Espire is driven by the core philosophy of 'Believing and investing in its Human Resources - the biggest asset of the organization'.

Whilst Espire is committed to meeting targets, exceeding its client's expectations and increasing value for its stake holders, our concentration and focus is on investing back into the people who help meet these requirements. We realize that the organization's growth is dependent on the growth of the individuals who make up the corporate. Hence, in order to optimize both objectives, we constantly strive to ensure a synergy between the organization's objectives and our employee's aspirations.

Our people management practices endeavor to create an interesting and challenging work environment, encouraging creativity and flexibility. Remunerations are structured to reward performance in the short term as well as loyalty in the long term. At the same time, we provide a congenial ambience, encouraging sports, leisure and fitness together with the freedom and resources to excel and suitable training and self-development opportunities to gear up for the future, consciously designed to create a high degree of job satisfaction and loyalty to the organization. All of these add up to a value proposition that is more than the sum of its total and consequently we are able to differentiate ourselves from other technology companies.

Espire is quality driven in all its activities. The Human Resource Practices at Espire is symptomatic of this quality philosophy and helps us integrate people, processes and technologies to promote a culture of excellence. It helps us match business our needs with our core competencies while giving our personnel a proactive career management tool.

As a practice Espire does not believe in retrenching personnel and even during the peak stages of recession we adhered to this philosophy, because we believe that retrenchments lead to a significant fall in the morale of our personnel. The severance policy is very selectively practiced, and that too in the very rarest of situations. Slow performers are provided ample time and opportunity, including job rotation, to improve upon their performance. We have developed some fairly intricate processes that includes a 360-degree survey for identifying various levels of performers as well as the associated training needs for development of our personnel. As a practice, it is stipulated that all personnel within Espire receive at least 10 man-days of training per annum. Periodic surveys have also revealed that training ratings are excellent.