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Applying Hope. Leveraging Talent.

Espoir Technologies

Our Values, Our Beliefs

An Espoir Worldwide Initiative

Member: American Society of Training & Development

Client Interviews

ChiefMentor

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Espoir Anthem

Welcome to Hope! Welcome to Espoir Technologies!

Espoir Anthem

Espoir was founded in 2005 by a team of industry professionals working with leading global companies specializing in Technology, Engineering, Human Resources, Finance, Marketing and Educational Psychology .

We are passionate about what we do. We are happy with our creations because our users are satisfied with what they could achieve in real life situations as a result of trusting our products and programs. Your input is the trigger for our innovations.

We realize the criticality of skill-gaps, and its grave consequences. We invested our years to invent lasting solutions that can turn ordinary into extra ordinary. We innovate new methodologies and technologies so that the result makes meaning to millions of lives.

We don’t advertise. We believe, if you are really in need, you would search and find us. We also believe, ultimately, you are responsible for your future. We can sincerely help. Why not meet us on ‘Let’s Meet’ page?

Copyright © 2005-2016 Espoir Technologies Private Limited | Site Map | Privacy Policy

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Challenges are Everywhere

From Espoir Knowledge Series...

A recent study made a startling revelation. Candidates from developing countries unknowingly adopt inferior, self-defeating strategies, that force them into under-employment/un-employment.

Erica Sebastian, Mentor at Espoir InnoLearn

A top level HR executive of a Bangalore based IT company, who has worked in the US, Europe, Australia and Singapore recently told me the the common characteristics of job seekers from the developing countries, especially India.

The Striking Difference : Job Seekers in Developed & Developing Countries.

Candidates in Developed Countries Like

US, UK, Germany etc.

Candidates in Developing Countries Like

India, Indonesia, Brazil etc.

They accept personal responsibility: They see themselves as the primary cause of the results they achieve, and experiences they undergo.

They see themselves as victims: They believe that what happens to them is determined primarily by external forces such as fate, luck, and powerful others.   

They discover self-motivation: They personally find purpose in their lives by discovering personally meaningful goals and dreams.

They have difficulty sustaining motivation: They often feel depressed, frustrated, and/or resentful about a lack of direction in their lives.

They Master self-management: They consistently plan and take purposeful actions in pursuit of their goals and dreams.

They seldom identify specific actions needed to accomplish a desired outcome: And when they do they try to procrastinate.

They follow strategy of interdependence: They build mutually supportive relationships that help them achieve their goals and dreams.

They are solitary: They seldom request, often reject, offers of assistance from those who could help.

They gain self-awareness: They consciously employ behaviours, beliefs, and attitudes that keep them on course.  

They make important choices unconsciously: They are directed by self-sabotaging habits and outdated life-scripts.

They adopt life-long learning: They find valuable lessons and wisdom in nearly every experience they have.

They resist learning new ideas and skills: They view learning as fearful or boring rather than as mental play.

They develop emotional intelligence: They effectively manage their emotions in support of their goals and dreams.

They live at the mercy of strong emotions: They are affected by emotions such as depression, anxiety and a need for instant gratification.

They believe in themselves: They see themselves as capable, lovable, and unconditionally worthy human beings.

They Doubt their competence and personal value: They feel inadequate to create the desired results.

High quality and well paying jobs are available - in plenty! However, candidates who possess the desired skill-sets are not available!

Forget the qualifications and certifications. The essential pre-requisites to get into a rewarding job and promising career is to:

Accept personal responsibility: Your actions are solely responsible for the results.

Gain self awareness: And build skills that you lack.

Invest in yourself: If you don’t believe in you, why should anybody else?

Espoir programs have been designed keeping these imperatives in mind. No wonder, those who consistently use Espoir programs reach higher echelons of profession and life.

Or a over suspicious customer. There is reason for his suspicion. One of the biggest concerns relating to the nature of hiring authority is the fear of making a mistake.

Therefore, as a candidate, to be successful in your job interviews, you need to understand the role of interviewers and what they are trying to accomplish. Sure, they want to hire someone for the position, but they want to hire the right person. It is their goal to make an informed and reasonable decision, so every question they ask has meaning and importance. The questions they ask aren't random; they don't pull them out of a hat and hope that they can divine who is the right person for the job.

