• We've been wanting to talk to an employee who works remotely with most of their team for a while. Now, we finally have a testimonial from Ferdinand Boeck, Senior Sales Engineer at Kahoot!
• “While I could be on-site for a while, I would eventually want to return to having remote flexibility”, he confesses.

When an employee experiences the benefits of working remotely, they rarely want to go back to the office. If they have to return, they will likely seek opportunities to regain the flexibility that a remote position offers.

This time, we had the opportunity to talk to an employee based in Barcelona, working for the popular company Kahoot!. The company's headquarters are located in Oslo and Copenhagen. German by birth, Ferdinand Boeck is a Senior Sales Engineer who has the privilege of choosing the perfect place for him to work.

Ferdinand has embraced the Spanish way of life, enjoying “the culture, climate, and lifestyle” of the country. Although he sees himself living elsewhere for a while, Spain is always a place he would return to “because it has so much to offer”.

Despite his role requiring constant communication and collaboration between departments, he doesn’t find it difficult to perform his duties remotely. When asked about the main issue he encounters in remote environments, he explained: “One issue can be that you don’t really feel part of a team and more like a freelancer. Therefore, occasional get-togethers with your team and colleagues are essential to foster a sense of belonging.”

We wanted to understand what a remote employee feels if they had to go back to the office one day. Ferdinand replied: “I would reluctantly give up the flexibility my remote job brings. While I could be on-site for a while, I would eventually want to return to having remote flexibility.”

Ferdinand also shared how he builds bonds with his colleagues, highlighting an important social aspect for many employees: ‘Lunch time’. “I’m mostly in Barcelona and usually go in twice a week to have lunch and socialise with colleagues. When I travel to our headquarters in Oslo and Copenhagen, I go to the office every day because I don’t see those colleagues as often as the ones in Barcelona,” he confesses.

Let’s talk to Ferdinand in a friendly and natural way about his experience as an employee who works remotely with most of their team for a large international company.

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Highlights from Ferdinand

• Talents thrive on opportunities to learn, grow, take on new responsibilities, and receive guidance and support.
• Remote job flexibility is highly valued, and while on-site work is possible temporarily, returning to remote work is preferred.
• A common issue is feeling more like a freelancer than part of a team, making occasional team get-togethers essential for fostering belonging.
• Ferdinand sometimes travels to Kahoot!’s headquarters in Oslo and Copenhagen. He confesses he likes to go to the office every day during these days to build bonds. 

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Full Interview

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Who is Ferdinand, briefly introduce yourself? What’s your background? Why did you choose to study software to work in Sales?

I have always been interested in many different subjects, which led me to study history, political science, and education, as well as computer science. During my computer science studies, I also took many business courses.

While I was a student, I worked as a self-employed salesperson, which strengthened my skills in that area. After a stint as an administrator, I decided I wanted to focus more on customer interactions. Pre-sales was a perfect fit, allowing me to combine my technical, commercial, and interpersonal skills, along with my language abilities.

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What drives your desire to be a part of Kahoot!? 

Since Kahoot! is a SaaS company with a strong focus on learning, engagement, and communication, it appeals not only to my technical and sales interests but also to my passion for education. This allows me to leverage a broader range of my background and skills, which is always beneficial.‍

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In your opinion, what drives the best talent in the Sales industry nowadays? What do you value most in a company's culture?

I believe talents are driven by opportunities to constantly learn, grow, take on new responsibilities, and receive guidance and support for their progress. This motivation benefits both the employee and the company.

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As a Senior Sales Engineer, you need to work closely with software engineers and the support department, what skills are crucial for your position? 

As a Sales Engineer, you are an integral part of the sales process, handling technical aspects such as demos, front and backend adaptations, RFI/RFP responses, tenders, and technical questionnaires. You may also be involved in adaptations and the implementation process. 

This role requires collaboration with Sales, customers, and the development team, which includes Product Designers, Front and Backend Developers, and Product Managers. It also touches on project management. You act as a bridge, linking all these elements together, providing guidance and expertise to meet customer requirements to the best of your and the product's ability.‍

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Managing remote work presents its challenges. What are some of the issues you've faced, and how have you addressed them?

One issue can be that you don’t really feel part of a team and more like a freelancer. Therefore, occasional get-togethers with your team and colleagues are essential to foster a sense of belonging. 

However, since you work with customers worldwide whom you rarely see in person, being in the office every day wouldn’t change much, as you wouldn’t see them anyway.‍

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Which countries would you like to work from and why?

I work from Spain because I enjoy the Spanish culture, climate, and lifestyle. However, I am quite adaptable and can acclimate quickly to different environments. I could see myself living somewhere else for a while, but Spain is always a place I would return to because it has so much to offer. Especially within Europe, everything is close by, making it easy to visit other countries.‍

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Now that you have experience with remote work, would you be willing to relocate to another city for an on-site job? What qualities would you look for in such a company?

I would reluctantly give up the flexibility my remote job brings. While I could be on-site for a while, I would eventually want to return to having remote flexibility. My work wouldn’t change if I were on-site all the time, so why would a company need me in the office every day? That said, I do enjoy going to the office on my own terms. 

I’m mostly in Barcelona and usually go in twice a week to have lunch and socialise with colleagues. When I travel to our headquarters in Oslo and Copenhagen, I go to the office every day because I don’t see those colleagues as often as the ones in Barcelona.

If an opportunity arises to work on-site somewhere else, I would consider it. If the opportunity is good, it would be foolish not to take it. However, I would inquire if there’s an option to return to remote or at least hybrid work eventually.

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How does an EOR like Teamed help employees like Ferdinand?

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At Teamed, we understand that top talent wants to feel part of the team, not like freelancers. They seek the full range of benefits that come with being a full-time employee. This sense of belonging is crucial for all employees, especially for those working from home or other countries. Most of our testimonials confirm this point, and it’s no surprise.

Ferdinand highlights that “one issue can be that you don’t really feel part of a team and more like a freelancer.” Similarly, Adam Tully, the headhunter and recruiter, and founder of JIE + Search, emphasized this during his interview “Most top talent prefer employment over contract work.”

‍Teamed addresses this need by offering comprehensive benefits packages that help global employees feel integrated into their companies, while also aligning with the regulations and norms of their home country.

Additionally, our EOR provides dedicated and human support to be beside every remote employee. We stay close to them to address any questions or concerns that might pop up, ensuring that they always feel supported and connected. This personalised support helps bridge the gap between remote employees and their companies, enhancing their overall work experience.

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‍Ready to experience the Team Difference? Let’s chat!

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What is meant by global salary benchmarking?

As organisations increasingly search for talent beyond their borders in response to talent shortages and the shift towards remote work, the importance of effective global salary benchmarking cannot be overstated. In this Teamed Insights article, built with our partners at reesmarxGLOBAL, we delve into the topic of global salary benchmarking to guide businesses through this stage in their international hiring.

Our discussions with Ericha Hartz and her team at reesmarxGLOBAL shed more light to the intricacies of global hiring and the importance of timely salary benchmarks. This conversation is particularly relevant given the global push towards salary transparency and fairness in hiring practices. Ericha Hartz highlights the perils of delaying salary benchmarking until the later stages of global expansion.

“Comprehensive early planning is essential to identify potential legal and economic impacts on recruitment strategies,”

Ericha points out, stressing that precise benchmarking is crucial for attracting top talent and fostering sustainable growth in new markets.

Joanna, Head of Legal at Teamed, observes, “In regions like the UK, where gender pay gap reporting has been mandated since 2017, there is an increasing demand for broader wage transparency.” The EU’s pay transparency directive, proposed in 2023, is aimed at combating pay discrimination and reducing gender pay gaps across Europe, illustrating a significant regulatory interest in addressing pay inequality.

In the United States, the lack of a comprehensive federal pay transparency law contrasts with state and city-level regulations that increasingly mandate employers to disclose salary ranges and benefits.

“These changes are reshaping how companies approach salary offers, making benchmarking more than just a strategic necessity — it’s becoming a regulatory requirement,” Joanna adds.

This evolving regulatory landscape, coupled with diverse cultural expectations of compensation, underscores the necessity for businesses to adopt a sophisticated approach to salary benchmarking. With insights from global experts like reesmarxGLOBAL and the strategic capabilities of Teamed, companies are better equipped to navigate these challenges, ensuring compliance with emerging laws and the attraction and retention of the best global talent.

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Factors Influencing Global Salaries

When setting salaries internationally, businesses should balance out a variety of factors that can significantly impact their hiring decisions:

• Industry Impact and Regional Skills Gaps: “As a part of your people plan, it’s  key to align the hiring strategies with regional industry strengths and weaknesses”, Ericha states. “For instance, the technology sector in Silicon Valley benefits from a robust ecosystem of talent and innovation, making it an ideal location for tech startups.” Conversely, post-Brexit changes in the UK have affected immigration laws, impacting talent availability for industries reliant on international workers. “Planning where and why you are hiring, considering local skills availability and economic factors, is key,” advises Tom, CRO at Teamed.

• Role Specificity and Cultural Differences: The demands of specific roles and their cultural fit are of utmost importance in determining the suitable candidate pool. In Japan, where business practices emphasise respect and hierarchy, adjusting recruitment strategies and salary packages to align with local expectations is necessary. Ericha explains, “Cultural fit and role demands significantly affect the recruitment process.” Moreover, compliance issues such as GDPR in Europe necessitate modifications to hiring procedures.

• Local Presence and Executive Recruitment: “The absence of a local headquarters can increase perceived risks among candidates, leading to elevated salary demands” notes Ericha. Furthermore, recruiting for executive-level positions can be challenging due to longer notice periods and smaller candidate pools, particularly in countries like Sweden, where long-term employment relationships are highly valued.

• Employment Costs and Payroll Management: The overall cost of employing staff in different regions can vary dramatically due to local economic conditions, legal requirements, and benefits expectations. Countries with mandatory high social security contributions or comprehensive healthcare benefits can significantly inflate employment costs. Luke, CFO at Teamed, highlights the advantages of leveraging an EOR:

“Employing through an EOR like Teamed allows companies to effectively manage and streamline payroll and taxation processes, reducing the high costs of direct employment (local entity registrations, professional services, corporate taxes, intercompany etc), whilst also removing the HR headache of directly managing compliance across global regions. Working with organisations in the past where this was done in-house, if I could turn back the clock and do it again, I would pick EOR each time.”

Understanding these factors helps businesses effectively navigate the complexities of global hiring. By considering industry dynamics, cultural expectations, local presence needs, and employment costs, companies can develop more strategic, informed, and successful global employment practices. 

Partnering with recruitment experts like reesmarxGLOBAL can provide valuable insights into local talent pools and salary benchmarks.

“Engaging with a Global Expansion Advisor early can provide actionable, reliable data for successful market entry,” advises Ericha.

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Practical Steps for Businesses

Implement these actionable steps to enhance your approach to global salary benchmarking and ensure successful international hiring:

1. Early Planning and Compliance Review: “One thing I’d always say is; Begin the planning process well in advance” notes Ericha. This should include a comprehensive review of employment regulations in potential new locations. Understanding the legal landscape is critical to ensure compliance and avoid costly litigation. “Utilise legal and HR experts or a hiring partner who can help you gain a deep understanding of each market’s regulatory requirements.”

2. Consider Cultural Differences and Local Expectations: Cultural nuances significantly impact recruitment and onboarding. Develop a good understanding of these cultural factors to tailor your recruitment strategies effectively. “This includes adapting communication styles, negotiation tactics, and management approaches to align with local norms and expectations, thus enhancing both recruitment and employee integration” lists Ericha.

3. Stay Competitive with Comprehensive Benefits: Investigate and understand what constitutes a competitive salary and benefits package in each region. This goes beyond just the basic salary; consider health benefits, retirement plans, and other perks that are valued in the local market. “This is another stage where the right global hiring partners can do the heavy lifting for you” notes Tom, “ We offer benefits guidance and information to our customers who use this information to craft offers that are attractive to potential employees, helping their brands stand out as an employer of choice.”

