OK, so this is likely to be part-rant, part-question.
I've never encountered this kind of situation before, so I figured there might be someone out there with some useful advice.
Background: in our department, as in most IT departments, we have analysts and developers. Analysts liase with the business, produce initial specs; developers write code to implement the specs.
The department is divided into small functional teams, with a few analysts and a few developers on each team.
Recruitment is handled by the department overall. There is one recruitment track for incoming developers (with interviews handled by senior developers), and one for incoming analysts.
Around six months ago, we had a guy apply to be a developer. He failed the interview (to be clear, he was interviewed by someone else, not me).
A couple of months later, he then applied to be an analyst. He passed this interview, with different interviewers, and started on our team as a senior analyst (so he is fairly well paid).
Pretty much since the day he started, he talked about how "he wanted to get into development".
From what I've seen (and I've worked fairly closely with him), development is a poor fit for his skills.
He isn't too keen on detail, and he doesn't have a great deal of relevant experience.
He is, however, a good enough analyst. He's built a good relationship with our stakeholders, and he has enough of an overview that he can be effective in his current role.
Our company is very keen that everyone should have a Personal Development Plan, and that the Plan should be followed up. Our new starter, obviously, seized on this, and made "getting into software development" the core of his Plan.
Our team leader does not have a technical background, but has approved his Plan and asked me to support him in moving into development. I feel quite conflicted about the whole thing.
Firstly, I think he's good at the job he has, and he adds value by doing it.
Secondly, I feel quite annoyed with the way he has gone about this, and I feel quite annoyed with our team leader in supporting him.
Having applied for the role he has, I think he should spend a decent amount of time doing it, before even thinking about moving on.
Thirdly, to be honest, I feel that training him to be a developer is unlikely to be worthwhile.
We have quite complex and performance-critical systems, and I worry that our development effort will be slowed down permanently if he joins the team.
I have trained / mentored new developers "from scratch" in the past, so I don't have a problem with training anyone, per se, but they had the underlying problem-solving skills and systemic approach we look for in developer interviews.
I just don't see those core skills in the guy I'm being asked to train.
As I will need to work with him in any case going forward, I'm unsure how to move forward with this in a professional way.
For now, I've really just been "busy with other things". But this isn't a long-term solution.
Should I support him, despite my reservations, or should I push back?