2014 Guide to Acquiring & Developing Top Talent in a Global EconomyHow you can stay a step ahead enabling your talent to realize their potential to communicate, collaborate and operate using a common language of business, English.

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Contents

INTRODUCTION3. Talent Acquisition in a Global Economy4. Why Global Strategies Need Collaboration Strategies5. Your Secret Weapon for Global Talent Acquisition6. Choosing a Communications Strategy

PERSONAL PRODUCTIVITY8. What’s Your Minimum Threshold for Talent Productivity?9. Conducting an English Proficiency Needs Analysis10. Jun’s Story—A Great Engineer without Business English

COLLABORATION12. Who Are Your Best Collaborators?13. Communicate to Collaborate to Operate14. The Need for a Common Language and Why It’s English

GLOBAL LEADERSHIP16. The Value of Diverse Leadership Teams17. Talent Acquisition for Global Leadership18. Sanjay’s Story—A Clear Path to Global Leadership19. Business English Skill Development as a Retention Tool

GETTING THE MEASUREMENT STRATEGY RIGHT21. Why Even Face-to-Face Interviews Can Lie22. Where School Tests and Certificates Can Fail23. Maria’s Story—A Victim of English Localization 24. The Cost of Ineffective English Testing25. Developing a Business English Measurement Strategy26. How One Assessment™ Raises the Bar27. A Corporate Story—Diverse Paths to Future Leadership28. The True Cost of an English Test to Your Organization29. Next Steps30. Sources

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“Talent in emerging economies is scarce, expensive and hard to retain.”

Finding people with the skills you need is tough. Finding people with the skills you need who can work well together is even tougher. And finding your next generation of leaders is another challenge altogether.

And in a global economy you need to repeat the process on a regular basis around the world, to capitalize on the wide range of high-growth opportunities in today’s emerging markets, while managing your corporation’s acceleration and transformation.

The World of Global Talent AcquisitionTalent acquisition in the 20th-Century was about attracting the best person for the job from the local talent pool. In the 21st-Century global economy you need productive people with the skills to do the job who can also communicate, collaborate and operate with colleagues and partners around the globe and have the potential to lead multinational teams beyond borders.

Retaining High Demand Talent is Critical And once you’ve found great talent? You’d better make sure you can keep these people because you know it’s only a matter of time before the enticing offers roll in from traditional rivals who aren’t as good as you at finding their own talent and from emerging market start-ups or from multi-national corporations with a clear strategy and their own plans for global domination.

What You’ll Learn from This GuidePearson English Business Solutions helps corporations develop talent to realize their potential enabling them to communicate, collaborate and operate using a common language of business, English. In this guide, we’ll share some of what we’ve learned in helping them use communication, collaboration and operation strategies and measurement of skills and language capabilities to strengthen their talent acquisition and talent management programs. We’ll explain why a language strategy is essential to talent acquisition in traditional as well as emerging markets and why applying efficacy and business outcomes with proficiency testing will accelerate your chances of success. We’ll help you develop more effective measurement and business outcome plans and reveal the disruptive impact that poor testing and measurement can have on your organization. We’ll show you how a language strategy can help boost the personal productivity of every new recruit, as well as the critical role it can play in developing a more collaborative work culture. Finally, we’ll show you how a language strategy can drive diversity in your leadership teams to best prepare your organization for the global challenges of tomorrow.

Talent Acquisition in a Global Economy

—McKinsey & Company

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Emerging MarketsGrowth opportunities in emerging markets are creating huge demand for talent in developing countries around the world.

Collaboration75 percent of CEOs now regard collaboration skills as critical to success in today’s complex, interconnected business environment.

Why Global Strategies Need Collaboration Strategies

You need to recruit more people from different countries around the world, most of whom will speak different languages. At the same time, you need to help drive a more collaborative culture across your organization. Is it just us, or do those two objectives sound like they’re dragging you in opposite directions?

It’s probably why McKinsey estimates only 1 in 4 graduates in emerging countries is suitable for employment with multinational organizations.

And it’s why Harvard Business School’s Professor in Organizational Behavior, Tsedal Neeley, states simply that:

“Companies with a global strategy need a language strategy.”

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Your Secret Weapon for Global Talent Acquisition

For many recruiters, the use of an English test or measurement is seen as a mere check box on the application form. But for a effective global talent acquisition program, it’s the foundation of any language strategy.

