1. Understand the case and notice useful language
10+2+3 min
Start this session →UNIT 02 · B2 · Vantage · PART 3
Staff training: decide together
Compare trainers, respond to a partner’s concern and agree how to train staff while keeping customer support running.
Start / continue the seven steps50 minutes, in shorter sittings
Three focused sessions
Allow 15 minutes for a core task, one drill and up to five due cards. Full reading, extra repetition and retakes take additional time.
2. Build a view and rehearse it
11+2+2 min
Start this session →3. Speak, respond and review
11+2+2 min
Start this session →STEP 1 · 3 MIN
Understand the situation
Your company is rolling out new software. You and a colleague need to recommend who should deliver the training and how to organise it. Use the fictional planning notes below.
What you already know
Two experienced staff members understand the company’s processes but have not taught this software before.
An external trainer offers a half-day workshop. The budget covers that workshop, but not daily follow-up sessions.
Customer support must stay open. Calls are quieter after 2 p.m.; at least half the support team must remain available.
Staff have access to a practice account. The new system goes live in three weeks.
A familiar connection
Planning a meal with a friend is a shared decision: suggest a place, hear their budget concern, adjust the plan and check that it works for both of you.
Think first
Why would one session for everyone create a problem? Which fact suggests an alternative?
Use this case to practise building reasons; you do not need to invent a personal work history. This is a classroom scaffold, not an exam rule against personal experience.
Open the practice workspace →STEP 2 · 10 MIN
Connect familiar words to useful chunks
Start with the familiar wording. Listen and say each example twice. Both versions can be good English; choose the one that fits your meaning.
01 · FAMILIAR → NEW
Can we discuss this first?Shall we start with…?
Shall we start with who should deliver the training?
When does it fit?
Use this to propose an order, not to speak for your partner.
02 · FAMILIAR → NEW
What do you think about…?What's your take on…?
What's your take on using our own staff as trainers?
When does it fit?
Conversational and natural with colleagues; “What do you think?” also works.
03 · FAMILIAR → NEW
That makes sense, but what about…?That's a valid point, but have you considered…?
That's a valid point, but have you considered how much time our staff would need?
When does it fit?
Name the concern you accept before introducing another one; do not use it as an automatic rejection.
04 · FAMILIAR → NEW
I understand, but…I see what you mean. However,…
I see what you mean. However, we still need someone who can answer questions afterwards.
When does it fit?
A short pause helps separate agreement with the concern from disagreement with the solution.
05 · FAMILIAR → NEW
After considering the good and bad points,…Weighing up the pros and cons,…
Weighing up the pros and cons, a mixed approach seems sensible.
When does it fit?
First discuss actual advantages and drawbacks, then summarise.
06 · FAMILIAR → NEW
Should we choose…?Shall we go with…?
Shall we go with one external workshop and internal follow-up?
When does it fit?
This checks agreement; a question mark is not a substitute for listening to the answer.
07 · FAMILIAR → NEW
Our decision is…To sum up, we've agreed on…
To sum up, we've agreed on phased sessions with cover for support.
When does it fit?
Only say “we’ve agreed” after the other person has agreed.
08 · FAMILIAR → NEW
introduce something for people to useroll out
We will roll out the new system in three weeks.
When does it fit?
Roll out is a verb; a rollout is a noun. A rollout can be phased, but the verb alone does not guarantee phases.
09 · FAMILIAR → NEW
learn by doing the taskhands-on practice
Staff can get hands-on practice with a practice account.
When does it fit?
Listening to a presentation alone is not hands-on practice.
10 · FAMILIAR → NEW
make normal work difficult or stop itdisrupt daily operations
Training everyone at once would disrupt daily operations.
When does it fit?
Do not assume evening training has no cost: it can affect staff time and wellbeing. Use this case’s quieter hours.
STEP 3 · 5 MIN
Build a point of view
These are three defensible starting points. Choose one, then connect the claim to a reason, an example and a limitation.
Internal trainers
Internal staff could connect the software to our daily work.
- Why
They understand the company’s processes and can answer later questions.
- For example
They could show how a customer request moves through our system.
- A limitation
They have not taught this software and still have their normal work to do.
External expertise
An external trainer could provide a focused introduction.
- Why
The half-day workshop fits the budget.
- For example
Ask the trainer to demonstrate common tasks using our practice accounts.
- A limitation
The budget does not cover daily external follow-up.
