To reach closer to their potential, the best students and employees must possess both hard skills and soft skills. Hard skills are technical and position-specific prerequisites that one needs to be in a certain position within their profession. These skills are typically quantifiable.
Equally important are soft skills, which are interpersonal knowledge and experience that allow employees and executives to work far more productively, efficiently, and empathetically. These range from effective communication, cultural competence, emotional intelligence, and conflict resolution, to adaptability, networking, time management, and critical thinking.
While soft skills are more difficult to quantify than hard skill diplomas and certifications, sufficient emphasis on soft skills forges more efficient, desirable, and adaptable employees and leaders, and can have an enormous impact on an organization’s bottom line.

For international students, employees, and organizational leaders, there is a too frequent, misplaced conflation between Business English programs and English as a Second Language (ESL) programs. Yet the approach to each is entirely different. Business English programs serve the critical purpose of training non-native speakers of English – yet those with a preexisting, fundamental proficiency in the language – to read, write, speak, and listen at a higher professional level, more on par with their native speaking counterparts. In many cases, native speakers can also benefit from Business English training.
Business English-specific training includes modules such as professional writing, including letters, memos, reports and emails; advanced vocabulary and grammar; speaking, communication and interpersonal skills; and diversity awareness and cultural competence.
Mastering Business English is critical for success in more diverse workspaces and in an increasingly global professional environment.

The cost of training varies depending upon the length of the customized program and the number of students or employees being trained. For academic institutions, program fees are often paid for by the students as a line item on their tuition. In other cases, the institution provides our training as an added incentive to their students. Private training is most often self-funded, unless a sponsor can be arranged. Corporate training is most often sponsored by an employer.

To lessen any potential burden, fees can be paid in installments. We do not want fee structure to come in the way of delivery to our trainees, and we are always working to ensure the best possible scenario for our clients.