The single most important driver behind judging offshoring effectiveness is
employee performance. It is a known fact that there is a glut of hard-working, low-cost,
high-quality knowledge workers in cost-effective destinations like India or China (King,
2006). However, if it is not possible to achieve performance and productivity of one
offshore person equivalent to one onsite person, we do not stand to benefit from such a
relationship. It is important in this context to evaluate the effectiveness of the offshore
hires in terms of their level of training and preparedness, and understand why they do not
meet the onsite client expectations (Manning, Massini, & Lewin, 2008).