communication confidence – building the foundations for global
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Communication confidence – building the foundations for global change at Arrow
Electronics
Arrow Electronics provides electronic components and computing solutions
around the world, and like many multinational businesses, it needs to
respond quickly to increased globalisation. The organisation understands
that communication confidence is key and as their business adapts to
working globally, they have to find new ways of supporting global
communications.
However, efficiently building communication confidence around the globe
through online learning requires more than simple e-learning. Arrow
Electronics worked with GlobalEnglish to deliver these skills in a way that is
both radical and effective.
As a result, 65% of participants report that they are saving at least 1 hour a
week because of improved Business English communication skills.
This independently researched casestudy, identifies the factors linked to this
success.
This story was originally published in the January 2013 edition of Training
Journal.
The change challenge
Arrow Electronics provides electronic components and computing
solutions around the world, and like many multinational
businesses, it is having to respond quickly to increased
globalisation. It is a global organisation under a single brand that
offers a consistent quality experience to customers regardless of
where they are in the world. Acting as a channel partner for over
120,000 original equipment manufacturers and contract
manufacturers, Arrow Electronics operates through a global
network of more than 15,700 staff in 390 locations in 53
countries, so this is no easy feat. Historically business took place at
a local level; with staff communicating with each other using local
language. However, as the organisation has become more global
staff members now need to communicate with colleagues across
Camilla Edberg. EMEA Director
Talent Recruitment &
Management , Arrow Electronics
explains that ‘One Europe means
that colleagues and even
customers are no longer only
next door but possibly in a
different country. They might be
connected by phone and video,
they share central global
processes and systems. The
critical difference is that
competent individuals have to
also be able to understand and
be understood across different
cultures and languages for the
vision for One Europe to be
realised.’
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countries, cultures and languages.
One Europe is Arrow Electronic’s approach to harmonising processes across EMEA so that team
members can work seamlessly across country borders. Decision making is no longer a purely local
matter; it has to leverage the company’s global infrastructure.
The on-going transition of the company to One Europe began in 2008 when a sophisticated change
management programme was introduced. Both managers and employees received training in new
processes and systems to support them as they transitioned to operating in a more complex global
world.
For this process to continue to work, staff have to be able to communicate and connect with their
colleagues, customers and channel partners wherever they are in the world. It is challenging enough
to get this right when you share the same country and culture but as an organisation and its market
place becomes increasingly global, communication clarity is even tougher to achieve. Arrow
Electronics, like many companies going through change, understands that as their business adapts to
working globally, they have to find new ways of supporting global communications.
Building communication confidence – the challenge
The change management process is well mapped, however for the operating changes to be
implemented successfully they will need to be underpinned with a robust approach to supporting
staff in their use of English as the common communication language across the business.
Communication confidence is key, if staff are not able to share their views and ideas with clarity,
they are in danger of being misunderstood or exposed with their peers. A recent staff survey, with a
number of learners, highlighted that 98% believe that English is important in their current role and
90% feel it is important to advance their career.
Online learning is not an unfamiliar concept in the company. The introduction of Arrow University
(Arrow’s online learning centre) has established a shift in the way that staff develop their skills. With
access to a broad range of online learning opportunities (including sales, management, technology,
personal effectiveness, software/systems application and many others) staff are already starting to
use online learning as an active part of their own development.
But could it also work for building much needed communication skills? For such an important
business initiative, it might be perceived by some as being a risky strategy since communication is
something that is traditionally done and taught ‘face-to-face’. After all, language skills are hard work
‘We have to deliver consistent and quality English training across EMEA, which can be set to the personal
level and requirements of each individual. Staff are incredibly busy, and there is constant business pressure
to be more efficient with both time and money. Classroom training in this context is not practical, so it
made sense for us to consider an online solution - but it has to be one that delivers!’ Camilla Edberg EMEA
Director Talent Recruitment & Management, Arrow Electronics
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to acquire in any circumstance. More is demanded of the individual who needs to be in the
seat, more discipline is required and staff
practice. Grasping vocabulary is
communicate in the business context
Learning foundations
For Arrow Electronics to build communications confidence
traditional e-learning. A number of
approach to building communication confidence
• Context – operational efficiency
range of different business
across a variety of business situations including email, document writing and participation in
conference calls.