A mixed, phased plan
Use external training to prepare internal support, then train staff in smaller groups.
- Why
This combines expertise with ongoing help and keeps support open.
- For example
Hold practice after 2 p.m., with half the support team available.
- A limitation
Check that internal trainers have time and materials to teach the next groups.
STEP 4 · 5 MIN
Organise your message
| Purpose | Useful language | In this case |
|---|---|---|
| Open the discussion | Shall we start with…? | Shall we start with the trainer? |
| Accept one point, add a concern | I agree on…, but… | I agree on cost, but our staff have not taught this system. |
| Propose a workable option | If we…, we could… | If we train small groups, we could keep support open. |
| Invite a response | What would you suggest? | What would you suggest for follow-up questions? |
| Check a shared decision | So, are we agreed on…? | So, are we agreed on phased training? |
Open
Invite your partner to compare trainers.
Shall we start with who should train the staff?
Compare and respond
Accept one advantage and raise a specific concern.
Internal staff know our work, but they have not taught this software.
Plan delivery
Use the quieter hours and staffing requirement.
Could we run smaller groups after two, with half the team on support?
Confirm
Check agreement on both decisions before summarising.
Shall we use one external workshop, followed by internal sessions in small groups?
The frame helps the listener follow your reasoning. You do not need a fixed number of connectors or a memorised script.
Open the practice workspace →STEP 5 · 7 MIN
Rehearse with support
Use the cue to complete the message aloud. If you get stuck, open a possible response, then say your own version.
Shall we start with ___? What’s your take on ___?
Open with the trainer decision.
Show a possible response
Shall we start with the trainer? What's your take on using internal staff?
I agree that ___. However, ___.
Accept their process knowledge, then identify their gap.
Show a possible response
I agree that our staff know the processes. However, they have not taught this software.
If we ___, we could ___. What do you think?
Suggest a way to keep customer support running.
Show a possible response
If we train smaller groups after two, we could keep half the team on support. What do you think?
So, are we agreed on ___ and ___?
Check both the trainer choice and the delivery plan.
Show a possible response
So, are we agreed on an external workshop for internal trainers and small-group sessions afterwards?
A connected exchange
A
Shall we start with the trainer? What's your take on using internal staff?
B
They know our processes, which is useful. But they have not taught this software. Could an external trainer help?
A
Yes, the budget covers one workshop. What if we use it to prepare the internal trainers?
B
That would give us someone to answer questions later. How could we keep support running during the staff sessions?
A
Calls are quieter after two. Could we train small groups then and keep half the team available?
B
That sounds workable. Let’s check the internal trainers’ availability before we confirm the dates.
STEP 6 · 5 MIN
Say it in your own words
Speak for up to 60 seconds, taking both roles if you are practising alone. Discuss how to avoid disrupting support. Respond to two specific points, then check agreement. A partner practice is preferable for real interaction.
Listen back for
- I responded to a specific point, rather than just saying “I agree”.
- Our plan keeps at least half the support team available.
- I invited a response before summarising the decision.
Need the case facts again?
- Two experienced staff members understand the company’s processes but have not taught this software before.
- An external trainer offers a half-day workshop. The budget covers that workshop, but not daily follow-up sessions.
- Customer support must stay open. Calls are quieter after 2 p.m.; at least half the support team must remain available.
- Staff have access to a practice account. The new system goes live in three weeks.
STEP 7 · 15 MIN
Try a timed challenge
Part 3 · VantageYour company is introducing a new software system and needs to train all staff. Discuss the following points and agree on a workable training plan.
Whether to use internal staff or hire external trainers
How to avoid disrupting daily operations
Read for 30 seconds, then practise the core discussion for 3 minutes. Follow-up questions come afterwards. Use a partner where possible, or rehearse both roles on your own. The full Higher Part 3 includes further interaction; this timer is a classroom rehearsal.
