Auditing levels at every step to plan training efficiently

The new MD of a company which until then had been strictly regionally-based had a vision of an international future. He decided to start language training, and began with himself. In 1997 the company envisaged a partnership with a German company working in the same field. 
Following our advice, the directors undertook, with our assistance, an analysis of the language levels of the personnel. 

200integration•In consultation with the team managers, we established levels to be reached according to each type of position in the company. 

•We evaluated all staff to be involved in the program and compared their current level to the objective set by the managers.

•We then began to train those with needs. 

•At the same time, the MD wanted to take advantage of this extensive language training  program in order to reinforce and improve relations between different departments in the company. We therefore created groups by level including people from different departments in each group (sales, R&D, accounts, production...)

1998: We trained a Swiss-German director in French to improve his comprehension in meetings.

1999: The Franco-German partnership was officially finalized and signed.

2000-2005: Each year, we analyzed the differences between the target level and the current level for all of the personnel and adjusted the language training program accordingly. Recently-recruited personnel were also included in the program.

2005: The company is now fully operational in English.