4. Successful Onboarding: Ensure that once a candidate is selected, the onboarding process is compliant with local laws regarding employment classification. “Mistakes in employee classification can lead to significant financial consequences” Joanna explains. Partnering with a Professional Employer Organization (PEO) or an Employer of Record (EOR) like Teamed can streamline this process, ensuring that all legal requirements are met efficiently.

5. Consult Experts for Strategic Expansion: We suggest working closely with recruitment and global employment experts such as reesmarxGLOBAL and Teamed. These partnerships can provide you with critical insights into local employment landscapes and detailed salary benchmarks. As demonstrated, we can offer strategic advice tailored to each location, enhancing your ability to make informed decisions and successfully enter new markets.

By following these steps, businesses can more effectively manage the complexities of global hiring. Each step is designed to build upon the last, creating a comprehensive approach that covers legal, cultural, and strategic aspects of international recruitment and salary benchmarking.

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In summary

To build competitive and compliant packages is best started from the get go of your global hiring journey. With the right approach to salary benchmarking and a strong partnership with experts, it becomes much more manageable. By joining forces with partners such as reesmarxGLOBAL and leveraging Teamed’s expertise as an Employer of Record, businesses are well-equipped to tackle any talent acquisition challenges head-on.

Salary benchmarking is key not only to attracting the best talent but also to retaining them by ensuring your offers are competitive and culturally appropriate. It’s about more than just meeting compliance — it’s about understanding what motivates your global team and ensuring they feel valued.

Remember, the goal is to make global expansion smooth and sustainable. With our expert support your business can thrive in new markets, well-prepared to adapt to the local nuances that make each region unique.

Ready to expand your operations globally? You can always contact our team to discuss your global hiring plans and our partners reesmarxGLOBAL for finding the right talent and the salary benchmarking.

Global People Strategy: How RPO and EoR Drive Growth

Building a global team is one of those ambitions that sounds straightforward in the boardroom but quickly reveals its complexity once you're in the thick of it, especially when you need to understand how to hire international employees compliantly. Suddenly, you're navigating unfamiliar labour laws, job boards you've never heard of, and the quiet anxiety of wondering whether your brilliant new hire in São Paulo is actually being paid correctly. This article walks through how combining Recruitment Process Outsourcing (RPO) with Employer of Record (EoR) services creates a global people strategy that doesn't just survive expansion—it supports it at every stage, from that first international hire to building a distributed team that genuinely works together.

A strategic approach to global hiring

A strategic approach to global hiring combines Recruitment Process Outsourcing (RPO) with Employer of Record (EoR) services to access international talent pools while staying compliant across jurisdictions. It's about building infrastructure that scales with you—not scrambling to patch gaps as you grow.

Solving HR pain points

HR leaders understand that inefficiencies in global hiring and employment management can lead to missed growth targets, increased costs and compliance risks. Here's how our RPO and EoR services directly address these issues:

Finding the talent: Recruiting abroad can feel insurmountable—unfamiliar job boards, limited candidate pools, and language barriers stack the odds against you. A global-first RPO partner helps you sidestep these hurdles from your very first international hire, building capability until you're ready to bring recruitment in-house.

Navigating compliance: EoR services ensure you meet local employment laws across every jurisdiction—without your team becoming accidental experts in international labour codes. As Joanna notes, "It's not just about following rules; it's about understanding how these rules impact your global operations."

Cultural integration: Distributed teams thrive when cultural fit is assessed early. RPO partners evaluate personality and openness during recruitment, while EoR providers support expectation-setting—so new hires arrive equipped to collaborate across borders, not blindsided by them.

Operational efficiency: Outsourcing recruitment and employment management lifts payroll, benefits administration, and contractor classification off your plate. As Tom puts it, "We take on the complexities, so you can focus on what you do best—growing your business."

proofing your HR strategy

The companies building durable global teams aren't treating RPO and EoR as nice-to-haves—they're treating them as infrastructure. As Tom puts it, "

As the landscape changes, so do our strategies to support your global HR needs."

you're ready to stop firefighting compliance gaps and start hiring with intention, Amby and Teamed can help you get there.

Frequently asked questions

What is a global HR strategy?

A global HR strategy optimizes how you develop, train, and manage people across borders—focusing on motivation, corporate culture, and leading teams with a global mindset as part of your business goals.

What is the difference between HR strategy and people strategy?

HR strategy builds and maintains effective systems for managing employees, while people strategy builds and maintains effective relationships between the organization and its people to support goals and navigate change.

What is an example of a people strategy?

Adidas structures its people strategy around four pillars: talent acquisition, role model leadership, diversity and inclusion, and company culture—combining individual growth with organizational values.

What is an example of a global strategy?

Combining RPO with EoR services creates a global strategy that accesses international talent pools while staying compliant across jurisdictions—building infrastructure that scales with growth rather than patching gaps reactively.

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• Matthew Sarre, co-founder of Jumpstart, highlights the demands of the new generation and recruiting trends in startups.
• “New generation is looking for purpose or impact”.
• “German startups are eager to hire UK talent when local options fall short”

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In the competitive world of startups, finding the right talent can make or break a company. Jumpstart has emerged as a pioneering force, providing early-career professionals with a robust entry into the startup ecosystem. We had the opportunity to talk with Matthew Sarre, co-founder of Jumpstart, to uncover what sets their programme apart from other recruitment services. Our conversation also covered new generation demands, recruiting trends in startups, and various innovative HR topics in the startup world.

Jumpstart's innovative approach involves creating a cohort of candidates and inviting startups to pitch their companies and roles directly to this group. Matthew described this process: "We put those candidates into a cohort and invite startups to pitch their companies and roles to that cohort. 'Startup Spotlights,' where we get startups to come in and pitch their companies and roles to the cohort."

Matthew highlighted that in the startup world, "everyone on the team needs to embody that spirit of taking initiative." He noted that the new generation is increasingly looking for roles that offer "purpose or impact," as well as significant career progression. "Flexibility is another important factor, including the possibility of living in different countries," he added.

The co-founder of Jumpstart noted that it's happening that startups sometimes hire 'five or six sales candidates to drive sales in the new market.' He explained that “in Germany, we've seen strong growth in the startup ecosystem. They are keen to hire UK employees to go over to Germany if they can't find the talent they need locally."

Looking to the future, Matthew identified several trends shaping the recruitment landscape: "First, I think diversity and inclusion are significant themes. Second, there's the evolving dynamic of working from home versus working from the office versus working internationally. Third, we need to consider the impact of artificial intelligence (AI) on hiring. AI will influence both the number and the types of people startups hire."

Jumpstart's forward-thinking programme and emphasis on matching the right talent with the right startups is paving the way for a more dynamic and inclusive startup ecosystem.

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Highlights from Matthew

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• In startups, everyone on the team needs to embody the spirit of taking initiative.
• The new generation is looking for purpose or impact in their work. Career progression is another significant factor for them. Flexibility is also crucial, including the possibility of living in different countries.
• Jumpstart currently focuses on placing candidates in UK-based startups, but our proven model could expand internationally. For instance, Germany's thriving startup ecosystem sometimes seeks UK employees if they can't find the talent they need locally.
• Future trends to watch:
  • Diversity and inclusion will be a major theme.
  • The evolving nature of working from home, the office, and internationally.
  • The impact of artificial intelligence (AI) on hiring.

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Full Interview

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What distinguishes Jumpstart's core focus from that of other similar services/companies?

Jumpstart is predominantly a programme for people early on in their career, typically those with zero to four years of experience, to get into the startup ecosystem. That's broadly what we do. The way in which we do it is probably very unique.

Most importantly, we take in thousands of applications, about 5,000 a month. We choose the top candidates across marketing, operations, and sales, and put them through a rigorous selection process. This results in selecting the top 1-2% of the candidates that apply. Then, we put those candidates into a cohort and invite startups to pitch their companies and roles to that cohort.

‍They then go off and matchmake amongst themselves. Hopefully, they get lots of accepted offers. Anyone who gets an offer is then onboarded into the Jumpstart community where they receive ongoing support provided by Jumpstart, including access to a one-on-one mentor, ongoing training, and a community.

Our focus on startups, junior candidates, and the rigorous selection process is quite different from many other companies. After being selected, candidates are onboarded into a community, which is very different from a typical recruitment company or jobs board.

Our biggest unique selling point is what we call the "Startup Spotlights," where we get startups to come in and pitch their companies and roles to the candidate. It's a bit like "Dragon's Den," "Shark Tank" in the US, or Y Combinator Demo Day. This experience vastly improves candidates' ability to select the right company and role for them.

Now, on how we filter these profiles before having the companies, many early-stage startups look for similar characteristics and attributes in their employees. For example, our most popular role, the Founder Associate, typically has one to two years of experience. They're willing and keen to do the groundwork but also bright, ambitious, and proactive enough to get involved in strategic work.

Other desired attributes include proactivity, problem-solving, and strong communication skills. We at Jumpstart have developed best practices in identifying these attributes. We've placed about 450 people into the startup ecosystem and interviewed over a thousand candidates, allowing us to A/B test and refine the attributes we look for.

We're quite data-driven in the attributes we seek, which differentiates us from a normal recruitment company. We ensure the process is just as focused on the candidates as it is on the companies, creating a balanced and effective hiring process.

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In what ways do startups differ from established companies regarding recruitment and hiring processes?

I think there are a few key differences. Firstly, mechanically, how they assess candidates is less structured. Early-stage startups tend to do things more on the fly. You're probably not going to get two or three different independent reviewers looking at each CV, and interview questions are less formalised because they’re often designed on the go.

In terms of attributes, the single biggest thing startups look for is proactivity. Proactivity is crucial because a startup is essentially the result of someone proactively solving a problem. Everyone on the team needs to embody that spirit of taking initiative.

‍So, the number one thing startups look for, and by extension what we look for in Jumpstart candidates, is proactivity. Of course, you also need a baseline in other areas like strong communication skills and strong problem-solving abilities. In a smaller team, it’s also important to get along well with everyone, probably more so than in a big team where the impact of one person is less noticeable.

Multitasking is also very important. Being able to juggle lots of things is definitely a key skill everyone in a startup needs to have.

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What factors are currently motivating the top talent of the new generation?

I think there are a couple of key factors motivating top talent in the new generation. Firstly, this generation is looking for purpose or impact. I deliberately didn't say social impact, though that is important too. Many candidates applying to Jumpstart express that they don't want to be just a cog in a big machine. They want to see a direct line between their input and the resulting output, like increasing sign-ups or sales by making changes to a website. They seek roles where they can have a tangible impact.

‍Related to this is the desire for social impact and purpose, which is certainly a major trend. Another significant factor is career progression. High-potential candidates are looking for opportunities to advance both in terms of job titles and the experiences and skills they gain. Learning and development are crucial.

Startups can be especially exciting for this generation because joining an early-stage startup can provide a rapid learning curve. If you join a company with fewer than ten people that grows to 500 in a year or two, your role will change many times, allowing you to develop a diverse skill set you wouldn't get in a more stable, conventional corporate career.

‍Flexibility is another important factor, especially post-COVID. A few years ago, the demand for flexibility and remote work would have been the most significant trend. It remains very present, and it's now widely accepted by both companies and candidates that there's an increased demand for flexibility, including the possibility of living in different countries.

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Can you describe the most common situation you've encountered when clients seek international talent?

Yes. So, to explain the thought process behind this question: if you have a successful product that you’ve sold very effectively in the UK and you’re a high-growth startup looking to expand, you might look internationally to grow.

‍What do you do when you want to break into a new market? Well, you probably want to hire a sales team or a marketing team. Often, what we see is that when startups reach the Series A or Series B stage and have found product-market fit, they look abroad to grow their sales development representative teams—basically their sales teams. They’ll often do this in a big batch, hiring five or six sales candidates to drive sales in the new market.

‍Regarding how Jumpstart can help, while we currently focus predominantly on the UK, placing candidates into UK-based startups, the model we've developed is tried and tested and could certainly expand internationally in the future.

