🎓 Open to All Graduates & Finance Students · FREE First Workshop for Every College · Individual Students Also Welcome
Outsourcing &
Offshoring in Global
Banking Operations
India is the world's largest destination for banking operations offshoring — and most candidates don't know how the model actually works. This workshop explains global delivery frameworks, shared services structures, SLAs, process transitions, and the governance models that connect offshore centres in Hyderabad, Pune, and Chennai to trading floors in London, New York, and Hong Kong.
About
What This Workshop Covers
This workshop explains how global investment banks use outsourcing and offshoring models to manage operations efficiently across different countries and service centres. Participants learn the operational structures, governance frameworks, and global delivery models that underpin the GIC (Global In-house Centre) captives, third-party BPOs, and shared service centres where the majority of banking operations hiring in India takes place. Understanding how offshoring works — from process transition and SLAs to vendor oversight and cross-location communication — gives candidates a contextual advantage that most freshers simply don't have when they walk into a banking interview.
Topics
Fundamentals Covered
Introduction to Outsourcing & Offshoring
Definitions and distinctions — outsourcing (transferring to a third party) vs offshoring (moving work to another country, internally or externally) vs captive GIC (wholly owned offshore centre) — why banks offshore, cost and talent drivers, and India's dominant position in banking operations offshoring.
Shared Services Model
How shared services centres consolidate back-office and middle-office functions across business lines — service catalogue design, internal chargeback models, SSC governance, and the evolution from pure cost-centre SSC to value-added global business services (GBS) model.
Global Delivery Framework
The three-tier global delivery model — onshore (front office, complex exceptions, client-facing), nearshore (time-zone adjacent support, regulatory reporting), offshore (high-volume BAU processing, reconciliations, settlements, KYC) — and how work is allocated across tiers based on complexity and regulatory requirements.
Process Transition Management
Knowledge transfer methodology — documentation phase (SOPs, process maps, RACI), shadowing phase, reverse shadowing, parallel run, go-live, and hypercare stabilisation — common transition failure modes (incomplete documentation, premature go-live, inadequate training) and mitigation strategies.
Service Level Agreements
SLA structure — scope, KPIs (turnaround time, accuracy rate, STP rate, escalation response time), measurement methodology, reporting frequency, breach thresholds, remediation obligations, and how SLA performance is reviewed in monthly governance meetings between onshore and offshore teams.
Operational Governance
Governance framework for offshore operations — daily BAU oversight (team leads, AVPs), weekly operational review calls, monthly governance packs, escalation matrix, issue log management, and the role of the onshore relationship manager in maintaining offshore delivery quality.
Risk Management in Outsourcing
Outsourcing risk categories — operational risk (process failures, data breaches), concentration risk (single-vendor dependency), regulatory risk (cross-border data transfer, GDPR, RBI data localisation), geo-political risk, and exit risk — EBA, PRA, and RBI outsourcing guidelines for banks.
Vendor Management Basics
Third-party vendor lifecycle — due diligence (financial stability, security controls, regulatory compliance), contract negotiation (right-to-audit, sub-contracting restrictions, exit provisions), ongoing performance monitoring, annual vendor review, and contingency planning for vendor failure.
Communication & Coordination
Cross-location communication discipline — structured handoff notes, shift overlap protocols, escalation communication templates, cultural awareness in global teams, managing time-zone gaps between India and UK/US offices, and building effective working relationships with onshore counterparts remotely.
Future Trends in Investment Banking Operations
Nearshoring resurgence (Poland, Czech Republic, Portugal challenging India), automation reducing offshore headcount while increasing offshore complexity, cloud-enabled location independence, AI-assisted process monitoring, and what the global delivery model looks like for banking operations in 2030.
Outcomes
Skills Developed
- Understanding of global operational models — GIC captive, shared services, BPO, and three-tier delivery frameworks
- Governance and risk awareness — SLA design, outsourcing risk categories, and regulatory governance requirements
- Coordination and communication skills — cross-location collaboration, handoff discipline, and global team communication
- Knowledge of shared services — how SSCs and GBSs are structured, governed, and measured in Investment Banking groups
- Operational management understanding — process transition, vendor management, and BAU governance in an offshore context
First workshop is FREE for every college. Individual students are also welcome to register and attend at no cost for the first session.
Career Opportunities
Roles You Can Target
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