RF Duncan-Goodwillie - The English Teachers

In some ways I think there’s always going to a be high turnover because the type of people that are attracted to this line of work – and I think especially in Russia – are people who… I think I once described it to somebody as, “If you come and work here, you’re either running to something or from something.”

Because coming to teach English in Russia, I think for the vast majority of people I know, is not considered a step up. It’s not something that you aspire to do when you’re 10 years old. It’s not something parents brag about to their friends and co-workers the same way they would about a child who’s going to medical school, for instance.

So, if you find yourself in this part of the world and you find yourself doing this kind of work, it’s usually because you’re either reinventing yourself, or you’re trying to get away from something that happened in the past which you want to sort of wipe clean.

Or, because you sort of want an adventure and are looking for a good time. You’re going into it with eyes open and, come what may, you’ll sort of deal with it.

A lot of people I’ve worked with here already have fixed goals in mind. They’re not overly loyal to the company or the country. They come, they take what they need and then they move on to the next one. I think that would be the case no matter how well run the school was.

RFDG: Do you think it’s possible to balance academia and profit, or will they always be in conflict?

CJL: There’s always going to be some tension because the goals of those two things are different. There’s a lot that could be done to reconcile them. There are a lot of things which aren’t being done now, which could be done and which should be done, to make life a lot easier. Certainly for the teachers, but also just a lot more pleasant in terms of a work culture. I would like to see that happen.

RFDG:Could you give some examples?

CJL: This is not unique to this company, but it’s irritating to have to deal with lip service. For instance, when you get praise in the form of these very hollow platitudes that are given at the beginning and the end of the academic year. Then it’s followed up with nothing substantial during the course of the academic year when you need that support and when it would be nice to actually have something tangible which shows that the school is genuinely invested in your work and your career – not to mention the customers you’re supposedly responsible for.

In the most general sense, it would be nice to see more of an emphasis placed on people. I’ve seen a lot of good people come and go over the years, and a lot of really good teachers and administrators who have been dissuaded from staying on because they just get frustrated by the lack of attention or care that they seem to get from the organisation.

I think that’s a shame. There’s a problem if people are not willing to stick out tougher times. People, and especially experienced and talented people, should know they are in the best place when they get there. The fact I’ve seen so many go, and in some cases on not-so-great terms, that’s a problem.

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