For example, in Germany, we've seen strong growth in the startup ecosystem. Many German startups speak fluent English and are keen to hire UK employees to go over to Germany if they can't find the talent they need locally.

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How do you envision the future trends in startup hiring requirements?

‍I think diversity and inclusion is a very big theme. Historically, diversity and inclusion have focused on gender and ethnicity. I think we'll see a growing emphasis on socio-economic diversity, including people who haven't had the same privileges as others.Another trend that has been growing over the last few years and will continue to grow is the balance of flexibility—how working from home vs. working from the office vs. working internationally will look like.

‍A third trend will be the impact of artificial intelligence (AI) on hiring. AI will influence both the number of people startups hire and the types of people they hire. Startups may hire fewer people because individual productivity is increased by AI. Additionally, they will seek individuals who are adept at using AI tools like ChatGPT and other similar technologies.

Related to AI, there will be a rise in the use of no-code tools. People who can effectively build and use no-code tools will be increasingly valuable.

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What are your perspectives on the use of AI in recruitment systems?

Yeah, good question. So, to be super clear, there’s AI used by employees on a day-to-day basis to execute their work, and then there’s AI used in recruitment systems. Within recruitment, there are two separate areas: using AI to do the work for you, like selecting candidates, and using AI to improve your processes to select better candidates.

‍I think we should focus on using AI to improve the processes rather than to hire people directly. AI doesn’t yet have the nuance and decision-making capabilities to make effective hiring decisions. It's more about using AI to assist with tasks like transcribing recorded interviews so you don’t need to take notes, programming highly personalised email invites to increase interview acceptance rates, or doing a first-pass review of CVs and assessment answers.

However, AI should not make the final yes/no decision but rather suggest the top candidates for human review. AI can help identify the most suitable candidates but should still allow for a thorough review of all potential hires. Regarding startups going global with a lot of applications, AI can be particularly useful at the top of the funnel in these processes, helping to manage and filter large volumes of applications more efficiently.

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Would you like to add any final thoughts or comments? Is there anything else you'd like to share?

Yeah, the only thing to add is if you are a candidate or a startup and you want to get involved with Jumpstart, feel free to check us out. We've just launched a new software engineering stream for full-stack developers with three to ten years of experience who want to build in early-stage startups. This can be a great opportunity to kickstart your career, especially when they're looking for experienced candidates.

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After Global Recruiting What is Next?

‍Jumpstart's innovative approach and emphasis on early-career professionals are reshaping the startup recruitment landscape. By creating a cohort of candidates and inviting startups to pitch directly to them, Jumpstart ensures a tailored and dynamic hiring process. As co-founder Matthew Sarre notes, the demand for purpose-driven roles, flexibility, and international opportunities is growing. Trends like diversity, remote work, and AI are also influencing recruitment.

Teamed can amplify these benefits by simplifying global employment logistics. With Teamed, startups can effortlessly hire, pay, and support international talent, ensuring they can access the best candidates worldwide. Our dedicated local specialists provide personalised, human support to navigate the complexities of global hiring. This synergy between Jumpstart and Teamed offers startups a comprehensive solution for building world-class teams, no matter where the talent is located.

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‍Ready to take your startup to the next level? Discover how Teamed can support your global hiring strategy.

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• Paul Arnesen specialises in transforming HR and people processes for global companies.
• “Instead of random daily messages, having a structured strategy to ensure everyone feels seen and heard is vital”.
• “The key is for global companies to adapt their management style to fit the diverse needs of their team members, enhancing their performance”.

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We had the opportunity to chat with Paul Arnesen, a Global HR expert with extensive international experience since 2008. He focuses on scaling workforces, enhancing leadership development, and fostering inclusive cultures to boost organisational success. He highlighted his unique expertise: “I'd say my speciality really shines in cross-cultural communication and management practices. My life's journey has taken me around the world, living in places as diverse as New Zealand, Thailand, Brazil, Portugal, and Italy. These experiences have deepened my understanding of various cultures and how to navigate the complexities of working and communicating within them.”

Paul emphasized the importance of autonomy and flexibility for managers, noting that these elements are crucial for motivation. He also highlighted the significance of personal growth and development to prevent managers from feeling stagnant, which can lead to demotivation.

Discussing remote work, Paul pointed out the benefits of accessing a global talent pool. “You can hire specialists from anywhere in the world quickly without the substantial costs and time typically associated with relocation. This flexibility often results in greater loyalty and job satisfaction,” he explained.

In remote settings, Paul advises maintaining regular communication while avoiding an overbearing approach. “A structured strategy to ensure everyone feels seen and heard is essential,” he says. By addressing individual needs and preferences, a more inclusive and valued workplace culture is cultivated. He also noted that effective remote managers excel in communication, such as scheduling regular check-ins, which fosters a unique kind of trust. “The best remote managers I've seen are the ones who really understand communication”.

Paul shared a story highlighting cultural nuances in global operations: The US HR team, accustomed to domestic practices, initially struggled with their approach in Asia. They learned to adapt their performance reviews to be more culturally sensitive, particularly to meet the Taiwanese team's expectations.

Expectations from team leaders in remote collaborations include transparency, trust, flexibility, and, crucially, empathy. “Simple interactions like asking, “How’s your day?” can make a significant difference, especially to the younger generation who are starting their careers in fully remote roles”, he explained.

Lastly, Paul advocates for warm, human interactions within remote teams, such as organising off-site meetups, which he believes are invaluable for team cohesion.

He concludes that “it’s vital for global companies to adapt their management styles to meet the diverse needs of their team members, thereby enhancing overall performance”.

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Highlights from Paul

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• Remote work opens up a global talent pool. You can hire specialists from anywhere in the world quickly without the significant expenses and time traditionally involved in relocating someone.
• The remote managers who stand out are those who manage to transition from being good at face-to-face communication to being just as effective online. This ability is what makes them unique. It builds a different kind of trust. 
• In a remote environment, regular check-ins are crucial, but it's important to strike a balance to avoid being overbearing. 
• Instead of random daily messages, having a structured strategy to ensure everyone feels seen and heard is vital. 
• Empathy is key, especially when communicating remotely. Asking simple questions like "How's your day?". (...) This expectation is particularly strong among the younger generation, who are entering the workforce in fully remote positions. 
• By catering to each individual's needs and preferences, instead of adopting a 'my way or the highway' attitude, you create a workplace where everyone feels valued and understood on a personal level.

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Full Interview

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What sets your key area of expertise apart from the rest?

I'd say my speciality really shines in cross-cultural communication and management. My life's journey has taken me around the world, living in places as diverse as New Zealand, Thailand, Brazil, Portugal, and Italy. These experiences have deepened my understanding of various cultures and how to navigate the complexities of working and communicating within them. It's this blend of personal experience and genuine passion for understanding how people from different backgrounds interact that defines my expertise in global human resources.

I'm particularly suited to advise on global expansion because I understand the challenges of hiring and integrating team members from different parts of the world. Recognising and adapting to diverse feedback styles, communication methods, and leadership approaches are crucial, as these can vary significantly from one culture to another. My experience in cross-cultural management and global consulting has prepared me to navigate these challenges effectively.

Moreover, I'm adept at creating strategies that consider the unique cultural contexts of various countries. While I am Norwegian, my work isn't limited to Norwegian companies; I've successfully worked with firms from Italy, Spain, South America, and Asia. This ability stems from my longstanding interest and expertise in understanding and managing cross-cultural dynamics.

This journey into HR began when I was living abroad, initially sparking my interest in international business. At one point, I considered a career in diplomacy because of my fascination with fostering connections between people from different cultures. This aspect is not only crucial for large corporations but also plays a significant role in immigration and supporting expatriates, illustrating the broad applicability of cross-cultural understanding in both professional and personal contexts.

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What are the top three motivators for managers in the workplace today?

In today's business climate, a key motivator for management is the opportunity to engage in and impact innovation. With the rapid pace of technological advancements and evolving work practices, companies that cling to outdated methods risk demotivating their management teams. Managers are increasingly seeking roles in organisations that champion innovation, allowing them to experiment with new tools, technologies, and ways of working.

Autonomy and flexibility have also become crucial. Recent trends, such as the surge in remote work, highlight the importance of being able to work from anywhere, be it a coffee shop or from home, rather than being tied to an office. Managers now prioritise roles that offer flexibility, not necessarily requiring a fully remote setup but perhaps a hybrid option, recognising its significance in today's working environment.

‍Lastly, personal growth and development remain fundamental. Without opportunities to advance and enhance their skills, managers may feel stagnant, leading to significant demotivation. It's essential for companies to have a clear plan for the development of their management team, ensuring they can grow within the organisation. In summary, innovation and impact, flexibility, and personal growth are the three pillars vital for motivating managers in the current business landscape.

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Autonomy and flexibility have become crucial.

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What does a top-notch remote manager do that's unique, and how do they differ from a manager who runs a team in the office?

I've noticed that the best remote managers I've seen or worked with are the ones who really understand communication. It's easy in an office to just pop by someone's desk to check in or say hi at the beginning and end of the day. But moving that kind of communication to a remote setting isn't straightforward for everyone. Suddenly, you have to rely on typing messages or setting up meetings for regular check-ins, and it's a completely different way of connecting.

The remote managers who stand out are those who manage to transition from being good at face-to-face communication to being just as effective online. This ability is what makes them unique. It builds a different kind of trust. I've been in situations where, after joining a company or a project, you barely hear from some managers again. You might see them online on Slack or elsewhere, but there's no real outreach, and it can make you start to wonder about your place and satisfaction in the work. So, in short, those who can master communication in a remote environment really do become the best remote managers.

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The remote managers who stand out are those who manage to transition from being good at face-to-face communication to being just as effective online.

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It can be tricky to manage a team that's spread out across the globe. What sort of situations do you usually run into, and what's the smartest way to tackle them? Could you share some situations where you've dealt with Asian work culture?

I recently worked with a US-based company that had embraced remote working from its inception. This startup grew and decided to expand internationally, specifically targeting talent in Asia due to the technological skills they needed. They ended up hiring a team from Taiwan, a place with a culture closely aligned to Chinese ways of working, though with a somewhat more Western outlook on business.

Initially, the collaboration between the US company and the Taiwanese team was very successful, with significant performance improvements. However, after conducting a performance review at the end of the quarter using their standard US approach—which tends to be direct and straightforward—the performance of the Taiwanese team unexpectedly dropped.

‍The US HR team, experienced in domestic practices but new to working in Asia, didn't realise the impact of their feedback style. In Taiwan, and many Asian cultures, direct criticism or being singled out can lead to "losing face," which is highly embarrassing and can significantly reduce trust and motivation.

Upon analysing the situation, I found the decline in performance was due to how the Taiwanese team perceived the feedback. They felt embarrassed, especially since some feedback was given in a public setting. Recognising this cultural mismatch, we worked on adapting the US company's approach to performance reviews to be more culturally sensitive to the Taiwanese team's expectations.

‍To address this, we implemented cultural training for both teams. I advised the US team on how to adjust their feedback methods to align better with Taiwanese cultural norms. Conversely, I also prepared the Taiwanese team on what to expect from a US perspective. This approach aimed to bridge the cultural gap, ensuring that remote work between teams from different backgrounds can be successful with mutual understanding and respect for each other's cultural nuances.

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Can you share some tips for improving communication with a remote team? What communication methods stand out online compared to in person?

I believe effective communication is key, echoing what I mentioned earlier about what makes a good remote manager. In a remote environment, regular check-ins are crucial, but it's important to strike a balance to avoid being overbearing. Instead of random daily messages, having a structured strategy to ensure everyone feels seen and heard is vital. This approach also considers the cultural nuances in communication preferences. Some may prefer indirect communication, while others might be more direct. Understanding and accommodating these individual communication needs is essential.

