Key Takeaways
- KLAS interviewed Connext clients directly, giving healthcare leaders an independent view of how the partnership is performing in practice.
- Client feedback was largely positive, with strong satisfaction scores and reported outcomes across staffing continuity, talent quality, cost savings, and administrative support.
- Success depended on both Connext and the client, especially clear role definitions, strong internal processes, team integration, and consistent management.
- Most interviewed clients saw results relatively quickly, with three of four respondents reporting measurable outcomes within six months.
A healthcare offshore staffing provider can make compelling claims about talent, cost, and scalability, but healthcare leaders still need evidence of what the relationship looks like from the client’s side.
KLAS Research’s Connext Global Solutions 2026 First Look report, published in July 2026, provides that perspective through interviews with five individuals across five client organizations drawn from 14 unique organizations Connext had worked with during the preceding 18 months.
The research gives healthcare CFOs, COOs, and RCM and operations leaders an independent view of reported outcomes as well as the operational practices clients associated with successful engagements. It also highlights an important point for organizations considering offshore staffing services: provider capability matters, but so does how the client prepares for and manages the relationship.
What KLAS Found About a Healthcare Offshore Staffing Provider
Connext scored 92.7/100 based on interviews with five clients, which is close to the 93.4 average KLAS reports for top-performing HIT staffing firms. Two caveats are worth noting: KLAS flags the sample as “limited data,” so the score may shift as more clients are surveyed, and its first Look policy does not allow the result to be framed as a ranking against named competitors. It is a strong early signal, but not yet a settled benchmark.
Connext has also received third-party recognition outside healthcare. In Everest Group’s 2025 Finance and Accounting Outsourcing PEAK Matrix, Connext was recognized as a major contender, providing another external view of its developing outsourcing capabilities.
KLAS’s Data Use Policy provides additional guidance on how its research should be presented. The individual indicators broke down as follows, with all results based on limited data from four to five respondents:
- Would buy again: A+
- Likelihood to recommend: A
- Ability to drive expected outcomes: A-
- Quality of staff/consultants: A-
- Exceeds expectations: A-
- Account management: B+
- Strategic partnership: B+ (n=4)
Four of five respondents rated their experience as “highly satisfied,” while one fell below 80.0. KLAS notes that first Look findings are still limited and may shift as more clients are surveyed. For healthcare leaders, that means the results are best viewed as an early snapshot of client experience, not a definitive market ranking.
Clients also reported achieving specialized staffing continuity, stronger talent quality, cost savings, and added support for administrative and manual work. These were reported as achieved outcomes, not just expected benefits. That gives healthcare leaders a clearer view of what clients experienced after implementation.
What Independently Interviewed Clients Say Makes the Partnership Work
Numbers explain what happened, while the interviews offer more insight into why. Three themes came up repeatedly among the clients KLAS spoke with, and they were not solely about what Connext delivered.
Respondents also described responsibilities that remained on the client side, from defining roles to building policies and integrating offshore professionals into the organization. This arrangement is possible because Connext operates following the co-management model, wherein clients retain control and ownership, while being assisted by external teams and in-country management.
This further suggests that choosing a healthcare offshore staffing provider is only one part of creating effective operating because there are other important factors that should be considered, such as the following below:
Define the Role Before the Engagement Starts
Clients pointed to upfront clarity as the difference between a hire that works and one that does not. The recommendation goes beyond providing a job title because different organizations can use the same title for very different responsibilities. Leaders need alignment around actual responsibilities, required characteristics, expectations, and what successful performance should look like.
This closely matches Gallup’s research on distributed teams, which identifies clear expectations and outcome-based accountability as important elements of effective remote-team management.
A VP or other executive at a Connext client organization, interviewed by KLAS, said “Being extremely clear about the role that an organization is looking to have the firm hire is important. It’s as if we are working alongside them to hire somebody, so it’s important that we know what we’re looking for and that they know what we’re looking for as well. “
Treat the Offshore Team as an Extension of the Internal Team
A CFO interviewed by KLAS framed integration as one of the biggest levers for getting results from the relationship. The respondent described including Connext professionals in meetings and online team-building activities and treating them similarly to employees working from another office.
That approach is also consistent with Gallup’s guidance that distributed-team leaders need to deliberately create connection, communication, feedback, and opportunities for remote employees to participate in organizational life.
For a healthcare offshore staffing provider relationship, this shifts the operating model away from sending work to an external task queue and toward managing one integrated team across locations.
“We have to treat resources from Connext Global Solutions like team members, not just people doing a bunch of tasks. We treat them as our employees. They are just like employees at another office. We include them in meetings, and we do team building online. If we treat the firm’s people as employees, we will get results.”
