FOR HR AND LEARNING & DEVELOPMENT
Your people passed the English test. They still go quiet on the call with headquarters.
English language training for employees, built around the conversations your teams actually have.
Someone has told you the English needs fixing. Maybe it came from the regional director, maybe from a client, maybe from a quality audit where the person who knew the answer let someone else give it.
It rarely starts as a training request
Almost no one wakes up wanting English classes. The request arrives attached to something else.
By the time it reaches HR it has become “we need English classes.” The original problem was never the language in general. It was one specific situation where the business lost time, money or credibility.
Getting back to that specific situation is the difference between a programme that works and a budget line that quietly disappears next year.
Calls with the parent company
A supervisor who runs the line perfectly cannot explain a delay to the parent company, so the account manager sits on every call.
Reports that need rewriting
A specialist writes a report that takes two people to redraft before it can be sent.
A promotion goes elsewhere
A promotion goes to someone with less technical experience because they were easier to put in front of a client.
If your company has tried this before, one of these is probably why it ended
The objective was a level, not an outcome
“Get everyone to B2” cannot be defended in a budget meeting. Nobody on the leadership team knows what B2 means, and nobody can say whether it was worth the money. An objective like “the shift supervisor runs the weekly call with the plant in Ohio without the account manager present” can be observed, and it tells the teacher exactly what to teach.
Everyone got the same course
A plant supervisor and a finance analyst can hold identical test scores and need completely different English. Put them in one class and both are bored half the time. One is learning vocabulary he will never use; the other is waiting for content that never arrives.
It was scheduled against the operation
Classes at 4pm on a Tuesday work until the quarter closes. Attendance drops, the group loses momentum, and by month three the programme exists on paper only. Scheduling is not an administrative detail — it is the single most common reason corporate programs fail.
Nobody measured anything
Without a written record of where each person started and what changed, renewal season becomes a conversation about feelings. Finance asks what the company got. If the answer is “people seem more confident,” the line gets cut.
What good English language training for employees actually involves
Five stages. If a provider cannot describe all five, you are buying classes rather than a program.
1.
Diagnostic before the quote, not after
We ask what your people have to do in English before we propose anything: which meetings, which documents, which conversations they avoid. A provider who quotes before asking that question is selling a standard course, not solving your business problem.
2.
Assessment and grouping
Every participant is assessed individually before the first class. Grouping is by level and by the kind of communication their role requires. Six people who all need to defend a technical decision under pressure will progress faster than six people who happen to score the same on a placement test.
3.
Objectives written per role
Each group gets written objectives in business language, not framework language. These are the sentences you will quote at renewal, so they are agreed before the program begins rather than reconstructed afterward.
4.
Live practice in the real situations
Not vocabulary lists. The actual meeting, the actual escalation, the actual conversation with the client who is unhappy — rehearsed under something close to real pressure, with correction that does not interrupt the flow of the conversation.
5.
Written reporting, monthly
Attendance, progress against the stated objectives, and an honest note on who is engaging and who is not. Sent to you, not buried in a platform you have to log into.
What you will be able to show at renewal
This is the section most providers skip, and it is the one that decides whether your program survives its first budget cycle.
Three kinds of evidence, and you want all three.
Movement against the objective you set
If the objective was that supervisors run the weekly call unaccompanied, the measure is whether they do. It is observable, and it means something to people who do not care about language frameworks.
Level change, formally assessed
Participants are reassessed at the end. This gives you the number that HR systems and certification records expect, and it is genuinely useful — but on its own it is not a business case.
Attendance and completion
Unglamorous and highly predictive. A group that finishes at 80% attendance has changed. A group at 40% has not, whatever the test says, and you want to know that in month two rather than month six.
We report all three monthly, in writing. If a group is not working, you will hear it from us before you hear it from your own people.
Trusted by companies across Latin America since 2004
118 participants, 21 groups, two countries
Inchcape's digital delivery center needed English across a large, distributed workforce — not one executive, not a pilot group, but 118 people organized into 21 groups across two countries, assessed, scheduled around a live operation, and reported on every month.
That is the scale this model is built for. Most companies start considerably smaller.
118
Participants
21
Groups
2
Countries
Depending on who needs the English
Different roles create different communication problems. Choose the page that best matches who needs the training.
FAQ
A group is up to six people. One group is a normal starting point, and most companies begin with the team where the friction is worst rather than training everyone at once.
No, and you probably should not. Start with the roles where poor English costs the business something measurable - usually supervisors, client-facing staff, and whoever currently gets pulled into calls to translate.
Approve the group list and the schedule, then read a monthly report. We handle assessment, grouping, materials and reporting.
Behavior changes before test scores do. Participants typically start speaking up in meetings well before their formal level moves - which is why we report on both.
It appears in the monthly report with a name attached, early enough to do something about it. Attendance is the earliest warning that a group is in trouble.
Tell us about your team
Share a few details about your company, your team, and where English is creating difficulty. We’ll review your information and recommend the most appropriate next step.
Live online training · Groups of up to 6 · Native-speaker teachers · Monthly progress reporting