ABSTRACT
This chapter starts by discussing the limitations of having purely local awards in the offshore center. It then suggests that offshore center management instead institute global awards, including both offshore center and head office (HO) employees, and elaborates the benefits of this approach. In some companies, there is still a huge gap between the complexity of the projects being executed in the HO and in the offshore center. Since the complexity and quality of the projects being offloaded to the offshore center may not be at the same level as the HO projects, it may be difficult for offshore center employees to showcase their full potential and compete with their HO counterparts to win these global awards. The chapter suggests solutions to this problem by describing the need to create fair evaluation criteria for global awards that give equal opportunity to all the employees to win the awards, regardless of the type, category, and complexity of their projects.
