Global collaboration is challenged as teams expand across countries, cultures and time zones. Hybrid and virtual setups have shown that communication depends less on tools and more on people, on how they connect, share knowledge and build trust.
In a session organized by Learnlight in cooperation with eLearning Journal, Andrea Soldat, responsible for transformation at TecAlliance, and Simone Boris Placentino, Senior Account Manager at Learnlight, discussed how the two organizations partnered to build language and communication skills in global teams.
Market trends highlight urgency
Market data underscored why competence development is critical. McKinsey research found that companies with diverse management teams are more than 60% more likely to be profitable. The effect depends on several factors, such as whether work requires innovation, decision-making across perspectives, or market insight, where diversity has the strongest impact.
A separate study reported that 81% of professionals recognize artificial intelligence is reshaping competence profiles, but skills such as empathy, ethical decision-making, relationship building and conflict resolution remain in demand.
Communication inefficiencies are also costly. In Germany, employees lose an average of two hours per week, equal to 11.5 days per year, due to ineffective communication, according to Statista and McKinsey.
Facing globalization challenges
TecDoc was founded in Germany in 1994 with fewer than 10 employees. What began as a local venture has since grown into today’s TecAlliance, a global company with more than 1,000 employees across four continents. As the company expanded, a new challenge emerged.
“We are a company founded in Germany. We have employees who started their jobs a few years ago in a purely German environment. How can we enable them to continue to do their jobs successfully in an international environment? That was the concrete challenge,” Andrea said.
The solution required external support. With teams working in different time zones and at different language levels, we turned to Learnlight for a structured training concept.
Building a structured learning program
The program began in March 2024 with about 200 employees. Learners were tested for their English levels, grouped into cohorts of four to six based on proficiency, time zones and personal availability, and assigned weekly sessions. One-to-one coaching and digital self-study options supplemented group training.
The training was treated as work, not an extra. Employees received two hours per week during working time, equal to 11.5 days annually, to participate. Supervisors were expected to support their teams in prioritizing learning.
Group sessions gave employees a safe place to practice and build confidence. For those with very low entry levels, one-to-one coaching was introduced before they joined groups. Employees who traveled frequently were offered digital-only licenses, though this option required high self-discipline.
Measuring progress and impact
Clear performance indicators tracked attendance and learning progress. Andrea applied a traffic light system and marked strong participants in green, those at risk in yellow and those struggling in red, prompting supportive inquiry.
After a year, learners (who followed the learning path) advanced at least one English level. Employees reported greater confidence in speaking and appreciated the chance to connect with colleagues in other regions.
“Language is the prerequisite for everything else to happen afterwards,” Andrea said. Intercultural competence and interpersonal skills such as conflict management and relationship building were identified as the next steps once a common language foundation was in place.
Lessons for global companies
The experience showed several success factors:
- Clarify why the training matters for both employees and the organization, setting mutual expectation matters.
- Explain the ROI – return of investment. Both sides invests, both sides expect returns. As company you provide resources (budget and time); in return you expect engagement (and time).
- Involve managers to reinforce progress and accountability and to prioritize learning.
- Collect feedback early to adapt to customer needs.
- Track measurable results (e.g. training participation and learning progress) to demonstrate return on investment.
When budgets are under pressure, scaling back was presented as a better option than canceling programs outright. Smaller cohorts, longer timelines or adjusted pacing can maintain continuity even in difficult conditions.
English remains the most in-demand language across the organization, but German training has also been introduced to support international employees in technical roles. AI-supported tools now supplement training, providing learners with additional practice. Both Andrea and Boris stressed that technology should support, not replace, human coaching.
Communication and language skills are no longer optional for global companies. Embedding strategic learning into daily work is essential to strengthen collaboration, improve performance and sustain long-term growth.
Do you speak English? Join us and become part of a team that values collaboration across borders.