Taken at face value, this is bad advice. You've buried the lede which is that you used leverage in the form of threatening to quit and a competing job offer to

Taken at face value, this is bad advice. You've buried the lede which is that you used leverage in the form of threatening to quit and a competing job offer to renegotiate your position at the company. Talking with your manager can be a fine avenue, and can even be successful if your manager is an advocate to the upper administration for you, but most of the time it will be useless without using some sort of leverage to make management listen. Management's charter is to extract as much value from employees while minimizing expenditures. The ideal employee is one that does not ask for any more resources to do the job they were hired to do and then can be let go without fuss when not needed. Employers have much of the power and when they don't actively try to keep their employees happy, through raises or other benefits, this is tantamount to them giving a clear message that they expect you to move on if you're able. There's a reason why most raises in a technology setting come from moving jobs. For the OP, when management is bringing in someone for you to train, that's usually a signal that a re-org is coming and they want to make you redundant. Upper management and administration in corporations may be made out of people but privilege blinds people in power to the repercussions of their decisions and actions to their employees that don't have that power. I have a little sympathy for people who haven't recognized the dynamic but I have less sympathy for those that understand the dynamic but don't do anything about it. The relationship is, by it's nature, antagonistic and should be treated as such.