a guaranteed path back to my current team, or would I need to find a new role from scratch?”
- “I want to make sure this is framed as a trial, not a resignation from my current responsibilities.”
Reviewing the Secondment Before It Ends
Set up a checkpoint conversation well before the arrangement concludes.
- “Can we schedule a check-in a few weeks before the secondment ends to decide whether this becomes permanent, extends, or wraps up as planned?”
- “I’d like feedback from both teams before we make a final call on whether this becomes a full transfer.”
- “What would a successful outcome look like from your side, so I know what to aim for during this period?”
Vocabulary Reference
| Term | Meaning |
|---|---|
| Secondment | A temporary assignment to another team or role, with an expectation of returning |
| Internal mobility | Movement between roles or teams within the same company |
| Return path | A guaranteed or expected route back to a previous role after a temporary move |
| Trial period | A defined timeframe used to evaluate whether an arrangement should continue |
| Full transfer | A permanent move to a new team or role, as opposed to a temporary one |
Key Takeaways
- Raise a secondment idea with your current manager first, framed around mutual benefit, not as an escape from your current team.
- Pitch the receiving team on what you’d contribute, not just what you’d learn.
- Negotiate concrete duration, scope, and success criteria before the secondment begins.
- Protect your return path explicitly — confirm what happens to your current role if the secondment doesn’t lead to a permanent move.
- Schedule a review checkpoint before the secondment ends, rather than letting the decision default by inertia.