GlobalEnglish

Lifelong Learning Should Include Business English

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According to a special feature in the January 14 issue of The Economist, companies and employees need to embrace continuous learning as a core skill to remain competitive in a 21st century economy increasingly characterized by the blend of human and machine intelligence. Attaining competency in Business English is critical to this goal on several levels.

First, Business English is itself a skill. Any worker in a customer-facing role increasingly needs English, not just to communicate with prospects from English-speaking countries, but to use as a common language with anyone who does not speak their native tongue. Those in technical and professional roles need English to participate in international communities of practice and exchange ideas with colleagues. Those in lower skill roles at risk for automation especially need Business English to give them the flexibility to transition into new positions.

Business English also empowers people to learn more quickly and expand the scope of career opportunities in an uncertain future. Formal training materials can be translated or localized, but the truly valuable “tribal knowledge” that comes from experience and collaboration within a field of practice is passed along through conversation, much of it in English. Those who can’t confidently participate in those conversations because of lack of Business English competency miss out on the exchange of ideas that forms the bedrock of learning, as well as on the serendipitous connections that can lead to future career growth opportunities.

Developing these skills is not just the responsibility of individuals. According to The Economist, a growing number of employers are “putting increasing emphasis on learning as a skill in its own right.” Organizational investments in Business English can help set those efforts on a firm foundation.

GlobalEnglish programs can help organizations better prepare for a future of continuous learning. Our unique style of blended learning empowers your talent to better manage other important global businesses challenges, including confident and fluid interaction with English-speaking audiences in professional settings, adapting to new technology and business models, and leveraging technology for productivity and analytics. Our customers find time and again that as their employees gain a better foothold on Business English, they improve on overall performance.

We encourage organizations seeking to improve the capability and capacity of their leadership pipeline to talk with their local GlobalEnglish to see how we can help them achieve their goals, including being ready for the learning-centric workplace of the 21st century. Reach out today to discover how to integrate Business English into your organization’s ongoing learning offers.

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Five Questions Every Tradeshow Worker Should Be Able to Answer Using Business English

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Last week, nearly 200,000 people attended CES in Las Vegas, the world’s largest gathering of makers and buyers of electronic devices, appliances, computers, televisions, cars and futuristic technologies like robots and wearable devices. Many of the exhibitors and attendees came from outside of the United States—at one point or another, all of them relied on English as a common language to conduct important conversations on technical and business topics. How many of those conversations led to positive impressions and new business relationships, and how many sent the wrong message?

Being able to communicate clearly in English to prospects, press, analysts and influencers is critical to making the most of trade show opportunities. Miscommunication not only imparts incorrect information, but it can also make your company appear unprofessional or hard to do business with. In a tradeshow environment, businesses have many chances to make an impression, good or bad: in booth signage, on printed materials, in videos, the website, in formal press conferences and panels, and after hours at social events.

But one of the most important points of interaction is at the booth, where conversations often prove spontaneous and informal. How should organizations prepare their talent to maximize your chances of success in these interactions? The first answer: make sure everyone representing your company at an international trade show is able to confidently answer these questions in proper Business English.

Five Questions Every Tradeshow Worker Should Be Able to Answer Using Business English

