GSE, KPIs and ROI (Part 2): Turning language data into business value

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Łukasz Pakuła
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Okuma zamanı: 5 minutes

In Part 1, we looked at how to build a sensible measurement philosophy for language training using KPIs and the Global Scale of English (GSE). We’ve established that language programs shouldn’t be treated as a calendar entry, but as a strategic lever, and that independence, granularity and credibility are the secret sauce.

Now it’s time to move from how to why: how these datapoints translate into tangible business outcomes, and how to make sure your investment in English doesn’t just look good on slides but actually delivers value when the CFO walks in.

From measuring to meaning: translating KPIs into ROI

Let’s be blunt: only a reckless stakeholder invests without expecting a return. Weighing costs and benefits, however, can get tricky. Without some operational clarity, ROI quickly becomes either a fairy tale or a labyrinth, both of which are bad news in risk-averse corporate cultures.

From a client’s perspective, it’s vital to include all components in your calculation: direct delivery fees, platform access, materials and, ideally, a provider capable of offering the full package. And please don’t forget the indirect cost of time. Two hours of lessons per week equals more than 100 hours per learner per year. Add the asynchronous learning that every serious learner contributes, and we’re suddenly talking about real numbers.

If you skip that, the ROI will look spectacular on paper until someone performs a reality check and the budget line gets a little uncomfortable. If you’re an L&D manager reading this, add sensible estimates for coordination and reporting. Ideally, your provider helps you keep those to a minimum. At choices®, which provides language services, we see this as part of the service rather than a side quest. Trust me, it saves everyone time and sanity.

Turning language data into business value
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Counting what counts: benefits, both hard and soft

Now for the fun part, what you actually get for all that effort. The benefits come in many forms. Hard outcomes are the ones that make your finance team happy:

  • Fewer language-related errors
  • Shorter sales cycles
  • Quicker resolution of international tickets
  • An increase in proposals produced without translation (yes, even the automated kind)

Then there are soft outcomes, the ones that make your HR team breathe easier:

  • Higher engagement and retention
  • Smoother cross-department communication
  • A noticeable boost in confidence and morale

And we shouldn’t forget the human bit. Language training is one of the few corporate activities that can genuinely create bonding and a sense of belonging. In a hyper-digital workplace, that’s worth its weight in gold.

When you bring real data to this discussion, the whole tone shifts. Studies referenced in recent market analyses show that inadequate language competence can lead to a 10–20 per cent decline in revenue in affected markets. At the same time, only around 15 per cent of organisations actively measure the ROI of their training. Yet, where programs are well designed and measured, two-thirds report improved employee performance, and about one-fifth report higher learner engagement.

The moral of the story? There’s money on the table, but only if you measure for it.

What “good” looks like (and how to keep it real)

Every organization will have its quirks, but here’s a solid recipe to start with. Use these as signposts, not straightjackets:

  • Participation: average attendance of around 75 per cent, with steady weekly platform usage. (Naturally, this depends on company culture and seniority. Some people treat punctuality as a religion, others as a loose suggestion.)
  • Learning: a median gain over a number of weeks measured in GSE points (eg. 4-5 points – although this will depend on a number of factors such as the proficiency level of the employee and the number of hours of study per week), ideally broken down by skills or teams. (You can also go team-agnostic and enjoy the side benefit of cross-departmental mingling – great way to get more value from a single session.)
  • Application: a 30 per cent rise in meetings, tickets or deals handled without language support within two quarters.
  • Experience: satisfaction scores of 4.5 out of 5 and a minimal rate of technical incidents. (Just keep cultural differences in mind. In some countries, moaning is practically a national sport.)
  • Business impact: a 10–15 per cent reduction in language-related rework and a faster time-to-proposal for international sales teams.
  • Continuation: at least 70 per cent re-enrolment into the next cycle, or, if your learners have reached their target level, a shift into maintenance mode through thematic conversation hubs.

Tune these markers by role, tenure, department and the realities of your business rhythm. Yes, it might seem labour-intensive at first, but this is where the value is created. Get it right once, and it becomes your most persuasive argument at next year’s budget meeting.

Trust me.

The motivational cherry on top: the Pearson English International Certificate

The GSE toolkit doesn’t stop at dashboards. Many businesses want something tangible, a visible stamp of success that employees can proudly show. That’s where the Pearson English International Certificate (PEIC) comes in. It bridges the gap between continuous measurement and formal recognition. For learners, it’s a motivator; for HR, it’s a solid, external credential that complements GSE progress reports and manager feedback. When mobility, promotion or international assignment decisions come up, having a PEIC on file helps everyone speak the same language. Quite literally.

GSE: where all the puzzle pieces come together

When language programmes are measured well, everyone wins. Learners see progress early because GSE captures it. Managers observe tangible behavioral change on the job.HR can adjust content and timetables with precision. Leadership sees a clear line from investment to business impact.

And here’s where all the puzzle pieces lock in:

  • KPIs provide the continuous signal.
  • GSE makes that signal credible and granular.
  • ROI translates it into boardroom language.
  • PEIC turns effort into achievement.

At choices®, this approach has been tried, tested, and fine-tuned across multiple clients and contexts. Whether you’ve been treating the GSE as a theoretical extension of the CEFR or as your daily teaching companion, I hope this series has shown you another angle, as a business instrument that delivers both learning progress and numbers that hold up under scrutiny.

And if that makes your next L&D meeting a little less awkward and a lot more data-driven, well, that’s ROI right there.

Make sure to read part one of this post if you haven't already.

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