Enabling the baseline of proficiency of skills and language capability gives you the raw data with which to implement your strategy. Poor data will inevitably lead to poor implementation.

Results of testing and measurement of business and talent outcomes should allow you to develop benchmarks across job functions, compare candidates around the world, develop career plans and measure employee development. And most importantly benchmarking your corporation against your competitors to understand where you rank within the business skills and talent aligned to your business efficacy goals.

Can yours do that? Well, the good news is that neither can most of your competitors’ strategies. That’s why we believe the right skills and language proficiency testing and measurements can deliver a competitive advantage in your global talent acquisition and retention program.

Talent Acquisition in Emerging

Markets

LanguageStrategy

PersonalProductivity

MassCollaboration

GlobalLeadership

EnglishTest

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3. Connected CompanyRecruit with English skills in mind. Get everyone on the same page and drive mass collaboration across the organization in a truly connected, networked company.

2. Hub & Spoke Where ex-pats come in to lead local operations, and they learn the local cultures and the local language. They are the conduit to the main organization, drive limited collaboration for the organization based on what they bring forward from the local group and offer limited development options to local recruits.

1. IsolationDon’t worry about English skills and just recruit the best local candidates for the job. This is fine if the job can be done in isolation—with the skills they have when recruited. But personal growth, learning, communication, collaboration and business skill operation will be restricted to local markets, and quite frankly limited to local market language.

Choosing a Communications Strategy

Your organization has three language strategy options

Personal Productivity

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What’s Your Minimum Threshold for Talent Productivity?

English Proficiency

Effective Candidate Pool

Minimum Threshold?

Job Skills

MinimumThreshold

A

Your organization likely has a minimum threshold for the job skills needed to join the company. Do you have a sim-ilar minimum threshold for Business English proficiency?

Candidate A may have the skills needed for the job, but without meeting the English proficiency threshold, he or she will likely to be able to operate only at a local level without the ability to collaborate across the organization or serve customers outside that single/local market.

Besides the ability to collaborate across borders or serve customers from different countries, evidence suggests that a recruit’s personal development will be limited without a basic level of English proficiency. Workers with English proficiency will have access to more colleagues willing and able to offer advice, as well as broader learning and development opportunities.

While basic training materials will often be made available in the local language, the vast majority of institutional knowledge will be accessible only in English (or the organization’s native language).

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Conducting an English Proficiency Needs Analysis

When defining a minimum threshold for English proficiency, you need to understand the general communication requirements of your organization as well as the specific needs of the open position.

What percentage of your candidates’ communications will be with colleagues or customers outside their native market?

How frequently will they need to communicate?

Will their communications be primarily verbal, or will they be able to get by with written skills?

Will they need to respond in real time?

A thorough analysis of all these factors will give you a better idea of the minimum level of English proficiency needed for the job.

Company Communication Local Global

Global

Frequent

Frequent

Constant

Global

Real Time

Local

Seldom

Seldom

Occasional

Local

Asynchronous

Customer Communication

Written Communication

Verbal Communication

Communication Frequency

Response Time

Business Skills

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Jun’s Story—A Great Engineer without Business EnglishJun is a great engineer, although he’s something of a diamond in the rough. He’s a self-taught experimenter. He’s been taking things apart and putting them back together again since he was a child.

You can hardly believe your luck as a recruiter to have found him. He scores highly on the skills you are looking for, but his English is extremely weak. You need his skills, so you take him on.

Jun starts off doing great work on the tasks he’s assigned. Then he sees co-workers getting involved in bigger projects, collaborating with colleagues across the organization.

Jun can’t contribute, so he works on repetitive testing jobs. Unable to experiment, he’s not developing his skills and is becoming bored.

He’s unable to learn from the leaders in the organization. He relies on less-skilled local contemporaries to help him understand what’s going on across the business.

Jun then sees less-skilled colleagues start to get promoted ahead of him, even though he’s more talented. Jun feels frustrated with his lack of direction and opportunities. His personal frustrations transform him into a disruptive influence at work.

Eventually Jun quits the organization and moves to a local start-up where he believes he will be more appreciated and have better career opportunities. The search for a replacement engineer begins.

This story is not a real-life case study, but is indicative of situations Pearson English has witnessed working with clients around the world.