  1. Who is your company and what do you do? You should have a succinct summary of your business identity committed to memory, along with a short description of your value proposition. For example, “We are Shenzhen China’s largest supplier of mobile phone cables and docking stations, with custom designs available for most devices in the market.”
  2. Where are you from? Keep in mind that the person asking the question will usually be able to figure out your country of origin, so use this as an opportunity to say something about your company’s location that adds to the perception of value. “We are from Can Tho, home of Vietnam’s most prestigious engineering college, where our founders graduated,” or “We are located in Santos, the largest port city in Brazil, and have excellent relationships with the shipping industry.”
  3. Tell me about your products. Again, brevity and clarity are critical here, but so is technical precision. “We make keyless entry systems for cars that can be fitted onto existing models,” or “we make robots to assist in physical therapy and rehabilitation.” If you have a product to demonstrate, make sure your demo follows a clear process and you can communicate what you are demonstrating, both in terms of product features and customer benefits.
  4. What makes your products or company different? People will ask this question in a variety of ways, but they are always interested in the same information. What is your competitive advantage? Why should I do business with you or care about what you do? This is probably the most important conversation you can have at a qualifying level, and you should understand how to communicate your message effectively, using evidence if you can. For example, “Our patented process has improved overall product reliability by 90%, meaning fewer returns and service calls,” or “We have a unique relationship with the factory that allows us to process changes or customization with 24 hours’ notice at no additional cost,” or, “we are the only company in our category to offer free round-the-clock customer support.” Every customer-facing person in your trade show team should be comfortable providing this information in enough depth to respond to a couple of follow-ups, including requests for proof, customer examples, and ability to point out unique customer benefits in the product demonstration.
  5. Sounds great, what are the next steps? Congratulations! If you hear this question, it means you’ve done everything right. You should have a defined process to handle qualified leads, whether it is setting up a second meeting for more in depth sales conversations, directing prospects to a web site or taking an order right on the show floor.

In many cases, the ability to drive this conversation to a successful conclusion will come in part with a good understanding of Business English. Solid Business English can also help in another crucial area: presenting consistent messages, in the right tone, to all interested parties in a tradeshow environment, because you never know the influence that any individual can have on your business prospects.

GlobalEnglish programs help organizations better prepare their customer-facing workforce. Our unique style of blended learning empowers your talent to better manage other important global businesses challenges, including learning new skills, adapting to new technology and business models, and leveraging technology for productivity and analytics. Our customers find time and again that as their employees gain a better foothold on Business English, they improve on overall performance.

We encourage organizations seeking to improve the capability and capacity of their leadership pipeline to talk with their local GlobalEnglish representatives to see how we can help them achieve their goals, including being ready to leverage the experiences and interactions at the next global or local trade show.

Please take a moment to fill out our request for information form and we will route the information to the right person so we can answer all of your questions about how GlobalEnglish can be your partner in Business English learning.

 

 

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2016 PWC CEO Survey Reports Leadership Pipeline a Strategic Focus

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The 2016 PWC CEO Survey reveals that CEOs are concerned with the skills of people in their talent pipeline. 49% of CEOs identified their leadership pipeline as a strategic focus.

“They’ll need to be able to operate in a world with multiple stakeholders, different values and diverse attitudes toward law and rights, all in an increasingly volatile economic context. In addition, they will have to be comfortable with data, analytics and many new technologies.”

In many cases, the understanding and interpretation of laws, the ability to navigate the volatile economic context, will come in part with a good understanding of Business English. Business English will help future leaders access mindful insights about key stakeholders and understand the drivers of economic change.

Solid Business English can also help in another crucial area identified by PWC: presenting consistent messages, in the right tone, to a global employee base. This can not only help leaders align their talent around strategic initiatives, if can also help them execute on those initiatives more successfully.

GlobalEnglish programs can help organizations better prepare their leadership pipeline. Our unique style of blended learning approaches also helps with other areas identified in the PWC survey, including skills and adaptability, and leveraging technology for productivity and analytics. Our customers find time and again that as their employees gain a better foothold on Business English, they improve on overall performance.

We encourage organizations seeking to improve the capability and capacity of their leadership pipeline to talk with their local GlobalEnglish team to see how we can help them achieve their goals.

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Nikkei and GlobalEnglish Reaffirm Partnership to Give Global Talent a Voice

Business English is crucial to the success of many organizations in Japan. GlobalEnglish and Nikkei have forged a partnership over the last three years to help Japanese firms prepare themselves, and their people, to thrive in the global economy. The two companies reaffirm their commitment to each other as GlobalEnglish becomes an independent company (read the statement here).

While Japan only accounts for approximately 1.7 percent of the global population, it accounts for 4.4 percent of global GDP, and the World Bank estimates that Japans economy will grow .7 percent over the next couple of years. Japan also retains a sizable portion of the world manufacturing output, heavily influences innovation through strong investments in research and development. Over a third of international patent applications filed in the United States came from Japan. The 2020 Olympics will also drive increased need for Business English among a wide variety of Japanese businesses who will serve English-speaking travelers from around the world.

