Yes. We have offices in Ukraine, Moldova and India. Together, those countries constitute a very large pool of highly skilled people. Our brand promise is that we always find you the right person for the right position.

Offshoring is the most commonly used term to describe 'moving a business process to another country' and this could imply a country far away or closer by. 
Nearshoring describes moving a business process to a geographically nearby country (e.g. a German company moves some work to a Ukrainian company). 

A pletoria of related terms such as 'farshoring' (moving a process to a far away country), bestshoring (moving to a country which fits the requirements of the company best), 'rightshoring' (identical to bestshoring) has been invented by the industry. The (perceived) benefits of nearshoring are the smaller time difference, shorter travel time and bigger cultural similarities.

Are you experiencing difficulties in finding the right people to fill your positions? Offshore IT staffing  can solve this problem and can fuel the growth and profitability of your company.
Is it expensive to hire the skilled talent you need (e.g. in the case of IT people)? You can bring down your costs by hiring the people offshore instead of your home country.  
Is your company based in a country where local labor laws make it hard to hire and fire people? Offshoring will bring you flexible contracts and by working with an offshore supplier, you move the problem of hiring and firing to the vendor.
Are you frequently hiring external companies or individuals to perform certain tasks or projects? Through offshoring you can engage experts faster, in the quantity and quality you want (access to much more capacity and skills) and at substantially lower costs.

Are you looking to outsource an IT project or process? Then you might consider engaging an offshore firm that could perform the project or process better and/or at lower costs than the local outsourcing company you consider.

To decide on this, I believe you need to do the following:A. Build a business case and compare which option is most profitable.B. Question yourself: Am I ready to learn how to do it myself, risk stepping in the traps that could be avoided, run the risk of having offshore employees, office and registered company?.

TIP:If you choose a supplier: ensure that you have a good ‘feeling’ (visit their office, talk to them and don’t look at pricing and facts only)

Offshore staffing is a service through which you hire external people from an offshore country. Instead of having to set up your own office in another country and organize everything to ensure operations, you hire the people from another company. You have direct control over the people you hire, while everything related to recruitment, HR, taxes, salary payment, office equipment, etc. is the responsibility of the vendor. This way of working avoids big upfront investments and risks involved with having your own employees and company in a faraway country.

The big advantages compared to local staffing solutions are substantially lower costs and access to a much bigger pool of talented people.

To assess your offshore readiness, you can start by asking yourself five fundamental questions:
1. Do I have a real problem that can be solved by going offshore2. Do I have strong and documented processes?3. Do I have the right management in place?4. Is my company stable and ambitious?5. Am I ready to invest extra (management) time to make the new situation work?
To read more background on each of these questions, you can read this article: http://bridge-outsourcing.com/en/outsourcing/ready-offshoring-nearshoring

Most big organizations go through a formal cycle by setting up a Request For Information (RFI), followed by a Request For Proposal (RFP). While a structured approach can be appropriate for certain companies, it often ignores one important aspect: the human factor. Eventually, if you consider offshoring a business process/task/function (services), all the work will be done by people. And if the people don't match, the cooperation won't succeed. The steps that you can go through to select the right vendor:

1. A good starting point would be to set up a list of specific criteria (such as size, domain focus (technology/process), track record, customer referrals, country, local representation, managers from your country in the offshore location, legal structure etc.) that you would like the company to comply with. With those criteria, the matching vendors can be shortlisted.2. After that, the human aspect starts playing an important role and it's relevant to explore: can you influence who will be working on your project or team? what are the recruitment procedures of the vendor? do they have local representatives that you could meet? can you visit their office? can you speak to the management team? Is there a cultural 'fit' between the people in both companies? Do you like them?3. It is also advisable to build a business case (where you focus on both costs and extra income) and place each vendor in that case to calculate the value.

Because offshoring requires quite some changes in the way people work, many risks are associated. Some of them can be attributed to outsourcing and would be there also if the supplier would be in the home country or next door. Some of the risks:

1. Higher costs than projected (or lower cost savings than projected); these higher costs could result from a pletoria of factors such as wrong selection of a supplier, delays in product launch, problems in transferring the process to the new offshore team, more management time needed to manage the transition or even the operations.2. Project failure; because it is complicated to communicate requirements to an offshore team and to cooperate with remote people from other cultures, sometimes expectations are not met, deadlines are not made, the quality is lower than expected etc.3. Expectations mismatch; this risk relates to communication; especially across cultures and languages it is hard to get people on the same page and the results might not be aligned with expectations (more on this topic in this article.4. Low quality; if you chose the wrong supplier, the wrong people on your team or lack of properly documented and communicated processes, the result can be lower quality than you would expect.

By acknowledging these risk and involving people who know what instruments can be implemented to avoid the risks, the risk can be mitigated.

Communication is a very broad term that could mean many things. To streamline communication, the best starting point is 'process' (this way expectations are clear and everybody knows what to do). Whereas the process contains many ingredients that all impact communication, there are three ingredients that lay a fundament for smooth communication:

1. A tightly scheduled rhythm of daily and weekly meetings.2. A solid online project management tool.3. A set of clear guidelines on how to develop requirements.Read more

1. We have European management with representatives in the Netherlands, Sweden and Germany.2. We have Europeans in our office in India.3. We have both offshore (India) and nearshore (Ukraine and Moldova) offices.4. We have vast knowledge about how to manage offshore people, captured in strong processes.5. We focus on staffing solutions.We make 2 key promises to you:      1. We will find you the right person in the right position at the right price.      2. We deliver personalized support to make the transition to the new offshore situation smooth.6. You have direct management control: no layers of management in between you and your offshore people.