Matthew Johnston, Senior Consultant

No one likes to make mistakes, but making a mistake in employee selection is one of the greatest fears companies have. Mistakes cost money and time. Most importantly, it can affect the credibility of the hiring authority - that is the interviewer and the team. All of this can add up to a lot of anxiety on the part of the hiring authority.

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In most interviews, this is one of the first questions you face even though this question is only about 20% of the hiring decision. However, a convincing answer here opens the door for the rest of the interview process.

In most interviews, the majority of questions asked are to determine whether you can actually do the job for which you are interviewing. If your answers do not clearly demonstrate that you can do the required tasks, you will likely not be considered a serious candidate for the job.

Angela Walsh, Senior Editor

Do you have sufficient education, training, aptitude, experience and interest to be productive? Can you deliver what the organization needs from this position? How has your background prepared you for this job? What have you achieved up to now? What do you know about this job and company?

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Remember this. No interviewer will make a decision to hire you unless he or she has a sense of who you are as a person, what you care about, and what motivates you. This information can be even more critical to interviewers than knowing whether you meet every qualification. If they can't get a sense of the "real, authentic you," they will not consider you seriously for the job.

That means, in addition to determining whether you can do the job effectively, interviewers want to know who you are. What do you like and dislike? What are your main characteristics and traits? What is your personality like? What are your values and goals?

Richard Harris, Senior Consultant

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Innovation means making meaningful change to improve an organization’s products, services, programs, processes, operations, and business model to create new value for the organization’s stakeholders.


Innovation should lead your organization to new dimensions of performance. Innovation may involve taking intelligent risks.


Innovation builds on the accumulated knowledge of your organization and its people. Therefore, the ability to rapidly disseminate and capitalize on this knowledge is critical to driving organizational innovation.


So if innovation is so important, why do so many companies spend all their time making tiny process improvements and watching their competitors steal their customers with innovative new products and services? Clearly the problem is not that business owners and managers don't see the need for innovation. Many just don't know how to encourage innovation. However, most actively discourage innovation - not on purpose, perhaps, but very effectively.


Susan Matthews, Consultant

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Stephen Covey’s Seven Habits teach us to start with end in mind. This is true for effective executives and for organizations. ChiefMentor programs inspire and shows the way for managers to customize their own or organizations path to consolidate performance to ensure continually better results.


An organization’s performance measurements need to focus on key results. Results should be used to create and balance value for your key stakeholders—your customers, workforce, stockholders, suppliers, and partners; the public; and the community. By creating value for your key stakeholders, your organization builds loyalty, contributes to growing the economy, and contributes to society.


However, to meet the sometimes conflicting and changing aims that balancing value implies, organizational strategy explicitly should include key stakeholder requirements. This will help ensure that plans and actions meet differing stakeholder needs and avoid adverse impacts on any stakeholders. The use of a balanced composite of leading and lagging performance measures offers an effective means to communicate short- and longer-term priorities, monitor actual performance, and provide a clear basis for improving results.

Randy Lau, Consultant, Singapore

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Clarence Darrow (1857-1938) once said, "I never killed a man, but I have read many obituaries with a lot of pleasure."

Suresh Namboothiri, Creative Director & Chief Mentor

Same here! I am a subscriber of The Economist magazine. The first page I turn when I receive a new issue is the last page. Obituary!

Each obituary tells the life story of one of the most captivating people died during that week as judged by The Economist writers. Each stylishly written story and accompanying photograph surprises, entertains, and stimulates.

Many people think it is an honor or recognition to appear on the obituary page of The Economist. As author Marilyn Johnson has put it: "There is no chariot as elegant for a final send-off as The Economist obit. Each one is a literary marvel, a dazzling ride through an era. The subjects are lucky (except for the death part): they cross to the other side in incomparable style."

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Espoir content-based programs come with various professional and personal specializations – from Technology & Science, Management Ideas and Success Secrets. Our stress is to blend meaningful and inspiring content into English grammar and usages.

Naturally, we were in search of books and articles that deals with academic and business applications of content-based instruction. We stumbled upon this interesting book by Wenhua Hsu titled “Content-Based Instruction, Task-Based Learning & Business Case Study: A 3-in-1 Pedagogical Framework for English”.

