Introduction A North America-based healthcare tech company wanted to offshore its entire product engineering spread across multiple states to a single offshore location in India.
About the Client The client is a well-renowned healthcare technology solutions provider in the US. They have worked with most of the big offshoring vendors, but this was the first time they were taking such a large undertaking.
Challenge The client wanted to ensure that this activity didn’t disturb business-as-usual (BAU) operations. Given the sensitivities involved in offshoring, they wanted the process to progress to closure at a brisk pace. Additionally, the client wanted to ensure there were no budget overruns in acquiring new talent.
Solution We worked with the ODC head and HR to map all the teams in the client’s product engineering team onsite. A team-wise, milestone-based hiring plan was created, where priority was given to the most critical teams. An average cost guideline was created based on the client’s input to ensure hiring was done within the cost framework. We conducted weekday and weekend drives and were also responsible for program managing the entire hiring process, which involved online tests and interviews by client onsite panels.
Result The efforts resulted in growing the client’s Hyderabad ODC from 0 to 250 employees in 15 months and subsequently growing it to 320 employees in 2 years. The client now operates a fully functional ODC with many of the onsite teams now fully or partially located in the ODC in India.