Another point I'd like to emphasise, which may not be as prevalent now but was a significant issue during the height of COVID-19, is training on digital tools. With the shift to remote work, it became imperative to ensure everyone could effectively use platforms like Slack, Teams, and Zoom. Therefore, learning to use collaborative platforms effectively is another essential aspect. Without the ability to physically gather around a table for a project, knowing how to use shared documents and other online collaboration tools becomes indispensable for remote teamwork. Ensuring the team is well-trained before diving into remote work setups is key.

I believe it all boils down to having a solid onboarding plan from the start. This plan should outline how communication will be handled and ensure everyone feels seen and heard. So, when someone new joins the company, it's crucial they receive clear instructions on how to use the tools, what's expected of them, and the role of managers in this process, making sure everything is set up for success from the beginning.

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I'm particularly passionate about the richness of cultural diversity we encounter. 

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How can managers better communicate and connect with their remote teams? 

What I was saying earlier ties back to the importance of building connections, which is crucial in any work setting, whether remote or in-person. At the start of any professional relationship, it's essential to make an effort to understand the person you're managing. This understanding should respect their comfort level regarding what they're willing to share about their personal lives. I'm particularly passionate about the richness of cultural diversity we encounter. For instance, in some cultures, people love talking about their personal lives and what they did over the weekend. This openness is often seen in what might be considered an American approach, where there's a tendency to share and sometimes brag about personal achievements. However, other cultures may be more reserved.

As a manager aiming to be effective, recognising and adapting to these cultural nuances early in the relationship is vital. It's about being aware of where someone is from and having the sensitivity to discuss topics that are important to them without making them uncomfortable during non-work-related conversations. This approach fosters a more inclusive environment where trust builds not just in you as a manager but also among team members. By catering to each individual's needs and preferences, instead of adopting a 'my way or the highway' attitude, you create a workplace where everyone feels valued and understood on a personal level.

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What do staff expect from their bosses when working together remotely?

‍Transparency, trust, flexibility, and empathy are crucial. I realise I haven't mentioned empathy before, but it's vital to understand and put yourself in someone else's shoes. Employees need to know that if something personal affects their work performance, their manager will understand. This understanding is more challenging to achieve remotely. In an office, you might notice if someone is going through a tough time just by their appearance. However, online, it's much harder to perceive these nuances—you can't see someone's mood through a Slack message, aside from perhaps a sad face emoji on their profile.

‍Empathy is key, especially when communicating remotely. Asking simple questions like "How's your day?" and genuinely listening can make a significant difference. Employees today expect their managers to understand and accommodate their personal situations, which can affect work performance. This expectation is particularly strong among the younger generation, who are entering the workforce in fully remote positions. They've grown up with different communication styles, favoring quick messages and texts, and even place meaning in the use of emojis.

For managers, especially those with more experience who are used to traditional office settings, adapting to these new expectations can be challenging. It's important to recognise that a young workforce might have never experienced office life and communicates differently. Therefore, setting clear guidelines and onboarding processes from the start is crucial. In a remote setting, direct messages can feel more intrusive than a casual office interaction, so providing clear documentation and resources, like an internal FAQ, is essential for helping everyone feel comfortable and informed. This approach can help bridge the gap between different generations and work styles, ensuring a cohesive remote work environment.

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Employees today expect their managers to understand and accommodate their personal situations.

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How can a boss foster a warm and human atmosphere when leading a remote team?

Going back to empathy, it’s about understanding everyone's preferences and making sure to acknowledge their special events. In a team spread across cultures, it's important to remember that different cultures have their own holidays and significant days. For instance, being mindful of religious holidays like Ramadan is essential. If you’re unaware of what Ramadan means for a Muslim colleague, it might lead to misunderstandings. It's beneficial for managers to learn about these cultural differences and for employees to share what’s important to them, like a special holiday they’ve celebrated all their life, possibly requesting a day off for it.

On another note, getting the remote team together for off-site meetups is incredibly valuable. Meeting even just once a year can greatly enhance trust and mutual understanding within the team. While it can be a challenge to coordinate everyone from around the globe, the effort pays off in building a stronger team. These gatherings are an opportunity to celebrate successes and just enjoy some informal time together.

Also, celebrating successes is crucial. Whether someone’s clinched a great deal or there’s a notable team achievement, it should be celebrated. Sending out emails or having an internal newsletter that highlights these wins, welcomes new team members, or showcases special initiatives helps keep everyone connected and appreciative of each other’s efforts.

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After the remote working change due to COVID, it's taken managers a while to really get on board with leading remote teams. What do you think has made them realise the benefits?

I think companies should really appreciate the benefits that remote work offers, especially in terms of flexibility. Remote work provides ultimate flexibility, allowing employees to be at home for any emergencies without the stress of having to request time off for small things, like waiting for a plumber. It removes a lot of organisational stress around managing minor absences since employees can still work while managing home responsibilities.

Another point I emphasise is that remote work opens up a global talent pool. You can hire specialists from anywhere in the world quickly without the significant expenses and time traditionally involved in relocating someone. This not only saves costs but also broadens the range of talent available to companies. Essentially, as long as the working language aligns and they have the Internet and a laptop, you can find and employ the right talent from anywhere.

Remote work also supports better work-life balance, making employees generally happier and, from what I've seen, more productive. It shifts the focus from just being present at the office to what employees actually deliver. This means you can measure productivity by the outcomes rather than just attendance.

Moreover, people work differently. Some may be more productive at night, and remote work accommodates these personal preferences, allowing employees to work when they feel most efficient. This flexibility can lead to greater loyalty and job satisfaction.

One challenge is getting traditional companies to embrace asynchronous work. Not everyone has to work or deliver reports at the same time, especially when teams are spread across different time zones. Recognising that some people might be more productive at night and accommodating these individual working styles can lead to a more efficient and productive team. This understanding should be part of initial communications, asking employees when they prefer to work and setting expectations early on.

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One challenge is getting traditional companies to embrace asynchronous work.

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What's your take on using AI for recruiting? 

Before AI caught everyone's attention, recruitment was already using it in a basic form to sift through CVs, looking for certain keywords. This method wasn't foolproof, often missing out on some top-notch candidates. Now, AI has gotten much better, providing valuable support in sorting through applicants and helping to avoid biases. It's crucial, though, not to let AI make all the decisions. Combining AI's insights with human judgment offers the best of both worlds, ensuring no good candidate slips through because of a keyword miss. Essentially, AI hasn't replaced the human touch in recruitment; instead, it's become a smart tool in the toolkit, making the screening process smoother and more effective.

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The key is for global companies to adapt their management style to fit the diverse needs of their team members, enhancing their performance.

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Would you like to discuss or share anything in particular?

In the global business scene, many companies miss out on effectively managing diverse teams. They often stick to a uniform way of managing everyone, from performance reviews to team building, which might not suit teams from different cultural backgrounds.

Take, for instance, a French company I encountered, hesitant to hire outside France due to a preference for local employees. They recognised the potential of hiring globally but were unsure how to make it work beyond just saving costs.

‍The key is for global companies to adapt their management style to fit the diverse needs of their team members, enhancing their performance. For example, the difference in managing a team in China versus the US can significantly impact overall performance.

Cultural training, often given to expatriates, is rarely extended to remote teams, missing a chance to improve understanding and teamwork. Additionally, meeting in person at least once a year can change perceptions and strengthen relationships in ways remote communication can't, highlighting the importance of personal interaction in global team management.

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How to simply and easily hire and build global teams?

Building high-performance teams globally and in remote work environments is not just feasible but can be highly effective with the right strategies and insights. Joining Paul Arnesen's extensive expertise in cross-cultural communication and management with employers of records (EORs) like Teamed enables businesses to tap into the world's best talent within hours. Paul's unique approach, shaped by his international living experiences and deep understanding of diverse workplace cultures, provides invaluable guidance for organisations looking to expand globally.

With Teamed, companies can effortlessly handle the logistical aspects of hiring and payroll. There is an especial ingredient, Teamed is popular to provide a unique and human touch that stands out from the rest of EORs. Employees and companies have assigned dedicated local agents across the globe and during the entire employee journey. Paul's expertise, combined with Teamed's extensive services, empowers businesses to excel in the global marketplace. Ready to transform your workforce and harness the power of global talent? Connect with Teamed today!

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So you’ve chosen to expand your business globally and picked an Employer of Record (EOR) to help manage your remote team. An EOR takes care of everything from payroll to compliance, making sure your workforce is legally and efficiently managed.

But is your EOR really living up to your expectations? Maybe things seemed smooth until a hiccup — like a payroll error — revealed some cracks: slow customer service, hidden fees, unhappy employees.

Now’s the perfect time to run a quick check on your EOR and see if they’re truly meeting your needs. It’s not just about the tech; it’s about the service and the experience for you and your team.

Use our 9-step checklist to evaluate how well your EOR is working for you.

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Q1: Are you able to speak to a real person when needed?

Check out the 1 and 2-star ratings for EOR services on Trustpilot or G2, and you’ll see that 99% of the complaints are about customer service. People want to talk to a real person to solve their problems, not get the runaround from AI or a brush-off from junior support staff.

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In the EOR industry, a human-first approach makes all the difference. While AI and technology can streamline services, human interactions are essential. Whether it’s discussing the details of international payroll compliance, addressing cash flow concerns, or ensuring your workforce’s wellbeing, connecting with a real person [such as a dedicated customer success manager or an experienced operations team member] can greatly enhance your experience.

For businesses looking for a reliable EOR partner, consider those who prioritise both technology and personal connections. This combination ensures efficiency while maintaining the human touch that’s crucial for effective problem-solving and support. 

At Teamed, technology aids efficiency, but personal connections define our service.

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Q2: What are their response times for queries? Have they got an SLA with you?

Time is of the essence, especially when managing a global team across different time zones. A one-day delay can snowball into a 2-3 day setback for colleagues on the other side of the world.

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As a team of global hiring geeks we understand the importance of prompt responses to queries about payroll, employee management, and invoicing.

That’s why we consistently achieve a first response time of under 2.5 hours for any inquiry. Our service level agreement (SLA) aims to resolve all customer queries within five days, but we’re proud to say our current average is just under 3.2 days.

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Q3: Is your EoR flexible to your global growth needs?

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Expanding into new markets? You need an EOR that’s as flexible as your business. Navigating different legal environments, understanding local labour laws, and managing cultural nuances are key to ensuring compliance and smooth transitions. For startups and growing companies, an EOR that adapts to your evolving needs means you can focus on growth without the administrative burdens.

At Teamed, we take a human-first approach. We understand that every business is unique, and we work with each client to create customised solutions that fit their growth stage perfectly.

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Q4: Are your employees supported throughout? From onboarding to offboarding?

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Beyond compliance, boosting loyalty and retention gives you an edge in today’s competitive talent market. Solid support from onboarding to offboarding can significantly enhance the employee experience.

At Teamed, we prioritise a seamless and supportive journey for your employees. It all starts with an onboarding call to set the stage for personalised support. We stick to our SLAs for timely, effective responses because we know a positive employee experience drives business growth. Happy employees often recommend Teamed, and many of our new clients come from these referrals.

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Q5: Is there a minimum contract length with your current EOR?

Are you aware of any minimum contract terms with your current EOR? Restrictive EOR contracts can really slow you down. Choosing an EOR with flexible contracts and no lock-in clauses ensures you can adapt quickly and maintain operational agility.

Shamir, a Senior Sales Representative at Teamed, shares: “One client was trapped in a three-month notice period with another EOR, unaware until they tried to move their employees. They lost a quarter struggling with an unsuitable EOR.”

At Teamed, we prioritise flexibility. There are no minimum contracts, allowing you to cancel or change your contract whenever needed.

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Q6: How effectively can your EOR support and guide you with visa and compliance enquiries?

For businesses expanding internationally, robust visa support from an EOR is essential. As a business you need quick accurate advice that ensures compliance and streamlining global talent onboarding. Often an EOR won't be able to support you directly, they should still clearly communicate your options and preferred partners. 

The best EORs may not always handle visa applications themselves. For example, at Teamed, we’re dedicated to supporting your global operations. We work closely with you and our network of expert partners to navigate the complexities of international employment and help you achieve your global ambitions successfully.

