90-Day Playbook for Hiring in India (for SMB Founders)

Table of Contents

1. Why Hire in India?

2. Day 1-30: Getting the Context Right

3. Why SMBs Shouldn’t Offshore Like an Enterprise

4.  Day 31-60: Building Trust & Fit

5. Day 61–90: Locking In Retention & Culture Fit

6. Start Offshoring Top-tier Indian Talent with Confidence

As a small business founder you may have experienced apprehension regarding offshoring to India. Is this the right move for my business? Can I trust the hiring partner I am working with?

Even if you are sure about offshoring it can be overwhelming to figure out where to even get started. If you relate to this feeling this playbook is for you. A step by step playbook to help you figure out offshoring in India. Right from context on talent, culture, compliance, timezone and more. This is especially relevant if you’re starting a small business or exploring new business ideas that require scaling efficiently with limited budgets.

Why Hire from India?

India is a global powerhouse of top-tier development, design, and marketing talent, with over 15.4 million engineers to begin with. Indians are known for being extremely hard-working, largely due to the competitive job market created by a large population and limited valuable job opportunities. By nature, Indians are problem solvers who look for quick and efficient solutions whenever possible. They also belong to a culture that is kind and welcoming. In fact, it is often said in India that “a guest is like a god.”

When it comes to skills, India is one of the largest English-speaking countries in the world, making it an ideal destination for offshoring talent to Western markets such as the US and UK. Whether you need website designers for small business or affordable IT services for small business, the ecosystem in India provides options that match global standards. Entry-level salaries in India can be 3–5x lower than in the West, but senior talent in areas like AI/ML and product management is often priced closer to global rates.

Talent quality is consistently high across the country, though Tier-2 cities such as Jaipur, Coimbatore, and Indore are emerging as hubs with lower attrition and costs compared to Tier-1 metros like Bangalore, Delhi, and Mumbai. However, many hiring partners in India still promote cost as the key success factor for offshoring, offering the lowest possible rates to attract founders.

This not only undervalues Indian talent but also results in the placement of novice or junior professionals — leading to challenges in project quality and ultimately lower ROI in the long run.

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🏞 Day 1-30: Getting the Context Right

As a founder trying to offshore to India, diving headfirst without a plan or a partner can be a messy endeavor. You need to be aligned with your team on what your expectations are from this undertaking. What you think would be the outcomes, the time spent, and the overall ROI. This is even more important if you are at the stage where you want to start your own business or are looking for start up business funding to scale your vision.

✅ Checklist of Questions to ask before Offshoring?

1. Are you optimizing for cost, speed, specialized skills, or long-term team building?
2. Do you want a one-off hire or to build a scalable offshore function?
3. Is this about freeing up founder bandwidth or accelerating delivery?
4. What roles make sense offshore? (e.g., engineering, design, content, support, operations)
5. Which roles should not be offshored initially (e.g., deeply customer-facing roles without cultural alignment)?
6. Realistic salary ranges in India for your role (not just “cheaper talent”)
7. Hidden costs: onboarding, benefits, tools, management time.
8. Decide if you’ll reinvest savings into growth (ads, product, more talent).
9. Will offshore hires be an extension of your team or treated like “vendors”?
10. Communication style: async-first vs. overlap hours.
11. Who on your team will “own” the offshore hire’s success (not just the partner)?
12. Do you have systems in place for remote-first work (clear SOPs, feedback loops, async tools)?
13. What’s your company culture DNA and how do you want it reflected offshore?
14. Are you prepared to handle timezone overlaps, communication styles, and management bandwidth?
15. How will you measure retention + success in the first 6 months?

🚀 Read our Top 10 EOR Companies blog and find the right fit for your business

Once you have some clarity on what your expectations are from the role, your partner and the project it makes it easier to communicate and action out your strategy with a hiring partner.

If you are unclear on your goals it can be challenging to navigate a new territory like offshoring. Many founders have misconception that with hiring in India they can hire talent for little to less money and get their project done quickly.

The cost of hiring is significantly less than countries like US and UK. But if you want to produce the same quality of work then compromising on cost is not the way to go. Stay away from offshoring companies who promise you the work for pennies.

Why SMBs Shouldn’t Offshore Like an Enterprise

If you’ve noticed, most offshoring/EOR companies cater to enterprises with state-of-the-art technology and AI-driven software. They are able to help enterprises scale their growth efficiently. But as a small to medium business founder your priorities may vastly differ.

Perhaps you want to start marketing for small business initiatives and need a social media marketer, or you want website design for small business that feels professional but budget-friendly. In these situations, hiring companies that work on efficiency and templated systems is missing the point.

For SMBs, support services also matter. Many lean on business payroll services to simplify operations, or seek help from a small business development center before committing to offshoring talent. These added layers of support ensure you’re not just hiring, but also setting up the right foundations for growth.