At the same time, three aspects of content knowledge involved in an EBP class are delivered by means of these three teaching approaches in a number of principled ways. Wenhua Hsu presents the business case study both as an approach to doing a case and as a discussion task, for her English for business purposes teaching.

As we know, content-based instruction (CBI), task-based learning (TBL) and business case study (BCS) come from different traditions. However, but this book takes the affinities between these three approaches and puts forward a 3-in-1 theoretical framework for their incorporation into business English teaching!

Sandy Ray, Senior Editor

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According to HR executives, if candidates from developing countries demonstrate at least 60% of the positive attributes listed on the left hand side column, they end up in extremely rewarding jobs in their respective countries.

You Are the Product, and Interviewers Are Suspicious Customers.

Managers and the Culture of Innovation

Content-based Instruction: Effective Way to Acquire Business English & Communication Skills.

The Key Apprehension. How Will You Prove You Can Do the Job?

How to Use Your Passion for Your Professional Success?

Who Are You? And, Do We Like You?

Working with the End-Result in Mind

Snehal Joshi


How Stressful can be a Stress interview?


By responding positively and confidently you can bag the job!

Angela Welsh


The Brain Teaser Interview


Your Interviewer wants to assess how creatively you approach a problem.

Harry Morris


How Do You Make Decisions?


You must shade your answers to match the company's or position's requirements.

Mary Emmanuel


Why Should You Continually Focus on Your Strengths?


You are hired for your strengths. Then, what else should one focus?

Alice Rawe


How to Create a Resume that Works?


Not that difficult. Do the necessary research and follow these easy steps.

Kate welsh


How to Find Success in Any Interview?


There are few interview techniques, which are classic & can be applied anywhere!

Maria Youngs


Why Employers Love Lifelong Learners?


Because competitive environment demands un-learners and re-learners.

Mark Zagorin


What is Your Way of Dealing With Failure?


Companies look for calculated risk takers who knows how to handle failure well.

Erica Sebastian


Managers and Situated Learning.


It is high time we adopt learning methods that truly produce results.

Amy Stein


Quality is a Strategy.


If quality is a differentiating factor to beat the competition, it must be a strategy.

Richard Harris


Nurturing Future Orientaition in Managers.


To build clear and organizational values, and high expectations for the work force.

Kate Welsh


Few Questions about Reinforcing the Trained Skills?


A lack of follow-up is the Number one reason why training fails in companies.

Susan Matthews


Innovation is not for R& D alone.


In some companies there are 'Official Innovators' and everyone else.

Albert Grey


When Agility is the ability.


Agility is the outcome of Organizational Intelligence effectively implemented.

Kate Higgs


Changing Times:Be ready for a Team Interview?


It is easy to win over a cross-functional team. All you need is practice.

Susan Matthews


How do You Present Your Skills & Experience?


You being the seller, onus is on you to convince the buyer about your value.

Arthur Wood


Interviewers Hate Tautological Answers


Who wants to hear those needless repetition of ideas in different words?

Irina Saxon


STAR Method of Interviewing.


Like a story, an excellent way to keep your interviewers interested in you.

Arthur Wood


Managers that Inspire to Embrace Meaningful Change.


A major part of your training strategy should be linked to your business strategy.

Snehal Joshi


Role Models in the Organization.


They encourage teamwork and co-operation, support others in their growth, development.

Lucy Cheng


Building A Systems Perspective.


Successful overall performance requires organization-specific synthesis, & integration.

Charlotte Walt


Inspiring a 'Can Do'Culture.


Building self-efficacy ensures that the essence of the program is well received.

Lucy Cheng


What is Employability?


It is all about packaging, products, marketing of your knowledge and abilities.

Mark Zagorin


Managers & Transformative Learning


Self-efficacy is the belief that someone 'Can Do' something. It can become 'Will Do.'!

Erica Sebatian


Customer Focus & Company Values in Every Action.


Excellence, Stimulating innovation and Building knowledge & abilities.

Angela Welsh


Does One Size Fit Them All?


Giving the same training to all employees is a waste and generates frustration.

Sandy Ray


Tell Me What Motivates You to Excel.


If it is ‘Passion’ and ‘Deep Interest’ in the job, you get the job.

Maria Youngs


Managers and Innovation Cycle Time.


Nowadays the question is about the speed in which you can innovate.