Support your offshore team beyond onboarding
A managed service needs more than an initial handover. Agree how work will be supervised, reviewed and improved, and how questions or staffing changes will be handled.
For a HiredVietnam engagement, define that ongoing support alongside the service scope so your business knows what the provider manages and what remains with your team.
Give the team a usable starting point
Onboarding should turn business knowledge into working instructions.
Prepare examples of good outputs, approved tools, access requirements and the decisions the team can make. Identify an owner for questions and approvals.
Use an initial set of work to check whether the instructions are clear. Record exceptions and improve the process before increasing complexity.
Agree day-to-day supervision
For managed services, confirm who organises delivery, reviews quality and reports progress.
For dedicated teams, your managers generally direct daily work. Discuss separately what local coordination, HR administration or other support is included.
| Support area | What to agree |
|---|---|
| Work planning | Priorities, assignment and management of changing demand |
| Quality review | Checks before submission and ownership of corrections |
| Communication | Updates, questions, approvals and escalation |
| People support | Included local or HR support and contact responsibilities |
| Continuity | Handover, documentation and arrangements for absence or departure |
| Development | Relevant skill gaps, coaching and review of improvement |
The scope should distinguish included support from additional requirements.
Turn feedback into better delivery
Make feedback specific to the work. Explain which requirement was missed, show the expected result and agree how the next submission should change.
For recurring issues, examine both the individual's support needs and the process. Missing source information, unclear briefs or inconsistent review can also affect performance.
Development should relate to the work being delivered. That may mean improving a tool skill, strengthening documentation or practising clearer client updates. Agree who provides the support and how progress is checked.
Review performance without adding unnecessary administration
Choose a small set of measures relevant to your service, such as on-time delivery, first-pass quality and overdue work.
Discuss the reasons behind results and agree actions. Client-side delays and changes should remain visible alongside provider performance.
Read How to Measure the Performance of an Outsourced Team for definitions and an illustrative scorecard.
Plan for changes in people and workload
Record important process knowledge so that it can be handed over. Discuss what happens during planned leave, when responsibilities change or when a team member leaves.
Do not assume that continuity means an immediately available replacement or uninterrupted coverage. Agree the response, communication and any transition requirements for the service.
When workload changes, review the scope and available capacity before adding commitments.
Frequently asked questions
Who manages the outsourced team?
That depends on the model. In managed services, the provider manages the agreed workflow. With dedicated teams, your business generally directs the work. Put the actual responsibilities in the scope.
Is training included?
Confirm the onboarding and development support included in your agreement. Client-specific systems, specialist courses or substantial new responsibilities may need separate arrangements.
What happens if performance does not meet expectations?
Review the evidence, clarify the cause and agree a corrective action with an owner and review date. Use the escalation and remedy terms in the agreement if issues continue.
What happens when someone leaves?
The service should define communication, knowledge handover and continuity arrangements. Confirm any replacement terms separately rather than assuming a guaranteed timeline.
Define the support your service needs
Share the work, the level of supervision required and the parts your managers want to retain.