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Q7: Is your EoRs  pricing clear and are there any hidden fees?

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Does your EOR provide a detailed breakdown of their pricing structure, clearly outlining any fees for services like contract changes, legal queries, or onboarding? This transparency helps you plan your budget effectively and avoid unexpected financial setbacks. Reviews on platforms like G2 and Trustpilot frequently cite unexpected fees and complex invoices as common complaints.

At Teamed, the price we discuss during the discovery call is the price you pay. There are no hidden fees. Our pricing includes the Teamed fee ranging from £300 to £500, plus salary, social security payments, taxes, and any chosen benefits. Our invoices are meticulously itemised, allowing you to see exactly what you're paying for at each step, ensuring full transparency.

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Q8: Is the technology user friendly and offers integrations?

Industry feedback on sites like G2 and Trustpilot often highlights how great-looking platforms can fail due to their complexity, especially as new features are added over time.

Does your EOR offer a user-friendly platform that integrates well with your existing HR systems. Complex, outdated platforms can lead to confusion and frustration for HR professionals and employees alike.

At Teamed, we prioritise simplicity and usability. Every new feature undergoes rigorous scrutiny to ensure it enhances user experience without adding unnecessary complexity. While our list of integrations is currently expanding we encourage you to discuss your specific needs with our team. We’re committed to efficiently accommodating your requirements or providing a clear timeline for future enhancements.

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Q9: Is your payroll accurate and processed timely?

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Again looking at G2 and Trustpilot reviews we see that payroll issues are a top concern, mainly due to their significant impact on employees and their families.

Consistent, error-free, and prompt payroll processing is essential not only for employee satisfaction but also for compliance and preventing financial problems. Payroll errors can disrupt cash flow, harm employee morale, and lead to legal challenges, making it vital for a reliable EOR to prioritise payroll precision and quickly address any mistakes with empathy.

As total geeks for payroll we understand the importance of payroll and its impact when it goes wrong. To avoid errors that can stress employees, create extra work, and cause financial difficulties, we have established stringent payroll verification processes. We maintain clear communication with our clients around payroll cut-off dates to ensure clarity on what is included. Our double-check system guarantees accuracy, ensuring smooth and reliable payroll operations at all times.

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Conclusion

So now we’ve gone through the list of questions and shared some insights into why they’re important. Next, check each of these questions and identify the four most important factors to you.

1. Are you able to speak to a real person when needed?
2. What are their response times for queries? Do they have an SLA with you?
3. Is your EOR flexible to your global growth needs?
4. Are your employees supported throughout, from onboarding to offboarding?
5. Is there a minimum contract length with your current EOR?
6. Can your EOR support and guide you with visa and compliance enquiries?
7. Is your EOR’s pricing clear, and are there any hidden fees?
8. Is the technology user-friendly and does it offer integrations?
9. Is your payroll accurate and processed timely?

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Think of the four questions and answer these to yourself. If any of the four you’ve chosen have a “no” or negative answer, it might be time to chat with our team about your concerns and how to approach changing EORs.

Choosing the right EOR for your business is about more than just price. When it comes to the livelihoods of your most important resource — your staff — you have to get it right. And when things go wrong, you need an EOR that’s going to do everything they can to fix it. A truly exceptional EOR shines when challenges arise, providing prompt solutions, empathetic support, and unwavering commitment to your success.

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If your current EOR falls short in any of these areas, it might be time to explore other options. Proactively addressing any shortcomings in your EOR partnership can prevent future disruptions and ensure your business is set for growth and success in an increasingly competitive global market.

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At Teamed, we believe in a human-first approach, combining cutting-edge technology with personal connections to deliver outstanding service. Why not jump on a call with one of our experts to see how we can support you? Let’s work together to support your global workforce and drive your business forward.

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• Our Customer Success Manager, Ewelina Sadzik answers all your questions about how to move your global employees from your current Employer of Record (EoR) to Teamed. 
• She also highlights that “one of the main reasons clients choose to switch to Teamed is the dedicated support we provide”.

Switching EoRs?

Switching global hiring providers isn't often a preplanned decision. Typically, it happens when you haven't had a good experience, or at least not the one you expected. You might think it’s a tedious and complicated process for both you and your employees. Furthermore, each case and each provider operate in different scenarios, which could complicate matters.

At Teamed, we understand these concerns and strive to ensure that switching EoR providers doesn’t have to be stressful. When you work with us, you’ll experience a bespoke, easy, and smooth transition process. As our Customer Success Manager, Ewelina Sadzik, says: “Our employee migration plan is tailored to each individual's unique circumstances”. "We place your needs and the well-being of your employees at the heart of everything we do”, she added.

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Our best assets? Our human and flexible service, fair pricing, and commitment to being long-term partners. With migrations, we assign you and your employees a dedicated account manager who collaborates with you to build a custom timeline. This approach not only simplifies the process but also ensures a smooth transition for all your employees.

One of the most common concerns about migration processes is everything related to benefits. Most want to preserve the same. Ewelina makes this clear: “When it comes to offering your employees the same terms of employment and the same benefits, this is absolutely top of our priority”.

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Without further ado, and to better understand this migration process, Shamir Gokani, Growth Lead at Teamed, interviewed Ewelina. What better explanation than to publish the conversation they had directly? No fuss, transparent, and straight to you.

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Shamir: What does an employee migration plan include? 

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Ewelina: Our employee migration plan is customised for each individual, considering their unique circumstances and locations. This proactive involvement allows us to swiftly map out paths and begin crafting a plan that aligns perfectly with your needs. 

To ensure this tailored approach, we start conversations with you at the earliest stage, even before you commit to Teamed. By getting involved early, we help boost confidence among our clients and their employees, guarantee that everything is covered, and facilitate a smoother transition.

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How long does the migration take?

This varies, and depends on the individual circumstances.

Our migration timelines vary based on several factors, such as how quickly you need to transfer your employees or the notice period with your current Employer of Record (EoR). These details will be included in your bespoke migration plan and are discussed during the kick-off call with your dedicated Customer Success Manager.

"Really great onboarding experience, really great sales experience. Your colleague did an amazing job too. Liking your service so far." —Christoph Netsch, Co-Founder of Alpamayo.

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What kind of support can I expect from Teamed during and after the migration?

It’s always an honour to welcome new clients who have chosen Teamed. We understand that switching EoRs is a significant decision. At Teamed, we prioritise the quality of service we offer to both you and your employees above everything else.

"Support for our candidates was hugely important. We wanted a solution that felt like just another branch of what we do internally but took care of things that are outside of our expertise. For this, Teamed delivers on all fronts!" —Marta Silva, HR Business Partner Space, Tekever

One of the main reasons clients choose to switch is the dedicated support we provide. From the moment you join us, you’ll receive personalised service not only during the onboarding and migration process but also beyond it. As our client, you will have a dedicated Customer Success Manager to ensure your experience is seamless.

Similarly, we take great care of your employees. Our onboarding team supports them through their initial transition. After this phase, each employee is paired with an Operations Specialist who will assist them throughout their journey with us.

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What do you need from my employees?

We begin the onboarding process with individual calls between your employees and our team to discuss personal circumstances and address any queries they might have. 

Once all concerns are resolved, employees will be asked to resign from their current EOR. 

Following this, we'll prepare their contracts and send them to you for review. After your approval, the contracts will be sent to the employees for their review and signature. Once signed, everything is all set.

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Can we give the employee the exact same benefits / employment terms they received from the previous EOR?

When it comes to offering your employees the same terms of employment and the same benefits, this is absolutely top of our priority. 

We begin this process early, even before we start engaging with your employees. Our Operations and Legal teams consult with you to make sure everything from your employees' current contracts can be smoothly transferred to Teamed. By starting these conversations early, we ensure that all benefits are transferred seamlessly.

Starting early helps us guarantee a seamless move and a better experience for your employees as they switch to a new EOR.

Our goal is to make the process as smooth as possible for you and your employees. Additionally, our local operations team and legal department are with you from the start, ready to assist every step of the way.

Adding to this, our leadership in providing humane and personal attention ensures a high-quality experience. We don't just say this; it's echoed by all the companies that have already migrated their employees to Teamed. Here’s a small sample of their feedback:

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"Teamed has been more than an EOR for us; they've been a trusted partner. Their support has been invaluable, and we couldn't have navigated our challenges without them." —Shivani Phull, Pixelynx

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“I've worked with EORs in the past, and I have to say this is a million times better. It is more user friendly, more robust and I am very very happy. If we have any future chances to use an EOR to support hiring, I am very glad I've met Teamed.”—Carlene Smith, Financial Controller at Circulor.

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Ready to move to Teamed? Speak to an expert today and discover the Teamed Difference!

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Equity compensation is a great tool for attracting, motivating and retaining the best talent, especially within early-stage businesses experiencing periods of fast growth. Yet, as companies expand globally, the process can become considerably complex. Our team led by our co-founder, Antony and Head of Legal, Joanna partnered up with Špela and Tamas from Equity People to shed light on the possibilities and challenges of equity when employing global employees through an EOR.

Businesses often use stock options to compensate and invest in their employees. This is a viable strategy not just when cash is limited, but also as the company matures and the base salary closes the gap to the general market more and more. Providing equity to employees globally is an effective way to retain them.

Using an Employer of Record (EOR), like Teamed, to manage global teams and offer them equity has its own set of challenges and benefits. Our approach at Teamed ensures that while we manage the intricacies of employment law, compliance, and equity compensation on your behalf, we are also mindful of potential risks of offering the equity to EOR employees and work with you to help your business retain autonomy and minimise such risks.

This guide will help you understand how you can grant equity to your staff who are employed via an EOR and how you can manage these grants through the employee lifecycle.

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Challenges with EOR and Equity

EORs have changed how companies hire internationally. They handle the legal side of employment, like compliance, payroll, and benefits, making it easier to work across borders. Offering equity compensation through EORs is not always straightforward. When companies aim to provide equity to their employees by using an Employer of Record (EOR), they must thoroughly understand and comply with local laws or partner up with an expert, such as Equity People, who help businesses plan global equity schemes on a daily basis. This is to ensure that their equity offerings are both legally permissible and well-tailored to the needs of the employees hired through the EOR.

Understanding local requirements is critical as tax-incentivised schemes cannot be exported into other tax jurisdictions. This not only affects the availability of specific equity schemes for EOR employees but poses a broader challenge of navigating tax optimisation across borders.

Antony, our co-founder highlights the importance of addressing this issue: "The real challenge lies in the inherent complexities of offering tax-optimised equity compensation in a global landscape. It's important for businesses to understand that tax incentives designed within one jurisdiction often cannot be applied when employees are working in another. This aspect of global employment affects all companies, whether they employ through an EOR or directly.”

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What to think about when planning to build up an equity plan?

We’ve built the following list of aspects to consider when looking to draft up an equity plan:

Different Laws: Laws governing equity compensation vary from one country to another. This affects what kind of equity you would want to offer and how it's taxed - for both you as a company, and the employees.

Tax Rules: It's important to know how different types of equity, like NSOs and phantoms, are taxed in different countries to properly plan taxation events. It is important to have an EOR partner that can perform the withholding duties in these events.

Choosing the Right Equity Type: Whether you go for unapproved stock options, or tax optimised instruments such as, ISOs, and EMI, or something else depends on your company's setup, where your employees are, and whether they are employed directly or via an EOR.

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Types of Equity Plans:

Equity plans are often interpreted differently in each jurisdiction. Countries with high startup activity offer tax-optimised instruments whereas certain countries do not make tax-favorable instruments available. In general, for EOR employees, companies most often rely on non-tax optimised stock options, warrants, or phantoms. 

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These instruments are then given different names depending on the jurisdiction. For example, USA offers different types of instruments:_‍

Non-Qualified Stock Options (NSOs): These stock options can be given to anyone who works for the company, but they might not be the best for tax reasons.

Incentive Stock Options (ISOs): These stock options can be given to employees and they have a tax advantage.