Collaboration

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English Proficiency

Effective Candidate Pool

Minimum Threshold

Job Skills

MinimumThreshold

BCandidate B may have superior job skills, but if Candidate C’s job skills are adequate, and her superior English proficiency enables her to collaborate more with people across the organization, then who’s the more valuable candidate?

C

Who Are Your Best Collaborators?

According to an IBM CEO study, companies that outperform their peers are 30 percent more likely to identify openness—often characterized by a greater use of social media as a key enabler of collaboration and innovation—as a key influence on their organization.

Out-performers are embracing new models of working that tap into the collective intelligence of an organization and its networks to devise new ideas and solutions for increased profitability and growth.

The report goes on to say that CEOs regard the interpersonal skills of collaboration (75 percent), communication (67 percent), creativity (61 percent) and flexibility (61 percent) as key drivers of employee success to operate in a more complex, interconnected environment.

To build its next-generation workforce, organizations have to actively recruit and hire employees who excel at working in open, team-based environments.

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Communicate to Collaborate to Operate

The Era of Mass CollaborationGartner is one of many organizations to emphasize just how important collaboration is in the modern economy.

They’ve termed it the era of Mass Collaboration—moving us forward from the eras of Mass Production, Mass Distribution and Mass Marketing.

They contend that the problems we face today, and the speed at which we need to operate, make it impossible for one person to have all the answers. They predict the end of the top-down command-and-control organization.

Success in today’s economy requires maximum use of all human capital at an organization’s disposal. The winners will be those who can unleash diversity of thoughts, ideas and opinions to create new solutions and dynamic innovations.

Communication is the Driver of CollaborationCollaboration is built on effective communication. Employees collaborate by getting on the same page, and literally speaking the same language.

Collaboration Drives Effective OperationsThe benefits of collaboration must ultimately be realized in the form of more effective operations. Global business processes and the technology transforming today’s workplace also benefit from a common language.

Especially as our software becomes more social.

The Rise of Enterprise CollaborationAccording to Forrester, organizations will increase their spending on enterprise social collaboration software at a compound annual growth rate of 61 percent through 2016, a year in which the market for these products will reach US$6.4 billion, compared with $600 million in 2010.

But as IBM’s study of global CEOs confirms, the software is only as good as the people using it, which is why 75 percent of CEOs polled now regard collaboration skills as critical to success in today’s complex, interconnected business environment.

The first step in effective collaboration is being able to speak a single common language, Business English.

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“A one-language directive is likely the most important policy that multinationals can institute for their globalizing companies.”

That’s the view of Tsedal Neeley, Assistant Professor in the Organizational Behavior area at Harvard Business School, who explains why:

“Of course, from a managerial perspective, unrestricted multilingualism—where verbal and written communications are generated in multiple languages—is inefficient.

“The proliferation of integrated organizational systems, the need to tightly coordinate work and to serve clients worldwide has accelerated the move towards the use of English as a lingua franca (common language) no matter where companies are headquartered. “SAP and Siemens are based in Germany but have mandated English as their business language; Kone Elevators in Sweden has set English as its sole mode of business communication. “Even Microsoft in Beijing has implemented English as its business language for its local Chinese employees. Indeed, the business case for the one global language policy is indisputable.”

The Economist magazine recently reported:

“The move to English began in places with small populations but global ambitions such as Singapore, the Nordic countries and Switzerland.

“The practice spread to the big European countries: numerous German and French multinationals now use English in board meetings and official documents.

“Corporate English is now invading more difficult territory, such as Japan. Rakuten, a cross between Amazon and eBay, and Fast Retailing, which operates the Uniqlo fashion chain, were among the first to switch. Now they are being joined by old-economy companies such as Honda, a car maker, and Bridgestone, a tire maker.”

Why Did English Win?With China’s explosive growth over the past decade, many experts predicted that Mandarin would become the global language of business.

But as The Economist explains, global business chose English: “… there is no real alternative as a global business language. The most plausible contender, Mandarin Chinese, is one of the world’s most difficult to master and least computer-friendly. It is not even universal in China: more than 400 million people there do not speak it.”

Chinese computer manufacturer Lenovo has made English its official language, while Huawei has introduced English as a second language and

encourages high-flyers to become fluent.

Around 300 million Chinese are taking English lessons.