FUKUOKA, JAPAN

Japan’s strong presence in international markets drives the need for Japanese talent to gain Business English skills that can be applied effectively to their day-to-day work. Speaking and understanding Business English is a critical skill that enables Japanese businesses to effectively compete in the global economy.

As GlobalEnglish once again establishes itself as an independent company, we want to express our ongoing commitment to the partnership with Nikkei. With over 140 years of experience, and its own global reach, and recognized business expertise, Nikkei is perfectly positioned to understand the needs of Japanese business, and help GlobalEnglish provide the best solutions for Business English understanding. GlobalEnglish is very excited to help our shared customers realize business results through this partnership. The localized Nikkei solution, along with premium Nikkei content, situates the two companies to increase our collective impact on the Japanese business market.

Thousands of learners already enjoy better Business English as result of GlobalEnglish Nikkei edition, and we look forward to serving thousands more.

GlobalEnglish is honored to partner with Nikkei to empower individuals to find their voice in the global economy.

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Karine Allouche Salanon
CEO
GlobalEnglish

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1 Patent Counts By Country, State, and Year – Utility Patents
(December 2015) https://www.uspto.gov/web/offices/ac/ido/oeip/taf/cst_utl.htm

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Globalization meets the office: four areas that drive the need for Business English

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Today’s organizations rely on Business English—While Business English knocks down borders, it also creates barriers for those who can’t leverage it. GlobalEnglish estimates that as many as 70% of the Forbes Global 2000 employees are non-native English speakers. Many of these individuals don’t possess the Business English skills required to do their jobs. Organizations that fail to recognize and address their Business English needs risk their customer relationships, their reputations and their revenues.

GlobalEnglish focuses on helping organizations improve their Business English capabilities strategically and operationally. We have learned that improving Business English proficiency helps all organizations improve their effectiveness across service and product offerings.

By tackling communications, strategic alignment, collaboration and problem solving and operational efficiencies, organizations create a solid footing for more of the strategic application of Business English.

Compelling communication. Business communications depend on a common foundation of Business English to engage and inspire. Individuals must not only know Business English, but have a command of the specialized ways their function, company and industry use it in all aspects of their work. GlobalEnglish gives your talent the vocabulary and context that allows them to communicate efficiently in Business English.

Effective collaboration and problem solving. Employees must work together effectively with peers, with customers, and with business partners. Organizations rely on collaboration to develop and execute projects, design, build and deliver products, and create services that cross national boundaries. And customers demand responsive vendors. Addressing obstacles, and working in harmony, requires a shared framework for understanding. That framework is often crafted in Business English. GlobalEnglish helps organizations gain the language skills necessary to build teams that work together well, overcome challenges and deliver value.

Efficient operations. Efficiency has become a theme for modern corporations as they seek to reduce waste, maximize profitability, and develop agility in response to market changes and technological innovation. Without a solid understanding of Business English, organizations risk missing opportunities, or reacting to threats in a timely way. GlobalEnglish provides its learners with the ability to meet the demands of today’s work environment, and the capacity to adapt to tomorrow’s needs.

Strategic clarity. Communicating strategy across the organization creates a cohesive approach to problem solving, a clear base for making planning and spending decisions, and a structure inspiring innovation. GlobalEnglish helps its customers communicate horizontally and vertically, from teams aligning their work, to executives delivering their vision.

Reach out to GlobalEnglish (http://globalenglish.com) and see how we can help your organization perform better today, and prepare better for tomorrow.

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Myrna Rivera
Marketing Manager
GlobalEnglish

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An important new milestone

Four years ago, Pearson English Business Solutions (PEBS) embarked on a journey with Pearson. Our goal was to harnesses the power of technology and premium content to enable talent to communicate, collaborate and operate in a common language, business English. We have been successful realizing this vision, empowering diverse and dispersed global teams to communicate, collaborate and innovate by giving a voice to talent across cultures and geographies. Your passion and support of Pearson English Business Solutions has helped to make this success possible.

