What changes when IT teams train with us
Most providers report attendance and a satisfaction score. Neither tells you whether the team communicates better. We report against the situations a team set out to fix and against measured level change, because that is what a buyer is actually paying for.
How we measure
We use three things. First, CEFR level before and after, so there is a recognised measure of language change. Second, the specific workplace situations the team chose at the start, tracked qualitatively over the programme. Third, operational signals the team already watches, used as proxies rather than as invented metrics.
• CEFR movement across the programme
• Progress on the named situations the team chose to fix
• Operational proxies the team already tracks
• CEFR movement across the programme
• Progress on the named situations the team chose to fix
• Operational proxies the team already tracks
Satisfaction and NPS
Two figures tell us whether teams stay with the programme and whether they would recommend it. 98 percent of students are happy with their teacher from the first lesson, and our NPS is 97 percent. Both come from feedback across the teams we work with, not from a single cohort.
Operational outcomes
Language scores matter, but managers feel the change in engagement and daily work first. Here are real outcomes from teams we have worked with, with client names withheld.
A team example
- A games company: engagement and attendancePeople were enrolled in English but not turning up. A needs interview found the problem was a rigid fixed schedule and lessons that ignored what each person wanted to work on. We moved them to a flexible format with self-directed topics. Attendance rose by 30 percent across more than 200 employees, and programme satisfaction reached 95 percent.
- A UX design team: professional vocabularyA team of UX designers needed stronger English to work with a global team on shared projects. We ran a needs interview, built a course around UX work with role-play of real scenarios, and added a glossary of design terminology. Over three months, 90 percent of the group improved their grasp and use of professional vocabulary and moved up a level, with more confidence in cross-team communication.
- A services company: targeted skills and retentionEmployees asked for English tied to specific tasks: client negotiations, business correspondence, and self-presentation. We met with them to map individual needs and built a programme per request. 95 percent reported a higher level of English in the skills they needed, and the training became part of the company benefits package.
Frequently asked questions
How do you measure the results of English training?
We combine CEFR level change with progress on the specific workplace situations a team chose to improve, plus operational signals the team already tracks. We avoid headline percentages that cannot be verified.
What is CEFR and why does it matter here?
CEFR is a recognised scale for language level. Measuring it before and after gives a consistent, comparable picture of how much a team’s English actually moved during the programme.
Do you share client case studies?
We share outcomes from teams who have agreed to be referenced, focused on operational change rather than invented statistics.
How long before results show?
Operational change often appears before formal test results, because the practice uses real meetings. Formal CEFR movement is measured across the programme.
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