Restricted Stock Units (RSUs): Employees get company shares after a certain time.

Stock Appreciation Rights (SARs) and Phantom Stocks: These offer bonuses based on the company's stock value without giving out actual stock options.

It’s worth noting, that you can't give e.g., Incentive Stock Options (ISOs) to people hired through an EOR because they're meant for direct employees only, but you can offer them NSOs.

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The UK also have their own version of tax-optimised schemes:

EMI: Stock options, with the highest tax optimisation available.

CSOP: Stock options, with slightly less favourable taxation.

In the UK, it is common to issue unapproved stock options to EOR employees. In the Nordics, it is common to encounter warrants offering tax-optimised terms that work slightly differently:

Stock Warrants: These let certain participants buy shares at a set price in the future, but participants are required to make an upfront payment to get the warrants.

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A Real-World Example: Building equity plans and employing them whilst hiring through a global EOR

Let's say you’re a SaaS business who hires global employees through an EOR but wants to start offering equity to their team members in Spain and Poland. Here's how you can make this happen whilst keeping your employees hired through Teamed.

First steps: You can tell Teamed of your plans and whether you have a plan already in place or need to craft a new one.

Redefining existing or building new custom plans: Our team can connect you with a partner, such as Equity People, to review your equity plan if you have concerns about risks or global compliance. Our partners can help ensure that your plans comply with the laws in Spain, Poland, and your base location. They can also create a totally new plan, taking into account the tax and legal regulations in each country.

Putting your equity plan into action: Your business can then set up the equity plan yourself (or with the help of a plan provider) and then our team at Teamed can facilitate the process of granting the incentives.

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Spela’s 3 tips for making the best kind of Equity Scheme

Equity schemes boost growth through increased employee engagement. But what can you do to ensure that your scheme directly improves company performance? 🤔 Use this checklist originally shared by Špela on LinkedIn:

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1. Make your scheme 𝘶𝘯𝘥𝘦𝘳𝘴𝘵𝘢𝘯𝘥𝘢𝘣𝘭𝘦.

To most people, equity is complicated because it’s unfamiliar territory. Break your scheme down into layman’s terms and ensure employees understand what you’re offering, how much you’re offering, and why you chose that number.

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2. Make your scheme 𝘤𝘰𝘮𝘱𝘦𝘵𝘪𝘵𝘪𝘷𝘦.

Benchmarking is a crucial part of building a scheme that enhances employee retention. Not only should your numbers be competitive, but your terms should be, too.

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3. Include a 𝘱𝘦𝘳𝘧𝘰𝘳𝘮𝘢𝘯𝘤𝘦-𝘣𝘢𝘴𝘦𝘥 element.

If you want to instill a “one team, one dream” mentality, incentivise employees based on company performance as well as individual performance. When times get tough, they’ll be motivated to get stuck in, and you’ll encourage collaboration and teamwork because everyone will push each other to strive for the best.

For your equity scheme to be worthwhile, it needs to increase performance and generate positive ROI.

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Understanding Local Rules

It's important to know and follow the local rules when offering equity. For example, in the EU, you might need to share a prospectus for equity offerings. In Brazil, you have to meet certain tax rules. This is why working with an expert such as Equity People can help make sure everything is done right.

With the right approach and partners, companies can offer global equity confidently, making their teams feel valued no matter where they are in the world.

Learn more about building equity schemes with Equity People or discover how our team can simplify your global hiring process by scheduling a meeting with us.

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Employer of Record UAE Guide for Paying Teams Across Multiple Countries

Key Takeaways

• Teamed is the unified global employment partner for mid-market companies managing international teams across multiple platforms, vendors, and employment models. An employer of record UAE can either add another silo to fragmented operations or become a core pillar in unified global employment operations.
• The UAE's digital enforcement through MOHRE and the Wage Protection System makes misclassification and informal arrangements highly visible to regulators. A well-governed EOR UAE arrangement creates structured, defensible records under UAE law.
• Choosing between contractors, an employer of record united arab emirates model, and a local entity changes who holds employment, visa, payroll, and end-of-service obligations. People and Finance leaders must align on a documented employment model strategy before hiring.
• European and UK headquartered mid-market companies should apply a repeatable, cross-functional framework to EOR versus entity decisions. Treat EOR as a strategic bridge with defined review milestones, not an indefinite arrangement.

You've got contractors in one system, EOR employees in another, and you're about to add a UAE hire that will live in yet another platform. Sound familiar?

Most mid-market companies hit this wall around 200-300 employees, when the patchwork of vendors becomes impossible to manage. Adding an employer of record UAE can deepen that fragmentation, or it can become the moment you consolidate fragmented global workforce platforms into something that actually works.

The difference comes down to whether you treat UAE as another point solution or as part of unified global employment operations. This guide shows you how to make that decision strategically.

How Can An Employer Of Record UAE Help You Pay Teams Across Multiple Countries?

A UAE employer of record becomes valuable when it consolidates contracts, payroll, and advisory governance across markets rather than operating as an isolated point solution.

Many mid-market firms already juggle contractors in Europe, a few entities, and different EOR vendors. Adding an employer of record UAE can deepen fragmentation if contracts, payroll, and visa data live separately. The alternative is choosing a partner that consolidates employment records into a single advisory framework spanning multiple countries.

In the United Arab Emirates, the EOR becomes the legal employer while you direct work. That split governs payroll, visas, benefits, and terminations. When aligned with European entities, it standardises documentation so cross-border reporting, audits, and workforce planning remain consistent and defensible across jurisdictions.

The strategic value of a uae employer of record extends beyond faster hiring than entity set-up. It creates audit-ready documentation under UAE law visible in MOHRE and WPS systems. This reduces misclassification exposure when UAE employees interact with European group entities or receive cross-border incentives and benefits.

Consider a UK-headquartered company with 500 employees expanding to Dubai. They already manage contractors across Germany and France, plus an entity in the Netherlands. Adding a standalone employer of record dubai vendor creates a fourth data silo. Choosing a partner that can consolidate UAE employment with existing European operations means one view of headcount, one payroll calendar, and one advisory relationship for compliance questions.

What Is An Employer Of Record UAE And How Does It Work In Dubai And Abu Dhabi?

An Employer of Record (EOR) is a third-party organisation that becomes the legal employer for a worker in a specific country, runs local payroll and statutory filings, and issues a compliant employment contract while the client company directs day-to-day work.

An employer of record UAE is a licensed local organisation that becomes the legal employer in the United Arab Emirates while the overseas company directs day-to-day work. When contracts are correctly registered, this structure is recognised by UAE authorities and supports compliant, documented employment.

The process works in three stages. First, the client sets role profile, compensation, and location. The EOR issues a compliant offer letter, prepares bilingual contracts aligned to MOHRE or the relevant free zone, and defines benefits, probation, and leave in formats suitable for UAE registration and future audit review.

Second, the employer of record dubai or employer of record abu dhabi coordinates visa sponsorship, medical checks, and labour cards. The EOR then registers the employment contract in MOHRE or the applicable authority. Payroll is configured to run through the Wage Protection System and mapped to agreed pay schedules.

Third, the client manages performance, goals, and deliverables. The EOR manages statutory benefits, contract variations, payroll processing, and filings. Clear role splits ensure documentation remains audit-ready, and the EOR advises on how to migrate contracts and benefits if the client later establishes a local entity.

Key UAE Employer Of Record Compliance Rules Mid-Market Companies Cannot Ignore

UAE labour and immigration frameworks rely on digital registration and wage tracking, concentrating compliance risk in contracts, working time, health insurance, and end-of-service benefits.

Contract Registration Requirements

All private sector contracts must be registered with MOHRE or the relevant authority before work begins. A uae employer of record prepares and submits compliant terms, ensuring that probation, leave, benefits, and dispute references match standardised formats that authorities and auditors expect to see.

The probation period in the UAE is capped at a maximum of six months from the date of joining. This cannot be extended or renewed under any circumstance. Once the six-month probation period expires, those months count fully toward continuous service, including eligibility for end-of-service benefits.

Working Time and Pay Rules

Working hours are limited to a maximum of eight hours per day or 48 hours per week under standard conditions. During Ramadan, daily working hours are automatically reduced by two hours for all employees. This reduction is mandatory and cannot be offset through compensatory time arrangements.

The Wage Protection System digitally tracks salary payments and employment contracts across all private sector employers. Informal European practices around overtime or verbal agreements about additional compensation become risky because WPS records pay and hours in detail, making deviations visible during inspections or disputes.

Insurance and End-of-Service Benefits

Medical insurance became mandatory for all private sector employees beginning in 2025. Employers must provide at least basic health insurance covering inpatient, outpatient, emergency, maternity, and essential treatments. Premium costs are fully borne by the employer and non-deductible from employee salaries.

End-of-service benefits represent one of the most significant financial obligations for UAE employers. Employees are entitled to 21 days' salary for each year of service during the first five years, and 30 days' salary for each additional year beyond five years. EOR-to-entity transitions require deliberate carryover of accrued end-of-service liabilities to avoid unexpected costs or employee disputes.

When Should European Mid-Market Companies Choose An Employer Of Record United Arab Emirates Instead Of An Entity?

Use compliance, commitment, and capability as your decision lens. EOR UAE suits early market testing, smaller initial teams, and limited in-country expertise. An entity fits when the UAE becomes a core hub requiring deeper local integration and sustained investment.

Cost Dynamics and Break-Even Analysis

EOR typically enables hiring within 7-10 working days compared to 8-12 weeks for entity establishment. This reduces opportunity cost during market entry. For a single employee in the UAE, an EOR typically costs £200-400 per month in all-inclusive fees, whereas a direct entity requires amortizing setup costs of £5,000-15,000 plus ongoing compliance infrastructure.

At approximately 10-15 employees, the cost curves intersect. Beyond 15 employees, a dedicated entity typically becomes the lower-cost model while providing greater operational control. The UAE is classified as a Tier 1 (low complexity) country in Teamed's Country Concentration Framework, with an entity threshold of 10+ employees for native English operations.

Strategic Bridge Approach

Treat EOR as a bridge, not an end state. Agree internal review milestones tied to headcount, revenue contribution, regulatory expectations, or partnership requirements. When those thresholds are reached, plan a structured transition that preserves employment continuity, benefits, and payroll histories without disrupting teams.

If speed, uncertainty, and limited internal UAE capability dominate, choose employer of record united arab emirates. If the UAE becomes a priority market with expanding teams and partner demands for local presence, plan the entity. If in between, use EOR with defined review gates and migration criteria.

How To Compare EOR UAE Providers From Employer Of Record Dubai To UAE Employer Of Record Platforms For Mid-Market Firms

Mid-market companies should prefer providers offering a single advisory relationship across markets and employment models. Avoid stacking a standalone employer of record dubai vendor on top of existing platforms if it cannot consolidate data and governance into unified global employment operations.

Compliance Depth Evaluation

Evaluate demonstrated mastery of MOHRE rules, WPS processing, visa sponsorship, health insurance, and end-of-service benefits. Ask for sample contracts, process maps, and audit-ready outputs that prove day-to-day compliance. A track record guiding clients through EOR-to-entity transitions matters more than software capabilities.

Treat vague liability statements and opaque pricing for employer of record services in uae as red flags. Insist on contract language that identifies the legal employer, allocates responsibilities for filings and claims, and explains how records will withstand labour or tax scrutiny across authorities and free zones.

Regional Consolidation Priority

European mid-market firms often carry vendor sprawl. Favour partners who can advise across Europe, the UAE, and wider GCC, not just sell a dubai employer of record. Seek unified reporting, coordinated payroll calendars, and consistent contract standards to avoid fragmented compliance ownership.

Ask explicit questions about continuity of employment history, benefits migration, and record retention during transitions from EOR to entity. If switching from one EOR provider to a different entity management provider, expect £15,000-30,000 per country in transition costs from management overhead and knowledge transfer.

How Do European Scaleups Use EOR Services Middle East And EOR Companies GCC To Build Regional Teams?