• Personalisation – setting the right
success. It was important to establish
required and to monitor progress. They
against the centrally accredited
(CEFR) to help to define language proficiency levels and interpret
qualifications.
• Productivity tools – job aids such as e
specific word lists have to be embedded within the whole experience in order to support
staff as they work, which means they need to be available via both a browser and mobile
devices.
• Practice – makes perfect
Whether it concerns writing,
listening, speaking or
vocabulary skills, it is critical
that any approach is able to
offer opportunities for
writing practice in every
assignment and the chance
to practice with advanced
speech recognition and
remediation tools embedded
directly in the solution.
www.towardsmaturity.org/index/employer-stories/ for more case studies and resources.
More is demanded of the individual who needs to be in the
is required and staff need more encouragement, guidance,
one thing but it is only when you start to speak out and
in the business context that you realise that there is still a way to go
Learning foundations
to build communications confidence in EMEA, they have to go beyond
number of foundations were important to help them establish
to building communication confidence:
efficiency can only be achieved if staff are able communicate in a
business scenarios, so the programme has to address communication
across a variety of business situations including email, document writing and participation in
etting the right levels for study for each individual is fundament
It was important to establish a solid testing process to input to the level
monitor progress. They have opted for an extended test process mapped
accredited Common European Framework of Reference for Languages
to define language proficiency levels and interpret current
job aids such as email templates, culture notes, industry and company
specific word lists have to be embedded within the whole experience in order to support
staff as they work, which means they need to be available via both a browser and mobile
perfect.
hether it concerns writing,
critical
able to
every
and the chance
advanced
embedded
for more case studies and resources.
More is demanded of the individual who needs to be in the driver’s
, support and
but it is only when you start to speak out and
that you realise that there is still a way to go.
to go beyond
establish their
communicate in a
to address communication
across a variety of business situations including email, document writing and participation in
fundamental to
a solid testing process to input to the level of learning
for an extended test process mapped
European Framework of Reference for Languages
current language
mail templates, culture notes, industry and company
specific word lists have to be embedded within the whole experience in order to support
staff as they work, which means they need to be available via both a browser and mobile
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• Availability – the programme ha
in all the locations and critical language groups across
the company.
• The extra mile – individual
to work with a dedicated virtual
or VOIP (voice-over-IP) to provide complementary
assignments including role
working with media like video, news,
journals.
• Support and encouragement
provide guidance on different
to provide help with specific job concerns (like
preparing for an important meeting)
• Evaluation strategy – it was a given that
progress across regions but the evaluation process also ha
interested in the reaction to the learning but more interested in
their daily work.
• Partnership – internal partnership with
success of the programme
within the wider organisation to ensure that the best decisions
partnership with the right
make this vision a reality
1 Arrow used GlobalEnglish products Edge and Coach in the rollout of this programme
www.towardsmaturity.org/index/employer-stories/ for more case studies and resources.
the programme has to support individuals
critical language groups across
individuals are offered the opportunity
dedicated virtual coach over the phone
to provide complementary
role-play and discussion, or
working with media like video, news, podcasts and
Support and encouragement – personal coaches also
guidance on different resources available and
to provide help with specific job concerns (like
preparing for an important meeting).
t was a given that the online system has to provide good reports on
across regions but the evaluation process also has to measure impact.
interested in the reaction to the learning but more interested in how it is helping
nternal partnership with corporate talent management is
programme in EMEA as the decision makers took advantage
organisation to ensure that the best decisions were made
ship with the right solution provider, in this case GlobalEnglish1, was also essential to
make this vision a reality and deliver the scale, efficiency and results needed
Arrow used GlobalEnglish products Edge and Coach in the rollout of this programme - www.globalenglish.com
The secret of our success
the phone based coaching
which we find
individuals are
personalised practice,
feedback and materials to
read and discuss. This
the learning come alive, and
the learners come back!