The Need for a Common Language and Why It’s English

Global Leadership

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The Value of Diverse Leadership TeamsIn Diverse Succession Planning: Lessons from the Industry Leaders, Dr. Charles R. Greer of the Neeley School of Business at TCU lists ten key strategic advantages of developing diverse leadership teams:

1. Access to new markets through key personnel who reflect those

markets

2. Improved decision making

3. Better solutions to problems

4. More creativity and insight as the diversity of the team is increased

5. Revitalized corporate thinking and innovation

6. Improved public image

7. Elevated employee morale

8. Increased productivity

9. Decreased turnover

10. Reduced risk of litigation

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Talent Acquisition for Global Leadership

Candidate D is highly skilled but probably aware that her English skills are not as strong as some of her peers. A strong English learning program could be a decisive part of her recruitment package and will be a relatively small investment if the job skills she has are rare and difficult to teach.

While Candidate E’s job skills are not as high as some of his peers’, his outstanding English skills will offer great flexibility in the workplace. He will be able to collaborate, seek advice from colleagues and easily learn about all parts of the global organization.

If the job skills are relatively easy to teach, this candidate could represent the better long-term investment.

English Proficiency

Effective Candidate Pool

Minimum Threshold

Job Skills

MinimumThreshold

D

E

Candidates D and E are beyond the minimum threshold for job skills and English proficiency.

They both have leadership potential and are likely to be in great demand with competitive organizations. Their potential career paths to leadership roles will vary, and the development program you offer as part of your talent acquisition program could well prove decisive.

Leadership Pool

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Sanjay’s Story—A Clear Path to Global LeadershipSanjay is a smart graduate with decent, but not outstanding, English skills. This is accurately confirmed at the time of hire. He is given a junior role locally and put on an English learning course. Part of his learning course is to post regular content and submit ideas on the company’s social media platform, which helps him develop contacts around the world and learn more about the organization.

In his second year, Sanjay posts an idea based on customer behavior in his local market which provokes the interest of a senior manager, and he is asked to participate in a global working group.

He is rewarded with the opportunity to travel and present at the head office, before which he receives tutoring on delivering a presentation in English to a Western audience.

Sanjay’s presentation is a success and his trip to the head office gives him further opportunity to practice and develop his English skills. He becomes more confident, increases his participation in global collaboration and is earmarked for a leadership position where his local market knowledge will be invaluable in helping to shape the organization’s future global expansion plans.

Despite lucrative offers from local companies, Sanjay sticks with the organization, having been given increasingly challenging opportunities and a clear career path forward.

This story is not a real-life case study, but is indicative of situations Pearson English has witnessed working with clients around the world.

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Business English Skill Development as a Retention ToolBack in 2011, Bloomberg BusinessWeek reported on the struggles of U.K. drug-maker GlaxoSmithKline (GSK) to retain the sales representatives needed to grow in rapidly expanding markets like China and India.

GSK said about 20 percent of its sales force in both countries quits each year in favor of better offers from rivals, saying: “It’s hard to do anything about. If you have a good person, they could find someone else willing to pay twice as much.”

More recently, McKinsey reported that one bank was forced to pay top people in Brazil, China and India almost double what it pays their peers in the United Kingdom.

In China, McKinsey found that senior managers in global organizations switch companies at a rate of 30 to 40 percent a year—five times the global average.

How Do You Keep Your Top Talent from Walking Out the Door?Looking beyond basic salary, we’ve seen that access to English learning is one of the most highly desired benefits for aspiring leaders in emerging markets.

They understand that English skills hold the key to career development in the global economy—over 300 million Chinese are taking English lessons.

By building English learning into your talent acquisition program you can demonstrate a realistic career path to leadership that top recruits are looking for from global employers.

Getting The Measurement Strategy Right

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Why Even Face-to-Face Interviews Can LieThe most popular form of English assessment is for the local in-country recruiter to gauge or test the level of English based on face-to-face interviews. If the candidate speaks English at a level that’s understood by the local recruiter, then they are deemed to have adequate skills for the job. This can work just fine. But there are inherent problems.

Unintended Localized BiasThe issue of localization occurs when the candidate and recruiter are from the same country or region where a local brand of English has developed. They both speak a form of English in which they can understand each other perfectly, but to English speakers from other areas it is still like trying to understand a foreign language.

Oftentimes, it comes down to the thickness of the local accent or sometime even because of the hybrid vocabulary that’s developed locally over time.