Today, we embark on the next leg of our journey. As we come to an important new milestone, I am pleased to announce that we have signed an agreement to sell Pearson English Business Solutions to its management team, which will become effective November 4th, 2016.

The current management team will lead the organization, with Karine Allouche Salanon continuing as CEO of the business. Other members of the management buyout team are Dean Cooper, VP sales, Valentine de Roubaix, VP customer success and Scott Ludeke VP Product. Sam Neff, who developed the first line of code for the PEBS solution 18 years ago, has joined the team as a Special Adviser.

Since acquisition, Pearson English Business Solutions has been an important and successful part of the Pearson portfolio and the business has benefited from significant product investment. Under the new ownership, you can expect to see the business continue to grow and flourish as the team remains focused on delivering solutions that bring tangible outcomes to your learners and your business productivity.

What does it mean for you, and for Pearson English Business Solutions?
I’d like to reassure you that the service you receive from PEBS will remain the same.

The management team is committed to continuing providing the products, services and support you’ve come to expect. We look forward to an ongoing collaboration with you, and with all our customers and partners.

These are exciting times and we look forward to partnering with you on this next chapter of growth and success.

For further information, you can access our customer FAQs.

Tas Viglatzis and Karine Allouche Salanon
Managing Director, Pearson English and CEO, GlobalEnglish

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Learning Employees Are in Charge

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Deloitte’s Global Human Capital Trends report for 2016 reflects the views of more than 7,000 CEOs and HR leaders in 130 countries.

In a short series of blog posts we take a look at this year’s top trends, and analyze what they mean for talent management professionals and global employees.

Learning the Key to Success

Organizational learning continues to be a business priority for more than eight out of ten (84 percent) executives and HR leaders.

Learning is seen as the primary driver of employee development by 30% of respondents, as well as being an essential tool for attracting top talent, engaging employees, and developing leaders.

“In today’s highly competitive global economy and intensely competitive talent market, the C-suite clearly understands that companies that do not constantly upgrade skills and rapidly build leaders will not be able to execute their business plans.”

Warp Speed Disruption

According to Deloitte, nearly every CEO and CHRO questioned said that their companies are not developing skills fast enough or leaders deeply enough.

Advances in technology, and shifts in demographics are among the factors that have accelerated the disruptive change in corporate learning and development (L&D) organizations to “warp speed” over the past year.

“Employees at all levels now recognize that ‘the learning curve is the earning curve,’ and they are demanding access to dynamic learning opportunities that fit their individual needs and schedules.”

Learning How to Learn

High-performing companies are promoting a new culture of learning, focused on the employee experience. They treat learning as a continuous process, not an episodic event, and approach it from the perspective of an employee’s daily experiences and career aspirations, rather than as a centralized group looking to roll-out programs and processes.

The role of L&D is evolving from developing content to be pushed out to employees, to facilitating efforts to help “learners how to learn,” and enabling access to content from a wide range of internal and external sources to meet the specific needs of every employee.

“Despite the strong shift toward employee-centric learning, many L&D organizations are still struggling with internally focused and outdated platforms and static learning approaches.”

Learning New Tricks

To transform an L&D function to meet the needs of today’s global organization requires shifts in perspective, culture and technologies.

Put the employee at the center of the learning experience and meet their:

  • Immediate Needs – what do I need to support my success in the moment? 
  • Intermediate Needs – what do I need to grow in my current role?
  • Transitional Needs – what do I need to grow in my career?

Recognize that this evolution from a content-centric to a learner-centric experience requires a cultural shift from a company-push approach to an employee-pull approach. Employees should be given the freedom to engage and schedule learning on their time in their terms.

Support an employee-centric approach with mobile, social, and web-based platforms that can deliver on-demand learning content and a better user-experience.

We took a look at the top five Global Talent trends identified by Deloitte from Organizational Design and Leadership Development, to Corporate Culture, Employee Engagement and Learning, and proposed ten actions for global talent managers to answer the call of C-suite. To download the report, please follow this link.

 

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