How to help an international team learn the local language

Hiring internationally brings talent, perspective and energy to a company. But when new colleagues arrive in a country where they don't speak the language, the challenges go well beyond the office: finding housing, dealing with paperwork, talking to their children's teachers, joining in at lunch.

Many companies work in English, yet the local language still matters for integration, wellbeing and, often, retention. This guide is for HR and people teams who want to support international employees with the local language in a way that's realistic, fair and genuinely useful.

Why it's worth investing in

Integration and wellbeing. Employees who can handle daily life in the local language tend to settle in faster and feel less isolated. That matters for them and for their families.

Retention. Relocation is expensive. When people feel at home, they're more likely to stay, which protects your investment in hiring and onboarding.

Team cohesion. Even in English-speaking workplaces, informal conversations at lunch or in the corridor often switch to the local language. Being able to follow them helps people feel part of the team.

Customer and partner relationships. In many roles, even basic local language skills build trust with clients, suppliers and the wider community.

Set realistic goals

The most common mistake is expecting too much, too fast. Learning a language takes time, and employees already have full-time jobs.

Instead of a vague goal like "become fluent", tie objectives to what people actually need:

• First three months: survival level. Greetings, small talk, shopping, transport, simple appointments. Roughly the A1 level of the Common European Framework of Reference (CEFR).
• First year: everyday independence. Handling most daily situations and following simple conversations at work. Around A2 to B1.
• Longer term, where the role requires it: working in the language (B1 to B2 or above).

Adapt this to each role and person. A software engineer working in English needs different things from a sales manager meeting local clients.

How much time per week?

Consistency matters far more than intensity. A realistic, sustainable commitment might look like:

• 10 to 15 minutes a day, or around 60 to 90 minutes a week, of self-paced practice.
• Optional group sessions, for example a weekly conversation hour or lunch-time language table.

Consider allowing some of this time during working hours. It signals that the company values the effort, and it makes participation fairer for employees with caring responsibilities who can't study in the evenings.

Offer choice and flexibility

People learn differently and have different starting points. A good programme:

• Starts with a placement test, so nobody is bored or overwhelmed.
• Offers self-paced learning that fits around meetings and travel, ideally on mobile.
• Explains the language in the learner's own language where possible. A Polish colleague learning Dutch faces different challenges from a Turkish colleague learning German.
• Includes speaking practice, since this is often where confidence is lowest.
• Supports families too, if possible: partners often face the biggest isolation.

What to measure

Measure to support people, not to police them. Useful indicators include:

• Participation: how many people are actively learning.
• Consistency: regular weekly activity, rather than one-off bursts.
• Progress by level: for example, completing A1 or reaching A2 within an agreed timeframe.
• Self-reported confidence: short surveys asking whether people feel more comfortable in daily situations, meetings or social events.
• Qualitative feedback: what's helping, what's missing.

Avoid ranking individuals publicly or tying language progress to performance reviews unless the role genuinely requires a certain level and this was agreed from the start.

Respect privacy

Language learning data can feel personal. Some employees may be embarrassed about their level or pace. To build trust:

• Be transparent about what data is collected and who can see it.
• Share aggregated data with managers (team participation, overall progress) rather than detailed individual activity, unless the employee agrees.
• Comply with data protection rules, such as the GDPR in the EU. Involve your data protection officer when choosing tools.
• Make participation encouraged but voluntary where possible.

Make it social and fun

Learning sticks better when it's shared. A few ideas:

• Friendly team challenges focused on consistency rather than level, so beginners can contribute as much as advanced learners.
• Language buddies: pair international employees with local colleagues for informal chats.
• Celebrate milestones: finishing a level, giving a short presentation in the local language, ordering lunch for the team.
• Local culture sessions: holidays, food, etiquette. Language and culture go together.

Choosing a tool

When comparing options, look for:

• courses in the languages you need, at all CEFR levels
• explanations adapted to employees' native languages
• short lessons that fit into a working day
• speaking and listening practice, not just vocabulary
• a team dashboard with aggregated, privacy-respecting reporting
• offline access for travel and commutes

Parlumi Teams is one option built for this: nine courses from A1 to C2, explanations available from 13 languages, short daily lessons, and team features that reward consistency. You can find out more at parlumi.site/business.

Start small

You don't need a perfect programme on day one. Start with a pilot group, set realistic goals, gather feedback and adjust. The most successful initiatives are often the simplest: a clear goal, a little time each week, the right tool and a culture that celebrates effort.

Helping your international colleagues with the local language isn't just training. It's one of the most practical ways to tell them: we're glad you're here.