→🏢 Enterprises succeed with efficiency + scale and cost arbtriage

→🏡 SMBs need retention first hiring with culture fit nuance

For Enterprises hiring is a number:

enterprises can handle churn because they hire talent at scale. With a 1000 hires a few bad hires can easily be handled. Along with a team of middle management to deal with the ramification of bad hiring strategy.

For SMB Founder every hire counts:

For founders like you each hire is a thoughtful, strategic move that takes weeks if not months to take into consideration. There are no filler roles here or jobs that can go unnoticed. So every hire needs to be intentionally filled. For you hiring is not a quota to be met it’s a person that will make a real impact to your business.

For Enterprises budget is not a concern:

Since, enterprises have a set quota and don’t need to worry about budgetary restraints with the added bonus of offshoring, it becomes even more seamless for them to take on an offshoring partner who will get them the all inclusive offshoring package without any hassle.

A bad hire can be devastating to a founder and their business. It can affect growth, disrupt the company culture and stall core projects within the business.

For an SMB Founder every penny matter:

As founder you have to be more mindful of your hiring decisions, sometimes even taking into consideration investor needs and reallocating of resources once you make some hiring changes.

All of this requires proper planning and assistance. An enterprise hiring partner will quote a price and add you as the next ticket. But a hiring partner who caters to SMBs will sit with you to develop a the right hiring strategy that works for your specific business needs.

Enterprises can prioritize hiring in 180+ countries:

The reason why most EOR companies prioritize enterprises over smaller businesses is because they are offshoring to India and other countries at scale. They don’t need to worry about hiring much as they already have an established system.

They prioritize compliance and payroll so they don’t have to personally manage the challenges that comes with navigational international hiring across multiple countries.

For SMB founders retention-driven hiring should be the priority:

As an SMB founder hiring from 180+ countries or focusing on compliance is less important that hiring for retention. The reason being 1. You are most likely offshoring Indian talent for the first time or perhaps you’ve faced challenges with offshoring talent in the past. 2. Hiring talent that works for your business is more important than focusing on secondary factors of compliance and payroll which handled later on in your hiring journey.

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Day 31-60: Building Trust & Fit

Finding the Right Hiring Partner

Look for hiring partners that focus on retention first hiring instead of just compliance and payroll. In a country like India, there are thousands of options for developers, designers and marketers.

That abundance of choice can also become extremely overwhelming if you are unfamiliar with the job market. Taking a local hiring partner from India is more beneficial because they understand the cultural, environmental and role-based nuances that would get ignored by an international hiring partner.

When selecting a partner, think of them as not just recruiters but as extensions of your support system. Just like you’d rely on a small business development center locally, your offshore partner should provide clarity on compliance, payroll, and retention — without unnecessary enterprise complexity.

✅ Checklist for Your Hiring Partner Selection Process

1. Do they understand SMB needs vs. enterprise outsourcing?
2. Do they focus on long-term retention instead of just quick placements?
3. Can they scale with me from 1 hire to 15 without breaking?
4. Do they run culture-fit + collaboration assessments (not just CV screening)?
5. Can I see their candidate pipeline and process transparently?
6. Do they handle contracts, payroll, and IP protection end-to-end?
7. Do they offer benefits management (health, PF/ESI, leave policies) to improve retention?
8. Are they compliant with local Indian labor laws?
9. Is their pricing clear and lean (no hidden markups)?
10. Do they explain how they’re incentivized placement fee vs. retention fee?
11. Can I see what portion of my spend goes to the talent?
12. Do they provide a replacement guarantee if a hire doesn’t work out?
13. Do they support onboarding and integration rituals?
14. Will I have a dedicated account manager or founder-level support?

💡 Quick Test: If a partner only talks about “cost savings” and not “retention + compliance,” they’re thinking like an enterprise vendor, not an SMB hiring partner.

The Hiring Process Begins

By now, you’ve picked a hiring partner, your first hire in India has joined, and the initial onboarding is done. This is where the real work begins: moving from hired to productive and committed.

1. Test Your Partner’s Skills

• Partner’s Role: Don’t just take their word for it check if the candidate quality, culture-fit, and onboarding support match what they promised to you.
• A good partner should still be engaged: running pulse checks, helping with compliance queries, and supporting you if there are any kinds of hiccups. If they disappear after the hire, that’s a red flag.
• Founder’s Role: Your job is not to get stuck in administrative tasks. Instead, focus on sharing context what “good” looks like in your company, what cultural red flags to avoid, and what growth path you envision for this hire.

2. Sourcing & Screening

• Partner: Should tap into local Tier-1 + Tier-2 networks (LinkedIn, Naukri, campus alumni, referrals). Their advantage is knowing which candidates are actively looking vs. just browsing for new jobs.
• Founder: Stay out of the CV flood. Only get the shortlisted, context-rich profiles (2–5 max per role) with partner’s insights on culture fit and retention risk.