After your attempt: model and commentary
A: Shall we start with who should deliver the training? Our own staff know the company’s processes. What's your take on using them? B: That would help people connect the software to their daily work. However, neither of the two experienced staff members has taught it before. I’m not sure they could prepare everything in three weeks. A: That’s a valid point. The budget covers an external workshop, though. Could we use that to train those two people first, then ask them to support everyone else? B: Yes, that would give them a starting point. We should ask the external trainer for practice materials, too. Otherwise our staff would still have to design all the follow-up sessions. A: Agreed. They could adapt those materials to our own processes. Shall we go with that mixed approach? B: Yes, subject to checking that the internal trainers have time. Now, how can we keep customer support running? Training everyone at once clearly won’t work. A: Calls are quieter after two. We could run small groups then, keeping at least half the support team available. Each group could practise using the accounts we already have. B: I like the hands-on practice. But what happens if calls suddenly get busy? We don’t want people to miss important parts of the training. A: We could arrange a catch-up session before the system goes live. A short recording of the demonstration would help too, if the trainer agrees. It would support the practice, rather than replace it. B: That sounds workable. We should also check what people can actually do afterwards, perhaps by asking them to complete a typical customer task in the practice account. A: Good idea. So we’ve agreed on one external workshop to prepare internal trainers, followed by small-group sessions after two, with support cover and a catch-up option. B: Yes. Let’s confirm the trainers’ availability and the materials before we set the dates.
The model demonstrates reasoning, not a script to memorise. Word length follows the pack’s editorial target, not an official requirement or a promise that everyone can say it naturally in one minute. Keep your main point and strongest reason if time is short.
Grammar and Vocabulary
Could, would and if help speakers test options without presenting them as facts.
Next time: Check whether your conditional describes a realistic plan.
Discourse Management
The conversation covers trainers, delivery and a conditional conclusion.
Next time: Return to the two task points if you drift away.
Pronunciation
No pronunciation score can be inferred from this script.
Next time: Use a questioning intonation when genuinely inviting the partner to respond.
Interactive Communication
Each response develops a concern raised by the other person.
Next time: Respond to what your partner says. There is no official fixed 20-second turn rule.
These are teaching observations, not an examiner endorsement or a predicted exam score.
Respond to a follow-up
Do you think companies spend enough on staff training? Why or why not?
Avoid claiming to know every company. Say what adequate investment would cover.
One possible response
It depends on the company. I would look at whether staff get practice time and follow-up support, not just how much the initial course costs.
Is online training as effective as face-to-face training?
Compare conditions, not just formats.
One possible response
It can be, if people can practise and ask questions. For unfamiliar software, a live demonstration followed by guided practice may be more useful than a recording alone.
Errors, expression choices and practice strategies
Only items labelled language error need correction. Expression choices fit a particular context; practice strategies help organise an answer. Clear, correct simple English is welcome.
Language error I am agree with you.
I agree with you.
Agree is a verb; do not add am. The correct short reply is valid, but a reason helps the discussion move on.
Language error We should to use internal trainers.
We should use internal trainers.
Should is followed by the base form without to.
Language error The training will not affects daily operations.
The training will not affect daily operations.
Will not takes the base form of the verb. Whether the claim is true still needs evidence.
Expression choice I agree with you.
I agree that our staff know the processes. However, they may need the external workshop before they can train others.
The short original is natural and correct. Adding the specific point and a relevant condition helps your partner respond; it is not a grammar repair.
Practice strategy Present your whole training plan without responding to your partner’s concern.
Acknowledge the concern about support cover, suggest small groups and ask whether that would work.
Interactive practice should develop what the other person says. A partner can disagree; a polished monologue is not a substitute for negotiating the task.
The three micro-practices
1. Listen and choose the chunk about practising the software directly.
The practice accounts will let each small group do hands-on practice.
- hands-on practice
- roll out
- disrupt daily operations
- weighing up the pros and cons
After trying: reference and explanation
hands-on practice
Hands-on practice means doing the task yourself. Watching a demonstration may prepare you, but it does not by itself show that you can use the software.
2. Your partner says support must stay open. Which reply develops the discussion most usefully?
I agree with you.
- I see what you mean. We could train small groups after two while keeping half the support team available. Would that work?
- I agree with you very much. I agree completely.
- Training is very important for all companies.
After trying: reference and explanation
I see what you mean. We could train small groups after two while keeping half the support team available. Would that work?
The first reply acknowledges the concern, uses the staffing constraint and invites a response. “I agree with you” is correct; the improvement is in how much it contributes.
3. Your colleague asks, “How will we avoid disrupting support?” Reply with one arrangement and one reason in 20 seconds.
After trying: reference and explanation
We could train small groups after two because calls are quieter then. We would still need to keep at least half the support team available.
Use the quieter period and minimum staffing from the case. Do not promise that calls can never increase; a catch-up option can be discussed next.