Many European scaleups place senior roles in Dubai via an employer of record uae while using eor services middle east in other GCC markets for sales or support. This allows rapid coverage, coordinated payroll, and standardised contracts while leadership tests where entities should later be established.

Portfolio Approach to GCC Markets

Evaluate eor companies gcc as a regional portfolio rather than separate country buys. Align contract frameworks, payroll reporting, and advisory input across the UAE, Saudi Arabia, and neighbours. This reduces policy conflicts, simplifies audits, and improves visibility over headcount, costs, and regulatory obligations.

A single advisory-led partner across GCC markets identifies rising risks, such as misclassification or sector-specific rules, and recommends when to shift from EOR to entity. Coordinated guidance avoids reinventing approaches in each country and preserves employment continuity during migrations.

Typical Regional Sequencing

Start with UAE leadership on EOR, add targeted country EORs for coverage, set review gates tied to strategic traction, then form entities where scale, control, and regulatory expectations demand permanence. Maintain unified dashboards for headcount, spend, and liabilities throughout the regional build-out.

Based on Teamed's advisory work with 1,000+ companies across 70+ countries, mid-market companies operating in 5-15 countries simultaneously face £50,000-150,000 annually in coordination costs when managing separate EOR providers, entity formation specialists, and local payroll vendors.

How Do A Saudi Arabia Employer Of Record And Employer Of Record In KSA Fit With Your UAE EOR Strategy?

Many European firms evaluate an employer of record in saudi alongside employer of record uae arrangements. Aligning contract standards, benefits, and compliance practices across these anchor markets prevents conflicts and inconsistent employee experiences.

Coordinated Standards Across Markets

A saudi arabia employer of record can support early market entry while an owned entity handles scale or regulated functions. Decide which roles belong on EOR and which should migrate or start within an entity, using criteria like strategic significance, regulatory sensitivity, and partner expectations.

Saudi Arabia and the UAE share formal frameworks yet differ in detail. Saudi Arabia is classified as Tier 3 (high complexity) in Teamed's framework, with mandatory Saudization (Nitaqat) requirements that mandate Saudi national hiring quotas by company size and sector. Advisory-led partners fluent in both jurisdictions prevent misapplying one country's assumptions to the other.

Joint Transition Planning

Plan EOR-to-entity transitions for UAE and Saudi Arabia together to avoid duplicated legal work and inconsistent benefits carryover. Regional sequencing clarifies when to prioritise KSA incorporation versus deepening UAE presence, based on sector risk, customer demands, and operational concentration.

Consider a VP People and CFO presenting to the board on Middle East expansion. A unified plan showing UAE at 8 employees on EOR with entity review at 12, and Saudi Arabia at 5 employees with longer EOR runway due to Saudization complexity, demonstrates strategic thinking rather than reactive vendor selection.

How Do You Build Unified Global Employment Operations Beyond The UAE For Mid-Market Companies?

Teamed is the unified global employment partner for mid-market companies managing contractors, EOR staff, and entity employees across multiple platforms. Unifying these models within one advisory framework gives People, Finance, and Legal leaders a consistent, auditable view of headcount, spend, and compliance everywhere.

Ending global vendor sprawl should be a conscious goal. Adding an employer of record uae should not add another disconnected tool. Instead, consolidate fragmented platforms, harmonise contract standards, and centralise payroll reporting to improve governance and reduce hidden liabilities across jurisdictions.

The typical evolution of fragmentation is predictable. An organisation establishes its first international operation through an EOR, then expands to additional countries with additional providers. Within five countries, most organisations manage payroll through three to five entirely separate systems, each with distinct data formats and reporting timelines.

Talk to the experts about structuring your UAE, GCC, and wider international employment models. The outcome is clarity, reduced risk, and a long-term strategy that survives audits and scale.

FAQs About Employer Of Record UAE For Mid-Market Companies

What is mid-market in the context of global employment?

Mid-market generally means companies with around 200 to 2,000 employees or revenue between £10M and £1B. These firms operate across countries but lack in-house specialists in every jurisdiction, so they need advisory-led partners to coordinate compliance and governance globally.

How should I choose between an employer of record uae dubai provider and an eor dubai specialist?

Focus on advisory depth, compliance track record, and integration into your wider model, not city branding or software demos. Prioritise providers that align UAE employment with your cross-border policies, payroll calendars, and audit requirements across regions.

What should I watch for when searching for an employer of record duba provider online?

Be cautious of vendors minimising misclassification risk, obscuring the legal employer, or glossing over MOHRE, WPS, and visa processes. Prefer transparent providers who allocate responsibilities clearly and can evidence audit-ready records and compliant payroll workflows.

How do eor companies middle east differ from global employer of record united arab emirates providers?

Regional companies may offer deeper GCC regulatory insight and local nuance, while global platforms emphasise scale. Mid-market firms should choose partners that blend regional expertise with the ability to support unified global employment operations across all employment models.

When does it make sense to move from an eor united arab emirates model to opening a local entity?

Transition when the UAE shifts from test market to strategic hub with expanding teams, closer customer interaction, and higher regulatory expectations. At 10+ employees with a 3+ year commitment, the economics and control benefits typically favour entity establishment.

What risks remain if we use eor saudi arabia alongside a saudi arabia employer of record or an owned entity?

EOR reduces day-to-day burdens but does not replace strategic judgment. You must still select roles wisely, coordinate policies with any entity, and plan transitions that protect benefits, records, and employment continuity across jurisdictions.

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Global employment laws can be your biggest headache. Each new market comes with its own set of complex rules and endless paperwork that can slow you down and cost you big. That's where an Employer of Record (EOR) comes in.

What is an EOR? 

An Employer of Record (EOR) allows you to easily build a global team. Imagine being able to snap up the brightest talent from around the world without getting bogged down by the hassle of legal paperwork. That's what an EOR offers. It steps in as the official employer, taking care of contracts, payroll, taxes, and the often confusing world of compliance in each country. This way, your business can grow internationally, all while staying on the right side of local laws.

Your team might sign their contracts with the EOR, but they're part of your business through and through. Behind the scenes, the EOR juggles the administrative circus of global hiring and employment, so you can focus on the big picture – growing your business.

Let's explore the top 12 situations where having an EOR makes life much easier for global employers:

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1. When Expanding into New Countries

Entering a new market overseas? An EOR can ensure your expansion goes smoothly and compliantly by managing in-country HR and payroll. As your EOR, Teamed can help you:

- Onboard talent fast in the new country following local employment laws

- Handle in-country benefits, payroll, taxes and employment compliance 

- Provide hiring best practices tailored for the new market

- Offer localised HR support 

This avoids delays from setting up your own entity while still giving you access to top local talent.

“Employing abroad actually became much easier than recruiting in the UK! Straight forward and without a hefty price tag.” Julia Mardell - Classic Folios 

2. Managing a Remote, Globally Distributed Team

If you have a remote workforce spread across multiple countries, managing HR and payroll yourself can become chaotic. With an EOR, you have a single point of contact for unified HR across borders.

As your EOR, Teamed can: 

- Onboard international employees swiftly, ensuring compliance

- Handle payroll, benefits and expenses in multiple currencies 

- Provide HR support tailored to local laws in each country 

- Offer advice on global mobility support when employees relocate

This creates uniformity across your distributed workforce and frees you up from HR logistics.

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3. For Short-Term Projects Overseas

Does your company need to hire overseas contractors or staff for a short-term project? An EOR allows you to do this quickly without having to set up your own local entity. 

Teamed can onboard and manage in-country employees just for the duration required. You avoid getting tied up with long term operational presence.

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4. During Mergers, Acquisitions or Restructuring

M&A deals and restructuring often involve integrating employees from different geographies, which gets complex fast. An EOR can smoothen out the process by:

- Transitioning and onboarding international employees with minimal disruption

- Ensuring payroll and benefits continuity during the change 

- Handling any localised compliance requirements 

- Providing transitional HR support and communication

- Management of TUPE for the transfer of employees

Teamed has managed global workforce integrations for multinational companies during times of change.

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5. For Risk Mitigation and Compliance

Staying on top of ever-changing local employment laws across countries is an uphill task. This poses major compliance risks as your company scales globally.

Partnering with Teamed as your EOR provides built-in risk management. Our in-house compliance experts ensure you are always abiding by the latest regulations in each country. Just focus on your business while we handle staying legally compliant!

“Thanks to Teamed, we swiftly sorted multiple HR compliance requirements challenges for our new hire in the US, and were able to onboard them smoothly. Super-efficient service with limited involvement on our end!”  Kleodora Brahimi - Velez Managed Services

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6. To Access the Best Global Talent

The right talent can be hard to find, and global teams usually outperform local ones. By partnering with an EOR like Teamed, you get support to:

- Access expert partners to source professionals with niche skill sets from anywhere in the world

- Assess international candidates effectively 

- Navigate global work permits and visa sponsorships

- Onboard top talent from different countries seamlessly  

This allows you to build well-rounded teams with diverse global perspectives.

7. For Significant Cost Savings

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Setting up your own entities and offices internationally involves high costs. An EOR reduces expenses by:

- Eliminating the need for physical overseas presence

- Providing flexible hiring as-needed instead of large fixed overheads

- Handling HR, payroll and compliance cost-effectively through economies of scale

- Option to have a Local Directorship 

- Local bank account for smooth financial transactions. 

Teamed offers access to global talent pools with minimal operational costs and investment.

“…Teamed has been incredible. What's remarkable is that they didn't really charge us any extra fees for the extra work involved. Yes, there were some additional costs, but the value we received was easily a hundredfold. It's been a truly worthwhile investment.” Shivani Phull - Pixelynx 

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8. For Faster Hiring and Onboarding

In today's skills-scarce environment, hiring quickly is key. However, the traditional process of onboarding international employees can take months. 

The areas an EOR can support you in: 

- Localised, streamlined hiring following in-country best practices  

- Compressed onboarding timelines - as fast as 24 hours!

- Swift visa and work permit support  required

This agility lets you staff up global project teams on-demand.

9. For Web3, Blockchain and Next-Gen Technology Companies

In the rapidly evolving arenas of AI, blockchain and emerging technologies, businesses face unique challenges that demand specialised understanding. These industries don't just move fast — they're redefining the future of work, and a one-size-fits-all approach doesn't cut it.

Services an EOR can provide for blockchain and next-gen technology companies include:

• Onboard talent from anywhere to build globally distributed teams 
• Provide flexible contracts suiting project-based work
• Remain legally compliant as regulations evolve  

Where Teamed gives you an extra edge is: 

• Access to expert partners to support you sourcing specialist talent 
• Simplifying payroll in the currency of the future — crypto — handling it with as much ease as traditional currencies.
• Ensuring your operations stay ahead of the regulatory curve in blockchain and AI, adapting to the latest legal changes as swiftly as the tech itself evolves.

“As a web3 company, we felt it was important to work with an EOR that understood us - in Teamed, we have that. Teamed get us and they get web3.” Anil Kumar - Lunganodes 

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10. Navigating Intellectual Property and Data Security Globally

Protecting intellectual property (IP) and ensuring data security are critical in the digital age, especially when your team spans multiple countries with varied legal frameworks. An EOR like Teamed becomes indispensable in these situations, safeguarding your sensitive information across borders.

Here’s how Teamed can assist:

• Support with IP agreements compliant with local laws.
• Support with stringent data protection protocols to meet international standards.
• Guiding employees through privacy policies, ensuring everyone is informed and responsible.

By managing the complex interplay of global IP rights and data security, Teamed supports you to maintain confidentiality and integrity, giving you peace of mind as your business grows internationally.

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11. Navigating Downsizing with Dignity and Compliance

When market dynamics shift, sometimes businesses must make tough decisions about their workforce. An EOR helps to downsize with precision and care by:

• Assisting with sensitive exit procedures in compliance with local laws.
• Providing transitional support to both the company and the affected individuals.
• Reducing potential legal and financial exposures associated with terminations.

