Given the demand for business English and industry-specific language skills, how does the school customise its curriculum to address the needs of different professional sectors?
The acronym BELS may stand for the words ‘Business English Language School’, but in reality, the enterprise stands for a lot more than teaching English. For many sectors, it has made the difference between attracting, and keeping top talent that allows them to continue offering top-notch services to the local market. And Head of Business Development, Ian Scerri believes that this is only the beginning.
“We’re definitely not just about teaching. For starters, we’re very aware that each sector has its own unique set of communication needs, so there’s no such thing as a one-size-fits-all with our courses. Our directors of study delve into each industry’s goals and targets and research the clients’ needs by taking a deep dive into their communication channels,” Ian explains. “Only after this detailed process is done, do we start building the curriculum. We don’t do generic. We identify the specific requirement and we target it with customisation.”
And even then, the process is far from being finished as the curriculum is then sent back to the company for further feedback and finetuning.
“We’ve launched more than 20 MFHEA-accredited courses, many of them specific to particular industries. Our key sectors include iGaming, healthcare, hospitality, IT, finance and aviation - in short, the industries that make the most impact in Malta,” he elaborates.
Of course, there are plenty of English language schools dotting the Islands. What makes BELS stand out? In short, the school delivers industry-specific skills that professionals can use right away.
“More than a school, we are a strategic partner to Malta’s core industries. In a nutshell, we offer supportive services for non-native speakers to be able to talk the talk within that industry. We have become very sought after both by organisations needing to train their people, and also as a training ground for individuals who have the experience but not the local terminology,” Ian tells me.
Partnerships with these industries play a very important role in the business, and Ian believes they go a long way to ensure BELS stays relevant and connected to Malta’s industry needs.
“We build networks, we don’t enrol students. We align with demands and we build trust and credibility. When companies see the transformation in their teams, they keep coming back. We don’t view it simply as increasing enrolment, but as making a difference across entire sectors.”
He believes that this is a strength that sectors which struggle to find new talent need to capitalise upon.
“We teach thousands of students every single year, hailing from all parts of the world. For them, English is more than a skill, it’s a key to unlocking a new life. Industries need to start looking at English language schools as a partnership that can deliver the talent that they need,” Ian insists.
How does the school measure the ROI for companies or professionals who invest in English language training. Ian says that the first question he asks clients to factor is how much it costs them to attract and retain talent.
“Reality is that, when someone struggles with language they don’t just struggle with the words - they also struggle with the culture. In business, this has far-reaching impact. For instance, Malta suffers from a gap in customer service; you don’t always find that connection. And the reason is mostly that the staff lacks the language confidence. But when you equip them with language skills, they thrive. And the company sees real, tangible gains. Each Euro invested with BELS translates into a result. And that is how our value can be measured,” he tells me.
Perhaps ironically, BELS’ approach reached entirely new heights after the COVID pandemic forced them to take a hard decision - stop classes, or pivot hard. The school took the latter road, creating a digital learning experience that goes way beyond simple ‘online classes’.
“We managed to create an online learning experience that was as transformative as being here in person. We invested in a software that takes a 360-degree approach to virtual classes, and we adapted our curricula to it. It goes way beyond being a mere digital tool, providing a real life environment such as whiteboards, breakout rooms and virtual reality. It’s very similar to being in an actual classroom, with games and missions to keep the motivation flowing. It’s not an online class, it’s a full immersion into the English language,” Ian enthuses.
Another aspect that is sure to impact the BELS approach is the simple fact that many of the students are adults who are likely to have a very busy schedule that includes a full-time job. Ian acknowledges this, but insists that it has never presented a problem.
“Adults are busy, and we know this. Moreover, we’re living in the attention deficit age. Classes are designed not only to keep motivation and interest alive, but also to ensure that they’re student-centric. Unexpected commitments will always come up, especially with corporate clients, and we don’t want our students missing classes because of this,” he says.
So how do they do it? By staying flexible and adjusting schedules to students’ need, is the refreshingly simple answer.
“We have many evening courses available, and we do anything on our side to make learning possible. Students’ and clients’ feedback is very important, and we take note of whether things are working or whether they need adjusting.”
Finally, I ask Ian how he sees BELS shaping up in the next few years. He acknowledges that the world is changing fast, especially thanks to particular enablers like AI.
“We can access some fantastic tools, but they won’t replace the human connection at BELS in the future. That much, I can tell you. We will continue taking up sophisticated technologies to enhance the teaching experience. But at the heart of it there will always be our human teachers. Human connection is at the heart of everything,” he concludes.
