We need to align personal objectives of employees with organisational objectives and organisational culture. The key enabler for alignment is the collective Vision and Mission. Creating and communicating the vision is critical. We operate around the theme of "Growth for All". Growth here refers to growth in material terms, experience gained and contacts. It refers to professional growth and growth in wealth. Each one of us can relate to this theme in one-way or the other.

The success of our business is inextricably linked to the commitment of our employees. We believe in a strong internal communication system. The communication channels both informal and formal should be robust. There is real power in harnessing employee information for better decision-making and overall organisational effectiveness. There are two aspects to it: clarity and transparency on one end and speed on the other. We at NIS Sparta have weekly flashes to update people on the latest business news. The intranet site and quarterly newsletter are regular features. We also send "Inside NIS Sparta" to the family of the staff members. This helps us to communicate with the family of the employees, keep them updated of the developments in the organisation of their dear ones and establish a bond.

Our benefit plans are connected with the life cycle of the employee. We have special dating allowance given in the month of valentine day for all the employees who are not married. The others get it on their anniversary. The cheque obviously is in the name of the spouse. For those who get married, we have a special wedding loan and wedding allowance. Then in the next stage of the life cycle, we have special schemes for the children of employees. We make our people feel special on their birthday or wedding anniversary by giving them an off on this day. In our organisation where most people are traveling most of the time, connecting with the families is critical. This year we have come out with a special scheme for compensatory time off called "Thank God It's Sunday". We have a Family Annual Day every year when all the families get together and understand the progress of the organization.

The first part of creating a performance oriented organisation is to create an open system i.e. create an organisational culture that helps employees deal with ambiguity and turbulence. We do not believe in "shielding" or "sheltering" our employees from the big bad world outside. Rather, we try to create an atmosphere where we train ourselves to question, provoke, probe, challenge and be tough and honest with each other so that we are able to effectively deal with the challenges thrown to us by our customers. We want to nurture employees who will succeed in the real world outside!

This includes setting clear objectives - linked to individual contribution, team contribution and overall organisational performance. The goals set are measureable quarterly, half yearly or annually. There is a mix of quantitative and qualitative goals, based on the role. The recognition, reward and incentives are all linked to performance. Reviewing performance is a continuous activity and a continuous dialogue between the reporting manager and the reviewee helps to bring performance focus. It also prepares them to take challenges and get ready for higher roles.

A trip abroad for all the half yearly achievers and then another trip to an exotic location at the end of the year is one way of recognizing performance. The achievers are recognized in forums like Annual meets also. The recognition can take any form - an SMS, a hand note, a bouquet, a certificate or a newsflash. The recognition schemes are both for individuals as well as the team. A structured recognition scheme like quarterly, half yearly and annual scheme complements it.

The emphasis is not only to enable the employee to perform better in his/her current role but to also enhance his/her employability within and outside the organisation. Therefore the challenge is to enhance the market value of the employee and yet retain talent. Being in the performance enhancement solutions domain, we are working on many interesting projects. The real challenge lies in the last part of the process - translating the learning at the workplace.

A work environment that constantly raises an employee's self-esteem, above what she/he experiences anywhere else in their life, will be where she/he most desires to spend their time and yields very high employee satisfaction with their job. Therefore it is important that one has fun at work. We at NIS Sparta try to celebrate all small and big achievements/occasions and encourage a fun filled atmosphere at work place.