One programme, four very different teams

This case describes how a technology company trained four teams at once, product managers, QA engineers, developers, and support, inside one managed English programme.
Each team followed its own role track while sharing assessment, curriculum logic, and reporting. It is written for HR and L&D leads deciding whether to run separate courses per department or one programme with role tracks. The client is anonymised.

The company wanted to train the whole organisation, not one department. Product managers, QA engineers, developers, and support, each with different work, different English levels, and different situations they struggled in. One generic course would fit nobody: a developer in code review and a support agent handling an angry customer need different language. Four separate vendors would mean four assessments, four reporting formats, and no view of the company as a whole.

We assessed everyone first, then grouped by both level and role. Shared skills, meetings, presentations, and written updates ran as common blocks across teams, while each team kept its own role content.

For HR, the difference is operational: one assessment covering everyone, one curriculum logic with role variations, one reporting line showing progress across all four teams, and one point of contact instead of four vendor relationships. For learners, the difference is relevance, because nobody sits through material built for someone else’s job.

The change we look for is operational rather than a test score. Across the four teams, the observable outcomes were:

Assessment first, using our AI placement test with specialist review. Then grouping by level and role, delivery in small groups, and regular reporting to HR covering all four tracks. New joiners were added to the group matching their level and role without restarting the programme.