Consistency of ResultsThe other major problem is one of consistency. It can be hard for an individual recruiter to accurately compare the skills of different candidates based on subjective face-to-face discussions. This problem is compounded if you have to compare candidates interviewed by different recruiters.

What’s needed is a fully objective test, with no chance of fraud, that measures the true ability to communicate effectively in English in a business environment.

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Where School Tests and Certificates Can Fail

The Issue of FraudLike any valuable commodity, a certificate in English can lead to the temptations of fraud. It’s not uncommon for family members to take tests to help candidates along the way.

Or it may be unscrupulous organizations looking to cash in on the high risk/high reward trade-off that its clients are willing to take.

The U.K. Government was recently forced to suspend English-language tests for its student visa system after they were found to be riddled with fraud.

Students were able to get around the language tests necessary for a visa to be obtained—even if they spoke little or no English—by having “fake sitters” take the exam for them.

Fit for PurposePerhaps an even greater problem are those candidates with a genuine certification, but from an institution that tests on academic English rather than Business English.

It’s one thing to able to recognize a noun, pronoun and verb, but if nobody can understand you on the telephone, you usually have a problem in business.

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Maria’s Story—A Victim of English Localization Maria is a bright girl. She has great grades from her school, including having aced her English test. She is confident in her English ability. She and her friends constantly push themselves to speak English together socially to help improve their skills. She reads English books constantly to stretch her vocabulary. Your local recruiter finds Maria delightful, diligent and trustworthy. She’s hired and put straight into a customer-facing role on the call center helpline. All does not go well.

Maria is frustrated because even though she can answer the majority of inquiries, she can’t get the customers to understand her no matter how hard she tries.

The customers are frustrated because they can’t understand Maria and provide overwhelmingly negative customer satisfaction scores.

What is the problem? Maria is a victim of English localization. While friends and the local recruiter had no problem with Maria’s accent because it was familiar to them as a local dialect, native English speakers in other parts of the world found it impossible to decipher the words she was trying to convey.

This story is not a real-life case study, but is indicative of situations Pearson English has witnessed working with clients around the world.

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The Cost of Ineffective English Testing

Fraudulent certificates, academic qualifications that aren’t fit for the purpose in a business environment or unintentional bias due to the issue of English localization can all contribute to ineffective English testing, which creates a false local threshold of English proficiency.

This can lead to a variety of problems and costs for the organization regardless of whether candidates are deliberate accomplices or unwitting victims of the problem.

Innocent candidates who simply had an overestimation of their abilities reinforced by the assessment process will not be able to perform effectively and will often choose to leave because of the frustration of unforeseen difficulties in communication.

Candidates who deliberately game the recruitment system will also struggle, are unlikely to make good employees and even when identified will at best result in the additional costs of termination.

English ProficiencyRealMinimum Threshold

FalseLocal

Threshold

Job Skills

MinimumThreshold

G

F

Both Candidate F—a potential high performer—and Candidate G—a borderline candidate—are considered to have acceptable English proficiency based on local assessments, but their skills actually fall short of the real minimum threshold for the role.

Effective Candidate Pool

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Developing a Business English Measurement Strategy

How to Beat FraudHave all candidates complete a test where you get to witness the assessment and have open access to the data.

How to Identify English LocalizationEstablish a panel of four to 12 employees from different geographies across your organization. Have them all listen to the same samples of English conversations from a range of candidates around the world and ask them to score how easily they could understand each one.

By comparing the results to the judgment of the local recruiter, you will be able to discover inconsistencies in ranking across geographies and identify any potential problems of English localization.

How to Achieve Scoring Consistency with Global BenchmarksIdentify a group of non-native English speakers from across the organization and have your panel score recordings of them speaking English.

Try to include a range of employees whose English skills are considered strong, acceptable and challenging (resist the temptation to include just your star performers).

Based on the scores of existing employees, establish a benchmark scale of English proficiency that can be used by local recruiters in different regions to effectively compare the skills of different candidates.

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How One Assessment™ Raises the BarAlmost one million candidates were assessed last year using the Pearson English One Assessment™ system. More organizations are adopting One Assessment™ because it delivers an effective English assessments that can combat fraud, academic bias, unintentional localization and global inconsistencies.

FraudTests can be completed remotely for candidate convenience or administered on-site by your own staff for greater security where fraudulent behavior is a concern.

