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  • 1. TITEL Berlin, 18.11.2007 The DICE Survey: A market analysis of Language & Intercultural Training in Germany
  • 2. Nicola Schlöder, SKYLIGHT GmbH
    • Who am I?
    • Magister Artium in French and Italian Literature and Linguistics
    • Freelancer and trainer of German as a Foreign Language since 2001
    • Consultant at SKYLIGHT since February 2007
    • What is SKYLIGHT ?
    • SKYLIGHT is a consultancy which advises companies in developing the international business communication skills of their staff effectively.
    • We create new training concepts and systems to support the development of employees‘ communication skills at the workplace.
  • 3. Reasons for the market analysis, DICE
    • The speed of globalization in recent years raises the question whether companies have changed their investment and approach to language and intercultural training.
    • How effective these training measures? Is the money invested in a useful way?
    • How do companies in Germany organize their language and intercultural training?
    • What measures do companies take to assure the quality of their training measures?
    • Which are the most common forms of trainer / course / learner evaluation?
  • 4. Overview of DICE
    • Who was asked?
      • HR-managers: members of the ERFA-Wirtschaft association
      • HR-managers: members of the online platform ‚XING‘
    • What instruments did we use?
      • Separate online-questionnaires for language training and intercultural training
    • How many are experienced with these kinds of training measures?
      • 79% of companies who responded offer language training
      • 39% of companies who responded offer intercultural trainings
  • 5. Objectives & content of DICE
    • Topics
    • Who organizes language trainings and intercultural training and who undertakes the administrative planning?
    • How do companies assure the quality and effectiveness of language trainings and intercultural trainings before, during and after the training measures?
    • How much time and money do companies invest in their training measures?
  • 6. Structure of the presentation
    • Results for language training in companies in Germany
      • Organization and planning
      • Forms of quality assurance
      • Budget
    • Results for intercultural training in companies in Germany
      • Organization and planning
      • Forms of quality assurance
      • Budget
    • Comparison & Conclusion
  • 7. Language Training
    • Organization & planning of training measures
    • Language training is organized by specialists in only a few companies (24%)
    • In 62% of companies, the person who organizes the language training, spends less than 8 hours a week dealing with the training measures.
    • 42% of companies contract freelancers to carry out the language training
    • 35% contract major school chains to carrxy out the training
  • 8. Who is teaching in companies
  • 9. Language Training
    • II. Quality assurance – before the training measure
    • 24% of HR managers define and check the qualifications of their language trainers
    • Most companies (60%) themselves place staff who participate in language training
    • => 40% do not place their participants and do not define any learning goals
    • 33% use the CEF to place their participants
  • 10. Language Training
    • II. Quality assurance – during the training measure
    • 66% ask their employees for feedback about the quality of the trainer
    • 42% of companies carry out interim tests
    • 36% demand and ensure full attendance from their course participants
  • 11. Language Training
    • II. Quality assurance – after the training measure
    • Most common way to evaluate training is with a Feedback-form (63%)
    • Many companies (31%) require that their employees acquire a certificate (e.g. Cambridge certificates, TELC or TOIEC)
    • The most common certificates are the Cambridge examinations (71%)
    • 11% of companies do not evaluate their training measures
  • 12. Language Training
    • III. Costs of training measures
    • In the last 3 years
      • The investment for language training has generally increased
      • Only in 8% of companies has the budget for language training been cut
    • In the next 3 years
      • None of the companies is planning to cut the budget
      • 41% of the companies are planning to increase their budget or at least maintain it at its current level
  • 13. Language Training - conclusion
    • Bad news
    • Those organizing language training do not spend much time doing it
    • There appears to be fewer specialists for language training
    • The quality assurance is clearly inadequte
    • 76% of companies have not defined the qualification of their language trainers
    • Good news
    • Freelancers are still the most popular source of trainers
    • Companies see the need to invest in language training
    • No company is planning to cut the budget for language training
  • 14. Intercultural Training
    • Organization & administration planning
    • Most intercultural training (47%) is organized by HR-managers who organize other kinds of training measures as well
    • In 82% of companies the person who organizes the training spends less than 8 hours a week on intercultural training
    • 66,67% of the companies contract freelancers to carry out intercultural training
  • 15. Who is teaching intercultural competences
  • 16. Intercultural training
    • II. Quality assurance – before intercultural trainings
    • Companies try to assure quality by aligning training to employees needs (24%)
    • 20% define the trainer‘s qualification
      • Trainers must have lived and experienced several years in a foreign country
      • Trainers must have an academic background in intercultural competence
  • 17. Intercultural Training
    • II. Quality assurance – during intercultural trainings
    • 74% of HR-managers ensure the quality of training by asking their employees for feedback
    • Only 30% ensure and demand the full attendance of the employees
    • 13% do not assess the quality during the training measure
  • 18. Intercultural Training
    • II. Quality assurance – after intercultural trainings
    • The most common method (91%) is to evaluate the training with feedback forms
    • Very few companies (9%) evaluate the training output after it has been completed
    • There is no Common Framework for Intercultural Competence
  • 19. Intercultural Training
    • III. Costs for intercultural trainings
    • In the last 3 years
      • 50% of companies have increased their budget for intercultural training
      • Only 10% have cut their budget
    • In the next 3 years
      • Only 10% plan to cut their budget
      • 30% plan to increase their budget
  • 20. Intercultural Trainings - conclusion
    • Good news
    • Freelancers are very popular
    • Very few companies (10%) have cut the budget for intercultural training in the last 3 years
    • Only 10% will cut the budget in the next 3 years
    • The need of intercultural training is increasing
    • Bad news
    • The person who organizes the training spends only a few hours a week
    • There are very few specialists for intercultural training within companies
    • 80% of companies do not define the qualification of their intercultural trainers
  • 21. Language Training & Intercultural Training
    • Comparison:
    • Language training is offered more frequently than intercultural training
    • After a language training there never seems to be made a long-term-evaluation, whereas for intercultural training this form of evaluation is employed in a number of companies
    • There are no certificates for intercultural competences as e.g. Cambridge examinations for language training
    • There are more instruments to place employees for a language training, for intercultural trainings a CEF currently does not exist
  • 22. Conclusion
    • Business activities in foreign countries are growing and the importance of language & intercultural competence is clearly increasing
    • The majority of companies is planning to keep or to raise their budget for training measures to develop intercultural and language competencies
    • Companies seem unsure and unclear about what makes a good trainer for languages and intercultural competences, or do not take the time to define a trainer qualification
    • The challenge for trainers is for them to distinguish themselves
    • Feedback-forms are the most common instrument of evaluation and frequently the only one
  • 23. Questions resulting from the market analysis
    • Is it possible to organize training measures of high quality, if the responsible person spends less than 8 hours per week?
    • What can freelancers do to distinguish themselves and maintain their position over language schools and other institutions?
    • Only 36% can ensure that their employees attend the training courses
    • Are there other forms of training, such as blended learning, which may be more suitable?
  • 24. SKYLIGHT GmbH
    • Nicola Schlöder
    • Hansaring 61
    • D-50670 Köln
    phone: +49 221 1612 190 fax: +49 221 1612 100 mobile: +49 176 2213 7427 mail: nicola.schloeder@skylight.de web: www.skylight.de Contact