Post on 11-Nov-2014
description
TITEL
Berlin, 18.11.2007
The DICE Survey:A market analysis of Language & Intercultural Training in Germany
2007 Copyright by SKYLIGHT GmbH _ Seite 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.
2007 Copyright by SKYLIGHT GmbH _ Seite 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?
2007 Copyright by SKYLIGHT GmbH _ Seite 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 andintercultural 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
2007 Copyright by SKYLIGHT GmbH _ Seite 5
Objectives & content of DICE
Topics
I. Who organizes language trainings and intercultural training and who undertakes the administrative planning?
II. How do companies assure the quality and effectiveness of language trainings and intercultural trainings before, during and after the training measures?
III. How much time and money do companies invest in their training measures?
2007 Copyright by SKYLIGHT GmbH _ Seite 6
Structure of the presentation
1. Results for language training in companies in Germany
– Organization and planning
– Forms of quality assurance
– Budget
2. Results for intercultural training in companies in Germany
– Organization and planning
– Forms of quality assurance
– Budget
3. Comparison & Conclusion
2007 Copyright by SKYLIGHT GmbH _ Seite 7
Language Training
I. 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
2007 Copyright by SKYLIGHT GmbH _ Seite 8
Who is teaching in companies
41,94%
35,48%
29,03%
19,35%
17,74%
4,84%
0,00%
10,00%
20,00%
30,00%
40,00%
50,00% Freelancers
A school chain
A private language school
A public institution (e.g. VHS)
others
An employee
2007 Copyright by SKYLIGHT GmbH _ Seite 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
2007 Copyright by SKYLIGHT GmbH _ Seite10
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
2007 Copyright by SKYLIGHT GmbH _ Seite11
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
2007 Copyright by SKYLIGHT GmbH _ Seite12
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
2007 Copyright by SKYLIGHT GmbH _ Seite13
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
2007 Copyright by SKYLIGHT GmbH _ Seite14
Intercultural Training
I. 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
2007 Copyright by SKYLIGHT GmbH _ Seite15
Who is teaching intercultural competences
64,86%51,35%
5,41%
Freelancers A private training institution A public institution (e.g. INWENT)
2007 Copyright by SKYLIGHT GmbH _ Seite16
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
2007 Copyright by SKYLIGHT GmbH _ Seite17
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
2007 Copyright by SKYLIGHT GmbH _ Seite18
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
2007 Copyright by SKYLIGHT GmbH _ Seite19
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
2007 Copyright by SKYLIGHT GmbH _ Seite20
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
2007 Copyright by SKYLIGHT GmbH _ Seite21
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
2007 Copyright by SKYLIGHT GmbH _ Seite22
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 frequentlythe only one
2007 Copyright by SKYLIGHT GmbH _ Seite23
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?
2007 Copyright by SKYLIGHT GmbH _ Seite24
SKYLIGHT GmbH
Nicola Schlöder
SKYLIGHT GmbH
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