3. Assessment

• Partner: Run technical and case assessments relevant to the role. For example, for coders run live coding tests, for marketers create campaign critiques and for designers ask them for their portfolios and run scenario test.
• Founder: Own the culture-fit round. Be hands on in communicating what you do want and what you absolutely don’t want to see in your talent. This is the most important part of the hiring process. Because skills can be taught but culture is hard to unlearn. If you hire someone who doesn’t value time or someone who is unclear about your company’s working style in the long-run you are bound to deal with many more such hurdles.

4. Interview Logistics

• Partner: Schedule interviews across time zones, prep candidates on etiquette (e.g., communication clarity, communication and async tools like Zoom/Slack).
• Founder: Show up in at least one round ideally the final decision round so the hire sees commitment from leadership. You also feel confident that your hiring partner has made the right choice for you and your team.

5. Compensation & Offer Management

• Partner: Benchmark salaries entry level vs senior roles in India and negotiate terms that balance fairness with retention. They should warn you if your offer is below market which tends to be a common occurence with business owners who offshore for the first time.
• Founder: Give the final call on budgets and future growth path. Be transparent about what you are offering. Indians value stability and clarity over exaggerated promises. It is important that you offer your talent a fair value so they feel committed to working in your team long-term. Trust and respect are just as important for long-term retention.

6. Background Checks & Compliance

• Partner: Handle reference checks, verify education/past employment work history, call with employer, ensure compliance with Indian labor laws.
• Founder: Should just review a summary report from the hiring partner in regards to all the standard details mentioned in a background check to ensure there are no glaring red flags from the talent.

⚠️ Sometimes a hiring partner may persuade you to accept the candidate even if your gut instinct says otherwise. It could be a small thing that could possibly overlooked. Always listen to your gut.

7. Post-Offer Engagement

• Partner: Run through common touchpoints (sharing team intros, project previews). This is crucial because in India, drop-offs between offer and joining can be 20–30%.
• Founder: Reinforce buy-in with a founder-led message about vision and growth path. This keeps candidates excited until Day 1. Share key documents about what they can expect from the role, any information about their upcoming project and resources for them to get started before their onboarding begins.

8. Build Trust & Belonging

• Founders must play the role of inclusion: invite the hire into all-hands, ask about festivals, and celebrate small wins.
• Partners should reinforce this with retention check-ins asking the hire privately if they feel integrated, and flagging early risks before churn happens.

🚀 Day 61–90: Locking In Retention & Culture Fit

By now, the hiring part is over. The real work is keeping your new teammate engaged and making sure they don’t become part of the “first 90 days churn” problem India is infamous for. Here's what you should be focusing on:

1. Focus on Retention

Partner: They’ll monitor early signals that a hire might be slipping away - missing standups, slower replies, or too many network issues, which can sometimes be code for job interviews. A good partner will also have backup talent on standby, so you’re never left scrambling.

Founder: Recognition is your cheapest and most powerful retention tool. In India’s competitive job market, employees often switch jobs for better titles or growth. A quick “great work” in Slack, a shout-out in a team meeting, or asking their input on a decision goes a long way. Have a simple career-growth chat around the 60 to 90 day mark

2. Build Real Connections

Partner: They’ll help you navigate cultural moments that matter. For example, Diwali isn’t just one day. Many people travel home for a week. Similarly, expect lower activity during major festivals like Holi, Eid, or Pongal depending on the region.

You: Don’t leave culture entirely to your partner. Show up in small ways. Join one casual call, maybe a “chai break” where the only agenda is sharing stories. Ask them about their festival and let them share photos or traditions. These moments feel personal, and in India, loyalty often ties back to how much a leader seems to genuinely care.

3. Use the Probation Period Wisely

Partner: In India, probation periods usually last 3 to 6 months. Your partner manages the contracts, compliance, and reminders so you don’t miss key dates. They also make it easy to switch someone out quickly if needed.

Founder: By Day 90, be decisive. If your hire is working out, reinforce their role and talk about their long-term place in the company. If it’s not a fit, don’t delay. Ending early in probation is cleaner, cheaper, and less disruptive than trying to “fix it” six months later. Trust your partner to bring in a better replacement quickly.

📈 Start Offshoring Top-tier Indian Talent with Confidence

Offshoring to India isn’t just about saving costs. It’s about building a team that feels like an extension of your business, not a temporary fix. Whether you’re exploring new business ideas, applying for start up business funding, or scaling operations with IT services for small business, the first 90 days can determine whether your offshore talent sticks, performs, and grows with you.

This is where the right partner makes all the difference. Many offshore firms focus only on cheap talent and one-size-fits-all hiring. Versatile.club takes a different approach.

We put retention first, matching you with talent that fits your culture as well as your goals. We handle the complex parts like compliance, business payroll services, background checks, and replacement guarantees so you can stay focused on growing your business and building strong relationships with your team.