Camilla Edberg EMEA Director
Talent Recruitment &
Management, Arrow Electronics
for more case studies and resources.
to provide good reports on
to measure impact. Arrow is less
it is helping staff in
is essential to the
as the decision makers took advantage of expertise
were made for the region. A
was also essential to
results needed.
www.globalenglish.com
The secret of our success is
the phone based coaching,
find invaluable –
are provided with
personalised practice,
feedback and materials to
read and discuss. This makes
the learning come alive, and
come back!
Camilla Edberg EMEA Director
Recruitment &
rrow Electronics
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Building confidence in the learning approach
Once the foundations have been established, it is critical to
build on them by engaging stakeholders across the business
to support the initiative. The organisation does not have an
extensive supply of resources, so they focus on providing a
proper introduction to the programme. They make it a
priority to ensure that line managers understand their role
in the process of helping their staff be more successful in
their jobs.
It is important to get the first introduction to the process
right the first time, especially as the company now expects
staff to pick up communication skills in an unfamiliar forum. Staff are provided with a walk through
of the on-demand platform, either face-to-face or via the phone, they are not just left on their own.
Managers are updated with regular reports on their teams and are provided with specific guidelines
to address important questions such as: What is this? Why are we doing it? What is the underlying
business need?
One factor that contributes to the success of the programme is when the managers are learning for
themselves. One sales manager operating a large team started to build her own communication
skills alongside her team. The blended approach worked for her and she now acts as a role model to
both her own team and to other managers.
Arrow Electronic’s aim is to connect with staff at a personal and individual level—even the
accompanying email supporting the evaluation process has been created to be as personalised as
possible so that it appeals to staff at a personal level rather than a business level. As a result of using
phrases like ‘I am really interested in what you think’ the engagement in the feedback process is
high.
The personal touch in both the learning and the engagement strategies is going down well with staff
who have provided great feedback:
‘I very much like the combination of online study and coaching, especially the sessions with my coach have made me very
confident.’ Germany
‘It is critical to implement this
process well and to follow up along
the way to ensure that we are able
to make this as good an investment
as possible. We focus on providing a
proper introduction and really
opening up a dialogue with the
managers to support the process.’
Camilla Edberg EMEA Director Talent
Recruitment & Management, Arrow
Electronics
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What has been the impact of the solution on the business?
The recent learner survey within Arrow Electronics highlights that
this approach is really working with 65% of participants reporting
that they are saving at least 1 hour a week because of improved
Business English communication skills. In fact, an average of 1.8
hours per employee is saved each week as a result of improved
skills – rounding this up, the current staff are gaining just under
3000 days per annum in improved productivity! The study also
showed that:
• 93% indicate they have been able to use what they have
learned in on the job
• 76% are better able to respond to questions and provide
assistance
• 84% notice improvement in understanding email, 78% in
writing email
• 76% report improvement in understanding documents
• 63% report improvement in writing documents
• 70% report an improvement in participating in conference calls and meetings
• 92% are likely to recommend GlobalEnglish to a colleague or friend
What is next?
For Arrow Electronics, they are not sitting back but continue to identify new ways of supporting and
maintaining momentum of the programme through the use of marketing and online forums. They
also want to continue to find new ways of supporting and engaging the line managers. They are
reviewing the opportunity to capture and share good practice amongst this critical group through
forums for managers and using communities to help staff bring the learning experience to life.
Change management for Arrow Electronics is being accelerated as a result of individuals building
communications confidence. When competent staff are able to share their knowledge,
understanding and opinions more effectively, they have the potential to engage faster with each
other and with the change that is surrounding them.
‘For me this is a big investment
that needs to work for our
employees and deliver bottom
line business progress for Arrow.
Anyone can buy a language
course but this is futile unless
staff are willing to learn. I am
really, proud of our staff who put
in the time, see improvement and
are investing in their own
development.’
Camilla Edberg EMEA Director Talent
Recruitment & Management, Arrow
Electronics
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Top tips for building communications confidence
• Provide an opportunity to help staff apply ad practice their new skills in their own work context
• Personalise the learning experience to individual need
• Consider the value of providing a virtual coach to motivate and encourage the application of new
skills
• Support the application of learning with practical productivity tools embedded within the learning
• Do not forget to plan implementation and stakeholder engagement
• Evaluate the outcomes and share success stories to encourage on-going engagement.