Connext’s own case studies show similar results in practice. A U.S.-based managed service provider used the model to rebuild team morale, improve communication, and create a more unified work culture after a poor outsourcing experience. A high-growth fintech company likewise used a dedicated offshore team to improve operational efficiency and integrate offshore support more closely with its existing operations.
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Build Out Internal Policies and Procedures Before Scaling
Strong documentation is also a key part of sustained success. Clear policies and procedures help offshore teams work consistently as they scale.
“One of my recommendations for someone considering Connext Global Solutions would be to have well-built-out policies and procedures,” a director interviewed by KLAS said.
Connext’s own guidance reflects the same idea: define roles clearly, assign a U.S. owner, invest in onboarding, integrate the team, and align on KPIs. Its co-management model adds structure through dual leadership, standardized KPIs, weekly syncs, and quarterly reviews, helping keep expectations and performance aligned as teams grow. Gallup also reinforces the importance of clear expectations, communication, and accountability in distributed teams.
The feedback was not uniformly positive. Some respondents wanted more direct communication with contractors and more consistent candidate pre-vetting, highlighting areas buyers should clarify before launch.
How Fast Clients Saw Results
Speed-to-value can be difficult to verify from vendor marketing alone, which is why KLAS asked clients directly when they began seeing outcomes. Of the four respondents surveyed on this question, one reported seeing outcomes immediately, two within six months, and one between six and twelve months. None of those four respondents reported waiting longer than a year or seeing no outcomes.
In practical terms, three out of four interviewed clients on this measure, or 75%, reported measurable results within six months.
That timeline aligns with what respondents described elsewhere in the interviews about the operating model supporting their teams. One director said they did not have to manage HR matters, maternity leave, power outages, or additional equipment for the outsourced team and described the co-management model as “really helpful for me from the manager’s seat.” A CFO also described Connext’s screening process as providing a complete picture of candidates for each role, saying, “they give us a complete package.”
Connext’s recruiting model is also designed to shorten the front end of that timeline. According to its Hybrid Workforce Blueprint, clients can receive their first candidates in as little as 5–7 days, with an average 21-day time to hire. Connext handles sourcing, screening, and first-round interviews before candidates reach the client, helping reduce the recruiting workload on the internal team.
For healthcare leaders comparing offshore staffing services, these comments help explain some of the operational factors that may influence the runway between deciding to hire and having a functioning team member in place.
Conclusion
The KLAS First Look report does not establish a final market ranking, but it gives healthcare leaders a useful early view of how interviewed Connext clients describe the relationship. The findings point to achieved outcomes while also showing that role clarity, internal processes, team integration, communication, and management structure influence how well offshore staffing works.
For CFOs, COOs, and RCM leaders evaluating a healthcare offshore staffing provider, the more useful question is what both parties must do to make the model perform. That is where independent client feedback can add context that provider marketing alone cannot provide.
Offshoring healthcare teams with the help of Connext helps companies build not just an effective and efficient workforce, but also implement a smart outsourcing solution.
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Frequently Asked Questions
How is an offshore staffing agency different from traditional outsourcing?
An offshore staffing agency typically provides dedicated professionals who work as an extension of the client’s team. Traditional outsourcing may involve transferring responsibility for an entire process or function to a third party, so the level of client control can differ significantly.
How should a CFO evaluate the total cost of offshore staffing?
CFOs should look beyond the quoted salary or monthly rate. The evaluation should also consider recruiting, onboarding, infrastructure, management support, and the business value created by adding capacity to the team.
What should healthcare leaders review before choosing an offshore staffing provider?
Leaders should review the provider’s recruiting standards, management structure, escalation process, contractual responsibilities, and ongoing team support. It is also important to understand which responsibilities remain with the healthcare organization and which are handled by the provider.
What should healthcare organizations consider when offshore staff access internal systems?
Access should follow the organization’s existing security, compliance, and governance requirements. Each role should receive only the systems and permissions needed for the work, with clear ownership for granting, reviewing, and removing access.
Can offshore staffing help with seasonal or fluctuating workloads?
Offshore staffing can provide additional capacity when workload volumes increase or internal teams are stretched. Healthcare leaders should first determine whether the need is temporary, recurring, or better suited to a dedicated long-term team.
How can offshore staffing affect an existing internal team?
The impact depends largely on how responsibilities are divided. When ownership is clear, offshore professionals can take on defined operational work while internal teams focus more time on higher-value, strategic, or patient-facing priorities.