Teamed ensures that if you need to resize your team, it’s done professionally and compassionately, reflecting your brand's values and ethos.

“…Working with Teamed made a challenging time more manageable. They handled the complexities of downsizing across different countries with sensitivity and expertise, ensuring compliance every step of the way." - Shivani Phull - Pixelynx

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12. For Scalability as Your Business Grows

As your company expands, so do your HR needs - but scaling globally yourself has challenges. With an EOR like Teamed, you get:

- The ability to hire overseas talent on-demand 

- A designated HR manager no matter where you operate

- Flexibility to enter new markets without local setup 

- Seasoned expertise as your workforce grows  

This makes it easy to scale your business faster across borders.

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Why Teamed is the Top Choice as Your EOR

While dozens of EORs exist today, Teamed stands out as the forward-thinking EOR purpose-built for modern global employers.

For starters, Teamed offers specialised support for blockchain, AI and other leading-edge technologies. We understand the unique needs of innovative companies building the future of work.

Plus, our platform is extremely fast - you get dedicated account managers and can onboard talent worldwide in as little as 24 hours! This agility empowers fast-growth startups and dynamically changing organisations.

Teamed also provides high-touch, personalised support. Our experts become an extension of your team, providing strategic advice tailored to your specific business needs as you scale globally. 

In short, Teamed combines next-gen tech expertise with deep global employment knowledge. This powerful blend makes us the number one choice as your EOR in 2023 and beyond!

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Conclusion

Expanding globally presents complex human resources and compliance challenges. Whether you're a startup entering new markets or a large company managing an international workforce, an Employer of Record is essential.

Teamed stands out as the forward-thinking EOR designed for the future of global employment. By partnering with Teamed, high-growth companies worldwide can access top talent globally and manage distributed teams efficiently. 

Get in touch with our team today to simplify your global employment process, let's make it easy.

‍The Basics of Classification: What's the Difference?

Determining whether someone is an employee or a contractor can be tricky, but it's crucial for getting things right at work. Whether you're hiring a Mark, an Ina, a Michael, or anyone else globally, understanding the key differences that define their status is essential. Proper classification helps you avoid fines, protect your staff, and maintain your reputation.

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Who's an Employee?

• Simple Terms: An employee works regularly for a business and usually has set hours and a steady salary. They might get perks like holiday pay or a pension.

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And who’s a Contractor?

• A Bit Different: Contractors are more like their own bosses. They usually work on specific projects and don't get the regular perks that employees do. They have more say in how they work. They usually handle their own taxes and social security obligations.

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Does the classification change around the world?

• Yes, it does: The rules about who is an employee and who is a contractor can vary a lot from one country to another.

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Knowing these basics helps us understand why it's important to get it right, whether you're hiring someone or working yourself.

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Employee vs Independent Contractor : The Legal Side of Things

Understanding the legal differences between an employee and an independent contractor is essential, especially when it comes to rights and responsibilities.

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Employees: What Are Their Rights?

• Legally Speaking: Employees have certain legal rights, like protection against unfair dismissal and entitlement to holiday pay. For example, in the UK, these are covered under laws like the Employment Rights Act.
• Enlist the right support and stay compliant: By using a solution, such as an Employer of Record (EOR), you can ensure compliance with local employment requirements, for example concerning employee benefits or remote work rules. For more insights on the rules and regulations for remote employees, check this article.

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Independent Contractors: A Different Story

• Freedom with Caveats: Contractors have more freedom but fewer legal protections. They usually don't get the same benefits as employees.
• EOR for Contractors: When dealing with contractors, an Employer of Record (EOR) can be a big help. Read more about it here: EOR for Contractors.

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Global Differences

• Across Borders: Laws can vary greatly from one country to another, making global employment complex. 
• Partnering with an expert: Our global employment service is built to help businesses to navigate global compliance with ease.

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Employee Misclassification Risks

• Why Correct Classification Matters: Correct classification is key to fair work practices and legal compliance and can be a costly mistake when mismanaged. Getting it wrong when classifying someone as a contractor or employee can have serious consequences and lead to legal troubles and financial penalties. This includes issues like back taxes and missed benefits.
• Find Out More: For a deeper understanding, see my article on employee misclassification. This will guide you further through the importance of getting classification right.

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Our need to convert two contractors to full-time employees in Spain was managed effortlessly through the Teamed platform and their accompanying services. - Rachel Blezard, SpotQA

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Making the right choice: an employee or a contractor?

Deciding between hiring a contractor and an employee isn't just about understanding definitions and legalities; it's about making the right choice for your business and the people you work with to ensure smoother cooperation and happier teams.

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Key Takeaways:

• Get It Right: Understand the differences and legal implications to make informed decisions.
• Global Awareness: Keep in mind the varying international laws and practices.
• Trust an Expert: Rely on Teamed to navigate the complexities of global employment, ensuring compliance and efficiency.

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Whether you're building a local team or a global workforce, making the correct classification between employees and contractors is crucial. It's not just about legal compliance; it's about fostering a fair and effective work environment. If you're growing your global workforce and ever in doubt, remember that our team is here to guide you through these decisions, making global employment simple and straightforward.

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For more insights and support, take our Employee or Contractor quiz or explore our global employment services. Let's build your world-class team, the right way.

In our global economy, mastering international payroll management is key for businesses wishing to span over multiple countries. At Teamed, we specialise in making international payroll management simpler and more efficient for businesses expanding worldwide.

What is global payroll management?

Global payroll management involves more than just paying employees in different countries. It's a complex process that requires an intimate understanding of varied tax laws, labor regulations, and cultural nuances. This process encompasses accurate salary calculations, tax withholdings, compliance with diverse labor laws, meticulous record keeping, and efficient vendor management.

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Key Components of Effective Global Payroll Management

• Payroll Processing and Calculation: Beyond mere number crunching, this involves understanding the subtleties of social security contributions, statutory deductions, and benefits packages in various countries. For example, calculating end-of-year bonuses in Italy requires knowledge of the "13th-month" salary custom.
• Tax Withholding and Compliance: It's not just about deducting taxes. It's about understanding the intricacies of tax laws, such as the PAYE system in the UK versus the IRS regulations in the US.
• Labor Law Compliance: This is where local expertise shines. When going global knowing the ins and outs of the Swedish Annual Leave Act (1977/480) or the Brazilian CLT (Consolidation of Labor Laws) can become essential.
• Record Keeping and Reporting: Keeping track of payroll records for auditing and compliance purposes, which can be especially complex when dealing with multiple currencies and accounting practices.
• Vendor Management and Data Security: Building and maintaining robust relationships with global vendors is critical, as is ensuring GDPR compliance when handling employee data in Europe.

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Factors impacting international payroll management

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FX Rate considerations:

• Foreign exchange (FX) rates represent the value at which one currency can be exchanged for another. Monitoring FX rates is essential when managing a global payroll as it impacts the calculator and disbursement of payroll in different currencies. Failure to consider FX rates may lead to financial issues and reduced employee satisfaction.
• Ensure you consider FX rates so that your employees receive fair and competitive wages regardless of location. Additionally, regular monitoring of FX markets, collaboration with financial institutions, and leveraging technology solutions can help mitigate FX rate risks.

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Regulatory compliance:

• ‍Regulatory compliance involves adhering to local tax regulations, labour laws, and legal requirements in each country where your employees are located. These regulations govern various aspects of payroll management. The major challenge in global payroll management is the diverse and ever-changing nature of labour laws across regions. Keeping track of all of these simultaneously while taking the necessary actions to comply with those laws is tedious. Continuously monitor and understand updates in tax laws, labour regulations, and employment practices. Keep track of changes in tax rates, new reporting requirements, and any revisions to labour laws that may impact payroll operations.
• Having local knowledge of compliance is a competitive advantage for companies looking to expand abroad. It is vital for ensuring compliance with diverse legal frameworks, tax regulations, and labour laws, safeguarding companies from penalties and legal issues, and upholding their reputation.

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Cultural and regional differences:

• When managing a global payroll, you need to consider several cultural and regional factors. Local customs and ways to deal with paying salaries and bonuses must not be overlooked. ‍
• Paid time off and public holidays: Different countries have laws regarding paid time off and the minimum to offer. You are also expected to provide days off on public holidays.‍
• Time zone differences: For smooth operations, including employee communication and processing of salaries, you need to be aware of the time zone differences.‍
• Salary: Set salaries that are competitive in the market and subject to the country's minimum wage laws. Hiring internationally can mean cost savings on labour at face value but you should always look at paying competitive rates.
• Benefits: For example, there are varying laws regarding employee benefits across countries. Some countries, like South Africa, require employers to contribute to the Workers' Compensation Fund.

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Data security:

• Data security is another critical factor that impacts global payroll management. It includes taking measures to prevent unauthorised access, personal data disclosure, and other privacy breaches.
• You can ensure data compliance within your organisation by implementing robust security measures, encryption, access controls, and regular data backups. Regular security assessments, audits, and risk assessments can mitigate potential risks.

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How to effectively manage global payroll:

Develop a comprehensive payroll strategy

To begin implementing effective global payroll management, you must develop a comprehensive payroll strategy that aligns with the organisation's goals and needs. Let's look at how you can start creating a strategy:

• Assess payroll needs: Consider factors such as the number of employees, geographic location, and specific payroll requirements. This will determine the scope of the payroll operations.

• Create a centralised payroll framework: Involves establishing payroll policies, procedures, and systems. This will enable consistent payroll calculations and data management and improve overall accuracy.

• Identify key stakeholders: HR teams, finance departments, tax specialists, and external service providers. Clear communication with stakeholders will ensure everyone is aligned with the payroll strategy.

In the beginning, a solid global payroll strategy will promote efficiency and support the organisation's overall objectives.

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Leveraging technology solutions

Using international payroll management software and automation tools can significantly streamline payroll processes. They can help generate accurate payslips, automate calculations, and withhold taxes. Some tools also have features for compliance, reporting, and HR functions.

Some global payroll software you can make use of include:

• Cloud-based payroll systems provide centralised access to payroll data and allow payroll teams to access and store information anywhere, anytime. These systems also have robust security measures in place.
• Time and Attendance Systems: Time and attendance software tracks employee work hours, leave, and attendance data. Integration with payroll systems enables accurate calculation of wages based on time worked and attendance records.
• Integration with Human Resources Information Systems (HRIS): This will ensure seamless data flow and integrate different HR and payroll management aspects. It also reduces data duplication, improves accuracy, and enhances overall efficiency.
• Reporting and Analytics Tools: Reporting and analytics software provides data visualisation and insights into payroll metrics, costs, and trends. These tools enable organisations to monitor key payroll indicators.

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Partnering with a global service provider

With the right payroll service provider, you can expand internationally, reduce complexity and administrative burdens, free up time and internal resources, and ensure accurate payroll processing. Choosing the right payroll service provider, like Teamed, is crucial for international expansion.

Our global payroll services streamline complex processes, ensuring operational efficiency, compliance, and financial integrity, thereby enhancing employee satisfaction and aiding global business expansion.

Teamed's Unique Approach to Global Payroll Management

‍Unlike some other international payroll alternatives such as Oyster, Papaya Global, and Deel, Teamed offers a blend of state-of-the-art technology with real-world, human-driven support and clear pricing per employee with no hidden surprises. This approach ensures a deeper understanding and custom-tailored solutions that set us apart in the global payroll landscape as a trusted partner.

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Make global payroll management easier with Teamed

In conclusion, global payroll management is a complex and critical function for businesses with employees across borders. It involves navigating diverse regulatory landscapes, cultural considerations, and technological challenges.

However, with the right strategies and tools, organisations can streamline their payroll processes, ensure compliance, and provide accurate and timely compensation to their global workforce.

Partnering with a reliable global employment services provider like Teamed can significantly simplify and enhance the payroll management journey.

Our deep understanding of local regulations, data security and privacy commitment, and client satisfaction dedication will help you set up seamless and reliable payroll operations worldwide. Embrace the ease and confidence Teamed brings to managing your international payroll requirements. Get started today!