The pattern toward re-appropriating programming advancement divisions to specific organisations is the same old thing. Organisations progressively enlist particular organisations to deal with their product improvement offices.

The inquiry this stances is the way that organisations can profit from every one of the benefits of reevaluating, for example, cost and time investment funds while turning out to be more useful without the constraints of language hindrances, time region contrasts, and helpless administration?

While the response may not be just about as basic as leaders would like, we accept the nearshore model is the way to keep away from the limitations referenced.

Nearshore programming advancement includes re-appropriating an organisation’s improvement division to organisations close by, in this manner diminishing the time region contrasts in an initial step. This may work on private visits, as a departure from Berlin to Lisbon requires 3 hours and a half, while London to Lisbon takes under 3 hours. So assuming you are recruiting a Portugal-based improvement group, it will take you days or two to fly there, talk with the designers, and return.

Indeed, we should go directly forthright and list the 3 consuming inquiries and their responses about nearshore programming advancement!

How do candidates get selected?

As part of an outsourcing partnership, one of the most critical processes is candidate selection, especially in IT where it is essential to synchronise several factors as the candidates’ experience with a specific technology.

This procedure must also align candidates’ profiles with the company’s identity and culture.

There is no point in having someone technically excellent but who doesn’t understand the business model and the company’s goals.

To directly answer the question, the decision-maker should choose a partner who is transparent about his recruitment process. It is also essential that there is effective and permanent communication during this procedure, ensuring the existence of a plan A, B and C. Basically, in order to guarantee these three vectors, the decision-maker must seek answers to the following questions:

• How many phases does the process have?
• What rate model do you have in mind for the profiles in question?
• What level of engagement can the customer expect?
• Which people or departments does the partner involve in technical interviews and soft skills interviews?

You will pertinently ask: “So what if we don’t ask these questions, nor do we worry in detail about the process of recruiting our potential partner?”

Well, you will be putting your project at risk, because in case of a hasty choice, it is likely that you will have to look for another profile. The consequences of this impasse are essentially two: delay in time-to-market and consequent loss of money.

When it comes to Tech Facilities Management Limited, our validation process conceives 6 rigorous steps to reduce the risk of choosing someone who doesn’t properly fit the opportunity in question.

1. Requirements Definition: Tech Facilities Management Limited account manager will work with the client to identify the project’s requirements and to determine which type of profile will be most effective in achieving the client’s goals;
2. Internal Assessment: Once the customer profile has been identified, an internal screening is conducted to determine if anyone within Tech Facilities Management Limited matches this profile. If not, we proceed to the market;
3. Screening: After we find a potential candidate, we conduct the first interview. In this interview, we seek to know the candidate’s background, experience, career expectations, along with an assessment of their communicative skills and level of English;
4. Hard Skills Validation: The candidate is submitted to an internal assessment to evaluate his technical capabilities in the required technology and framework;
5. Proof of knowledge: At this stage of the process, the client is asked, whenever possible, to send a technical test in order to carry out a second hard skills assessment;
6. Short-list: If we think we have enough qualified candidates who fit the client’s ideas and the project, we present a short-list of the best candidates.

Is there any way I can keep track of the project?

A nearshore partner with poor communication is not a reliable partner.

Poor communication between the parties can lead to disappointing outsourcing experiences, where information arrives late, perspectives are not aligned, and there is a lack of empathy, just to name a few of the negative consequences.

“It might be possible to solve the problem with some phone calls between the client and the nearshore provider, right?”

Well, we don’t think so.

In our opinion, there must be a communication dynamic that includes an account manager assigned to the project who can listen to both the client and the developers, protecting the interests of all three parties (including the nearshore provider).

The regular calls (which must exist) are not enough, by themselves. One important factor is to define communication and document sharing tools a priori (Microsoft Teams or Slack, for instance).

Likewise, the account manager must continuously monitor the developers involved to ensure expectations are aligned and to prevent a spiral of demotivation and lack of commitment to the project.

The following are five must-haves to keep in mind:

• Proper team on-boarding;
• All training required for service execution;
• Well-defined points of contact;
• An integrated view of the client;
• Strong monitoring and proximity management.