English speakers: don't get too comfortable

Why foreign languages matter in business.

We English-speaking folk have it easy – no matter where we travel or what international relations we may have, there is always someone on the other end who saves us from fumbling and responds in English. While we often indulge in the dominance of English as an international lingua franca, the need to speak a foreign language has never been more critical to our economy or our own job security.

Don’t get too cosy

The prominence of English in the global market can be overstated. According to research from the National Centre for Languages, CILT (2010), only 6-8 per cent of the world’s population speaks English as a first language, and 12 per cent as a second language. And while employers rank IT skills as the most attractive attribute amongst prospective candidates, foreign language knowledge comes in second. Furthermore, 43 per cent of recruiters say speaking a second language gives a jobseeker the “X-factor” (CILT). Having multilingual employees is important in allowing companies to expand internationally and compete against firms in countries like Brazil, Russia, Indonesia, and China where multilingual and highly skilled workers are increasing in number . Linguists currently play a major role in the transfer of knowledge globally. But we need to make sure that this works in all directions and all languages. More and more, we need our businesses to mirror the global population we’re dealing with. The benefits to a company with a multilingual staff are countless: from something as simple as saving in the cost of translations to being able to search the web more efficiently (in 1996 75 per cent of the web was in English, today this is reversed to 75 per cent in other languages according to Global Vibration Inc), to simply wanting to show respect to the people with whom we have business and social interactions.

According to the latest education and skills survey (2011) from the CBI, a top UK business lobbying association, only a quarter of businesses have absolutely no need for foreign language skills in their company. The survey also stressed that ‘operating effectively in a global economy relies on the right language skills.’ This is especially true of export businesses, on which the UK’s economy depends. There is a clear correlation between sales and a value on language skills, with over 60 per cent of non-exporters considering the lack of language skills as a barrier.

Yet despite all of this the CfBT Education Trust reported in 2011 that instead of responding to this change and preparing for the challenge of a global, social-media infused society, there is instead a downward trend in numbers of students taking a GCSE in a language with a decline to 40 per cent in 2011 from 78 per cent in 2001.

Get talking

While the recent change in our national curriculum which makes foreign languages compulsory from age seven, will help prepare future “global natives”, what do we do in the meantime? As someone whose professional life is dedicated to researching language acquisition and creating language learning materials, it’s clear to me that the best way to approach learning a new language is to just dive in head first and start talking. Ideally, this would be by spending time in a foreign country by doing a secondment or a company transfer. But realistically, we all have so little time that most of us will have to rely on self-study language courses.

The key to success is to immerse yourself in the language and get over the initial hump by starting to listen to the language and speak it immediately. Once you start to hear yourself utter fancy foreign words and see how easy it can be, taking the next step becomes easier.

Sarah Cole is the Editorial Director of Consumer Education and Languages at Hodder Education. Hodder Education has just launched a ‘Get Talking’ language series.

Back to school for business people. Photograph: Getty Images.

Sarah Cole is the Editorial Director of Consumer Education and Languages at Hodder Education.

Getty Images.
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Why relations between Theresa May and Philip Hammond became tense so quickly

The political imperative of controlling immigration is clashing with the economic imperative of maintaining growth. 

There is no relationship in government more important than that between the prime minister and the chancellor. When Theresa May entered No.10, she chose Philip Hammond, a dependable technocrat and long-standing ally who she had known since Oxford University. 

But relations between the pair have proved far tenser than anticipated. On Wednesday, Hammond suggested that students could be excluded from the net migration target. "We are having conversations within government about the most appropriate way to record and address net migration," he told the Treasury select committee. The Chancellor, in common with many others, has long regarded the inclusion of students as an obstacle to growth. 

The following day Hammond was publicly rebuked by No.10. "Our position on who is included in the figures has not changed, and we are categorically not reviewing whether or not students are included," a spokesman said (as I reported in advance, May believes that the public would see this move as "a fix"). 

This is not the only clash in May's first 100 days. Hammond was aggrieved by the Prime Minister's criticisms of loose monetary policy (which forced No.10 to state that it "respects the independence of the Bank of England") and is resisting tougher controls on foreign takeovers. The Chancellor has also struck a more sceptical tone on the UK's economic prospects. "It is clear to me that the British people did not vote on June 23 to become poorer," he declared in his conference speech, a signal that national prosperity must come before control of immigration. 

May and Hammond's relationship was never going to match the remarkable bond between David Cameron and George Osborne. But should relations worsen it risks becoming closer to that beween Gordon Brown and Alistair Darling. Like Hammond, Darling entered the Treasury as a calm technocrat and an ally of the PM. But the extraordinary circumstances of the financial crisis transformed him into a far more assertive figure.

In times of turmoil, there is an inevitable clash between political and economic priorities. As prime minister, Brown resisted talk of cuts for fear of the electoral consequences. But as chancellor, Darling was more concerned with the bottom line (backing a rise in VAT). By analogy, May is focused on the political imperative of controlling immigration, while Hammond is focused on the economic imperative of maintaining growth. If their relationship is to endure far tougher times they will soon need to find a middle way. 

George Eaton is political editor of the New Statesman.