Academic BiasOne Assessment™ doesn’t care how well candidates recognize a noun or a verb, or their level of school vocabulary. It cares whether a candidate understands English and whether they can be understood in English.

We use business-specific content with which the learner will be used to from their work environment, providing more relevant results to the company.

Unintentional LocalizationA pool of thousands of questions are reviewed by native English-speaking experts from the USA, U.K., Australia and South Africa to eliminate any regional bias.

Questions do not test for a single right answer, but instead judge against a pool of potential answers from native English speakers around the world.

We don’t test whether the candidate has an accent, only whether that accent is understandable by native English speakers around the world.

Global ConsistencyOver 4.5 million candidates around the world have completed One Assessment™ tests over the past six years.

Every piece of data collected is anonymously combined to validate and improve the assessment system, which offers both automated grading for instant results and human grading from native English speakers for more nuanced analysis.

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A Corporate Story—Diverse Paths to Future Leadership

Company Y is reaping the rewards of an active global talent acquisition program with a strong, diverse leadership team.

The company is quick to identify and act upon new opportunities, capitalizing on a range of strengths to exchange ideas and best practices across geographic markets.

Solutions are developed in equal numbers across developed and emerging markets.

Every employee around the world is motivated to see that someone just like them can reach the top and lead the business.

Company X continues its regular development of a traditional leadership team from its country of origin.

It would like to be more diverse, but no employee has the right experience or has developed the skills needed for a global leadership position.

The organization is stuck in group-think, and continues to operate in much the same way it always has—failing to innovate and missing out on market shifts and global opportunities.

Employees in emerging markets are frustrated by the lack of career opportunities.

These stories are not a real-life case studies, but are indicative of situations Pearson English has witnessed working with clients around the world.

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Test for English?

YES

Increased Productivity

Global Growth

Diverse Leadership

Corporate Innovation

Effective Job Skill Activation

Increased Global Communication

Increased Collaboration

EFFECTIVE MEASUREMENT

NO

Limited Productivity

Limited Collaboration

Siloed Organization

The True Cost of an English Test to Your Organization

INEFFECTIVE MEASUREMENT

Reduced Productivity

Reduced Collaboration

Cost of ReplacementAcquisition Program

Good Talent LeavesOut of Frustration

Poor Candidates CostMoney to Terminate

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’Are you willing to bet the future of your organization

on the measurements you re using today?

Next Steps

Pearson English Business SolutionsPearson English Business Solutions harnesses the power of technology and premium content to enable talent to communicate, collaborate and operate in a common language, business English, whether down the hall, across continents and across businesses. Pearson English Business Solutions helps corporations break down communication silos with the learning, tools and tasks that help your talent to apply business English as a common framework in the context of the jobs they perform and with a technology platform that delivers a robust experience based on the skills necessary to add value to their daily jobs and in turn help accelerate business growth.

Free Executive BriefingContact Pearson English Business Solutions today for a free executive briefing and discover how a more effective English test and language strategy could help you boost personal productivity, create a more collaborative culture and develop your global leadership capabilities.

Pearson English Business Solutions is part of Pearson, the world’s leading learning company. Learn more at www.globalenglish.com.

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SourcesDataPage 3. McKinsey - How Multinationals Can Attract the Talent They Need

Page 4. McKinsey - The Emerging Global Labor Market

Page 4. Tsedal Neeley - Global Business Speaks English

Page 12. IBM - Global CEO Study

Page 13. Gartner - The Dawning Age of Mass Collaboration

Page 13. Forrester - Enterprise Social Software to Become a $6.4 Billion Market in 2016

Page 14. Tsedal Neeley - Global Business Speaks English

Page 14. The Economist - A Growing Number of Firms Worldwide Are Adopting English as Their Official Language

Page 16. Neeley School of Business - Diversity in Leadership Gives Companies Advantages

Page 19. Bloomberg BusinessWeek - Glaxo Facing War for Talent … in Emerging Markets

Page 19. McKinsey - How Multinationals Can Attract the Talent They Need

Page 22. The Guardian - Student Visa Test Suspended Over Fraud Claims

ImagesPage 13. Gartner - The Dawning Age of Mass Collaboration

Page 26. Pearson English

All other photography reproduced under royalty-free license from Thinkstock by Getty Images.

© 2014 Pearson English, a division of Pearson plc