Cross-Border Hiring

The $100M mistake to avoid when establishing compensation bands for your global office locations A mistake I sometimes see when companies set up their global compensation practices is to take one, and only one, pay differential for that new country/region and then apply it against the HQ-location compensation bands. On the one hand, this is a simple way to establish the pay practices for a global office location. However, it is an oversimplification that leads to either overpaying or underpaying talent requisite with a company’s target compensation philosophy. In particular, the global pay differentials for sales reps tend to be markedly more compressed than for other job functions such as engineering. I find this very interesting. Let’s take a look. ___________ Example: Your HQ is in SF. You decide to open an office in London. The average pay differential between SF and London in Pave is 66%. Your P4 SWEs in SF make $200k. And your ENT sales reps make $250k. (These are the band midpoints for argument's sake here.) Given the 66% average SF<>London pay differential, you decide to pay your UK P4 SWEs $132k (£99.9k GBP) and your UK ENT sales reps $165k USD (£124.9 GBP). Seems simple and easy, right? Not quite. Turns out, the pay differential for SF<>London SWEs is 63%. Meanwhile, the pay differential for SF<>London sales reps is 87% (!). Instead of £99.9k GBP, your London P4 SWEs should make closer to £95.4k GBP. And instead of £124.9 GBP, your London ENT sales reps should make closer to £164.6k GBP. If you do not take job function into account when setting your London compensation bands, you will likely be overpaying your SWEs and substantially underpaying your sales reps in that office. By the way, this simple example doesn’t take other variables such as job level into account. Often (but not always), pay differentials get more compressed at senior levels. Bottom line–pay differentials are a useful starting point for designing global compensation bands. But it is vital to go deeper on the dimensions of job function, job level, and more when setting up global comp bands. And yes, sales tends to have more compressed pay differentials in most global regions in Pave’s dataset versus the USA. This is likely driven by the nature of how sales comp is so tightly linked to revenue outcomes, meaning that it is a bit more “bottoms up” in nature versus other job families which are more subject to localized labor market forces. ___________ To zoom out a bit, let’s suppose your company has 4,000 employees and the average all-in cost (cash, equity, benefits) per employee is $250,000. This means you are spending roughly $1B (with a b) per year on headcount. A bil! 10% of $1B is $100M. Seemingly small percentage errors–10%, for argument’s sake–in your compensation bands have massive financial and/or employee retention impact at scale. Precision matters. Pay with confidence. #pave #benchmarks #global #compensation

Our latest State of Global Compensation Report - featuring equity insight from our partners Carta - just dropped, and this one is led by Jessica, Deel’s own Head of Global Compensation. Jess shapes Deel’s comp strategy and has been foundational to how we think about fairness and competitiveness across 150+ countries. This new edition gives HR and comp leaders real, actionable insights on how to navigate a fast-changing pay landscape. Highlights: - Equity is going global. With Carta’s data, we’re seeing ownership become a powerful way to build wealth and alignment across borders, especially in Brazil and India. - AI and tech roles are redefining pay norms. Specialized talent is commanding 20–25% premiums, pushing teams to rethink comp structures. - Gender pay gaps persist, but are progressing in countries like Brazil and Colombia shows what’s possible with transparency and intentional hiring. - Contractor markets are maturing. Countries like Argentina and Mexico are thriving hubs for flexible, high-skill talent. If you’re building or scaling a global team, Jessica’s insights offer a practical roadmap for fair, data-driven compensation design. Read on 👉 https://lnkd.in/dtmXytds

Feeling global, stuck local? Visibility travels better than you think. Thinking of working in another country? You’re not alone. Millions want in. Few know what actually gets results. Buzzwords don’t help. And neither do job boards. Expat job search needs a smarter playbook. Let’s bust the myths holding most people back 👇 𝑴𝒚𝒕𝒉 1: You must already live there to get hired Wrong. Use “Open to” with target cities—recruiters can still find you. 𝑴𝒚𝒕𝒉 2: Only locals get interviews False. International roles value English, soft skills, and mobility. 𝑴𝒚𝒕𝒉 3: Online applications are enough Nope. Most jobs come through referrals, not portals. 𝑴𝒚𝒕𝒉 4: You need a local address to be credible Not true. A virtual number + relocation line builds trust fast. 𝑴𝒚𝒕𝒉 5: Visa support is for unicorns Hardly. Shortage roles + clear value = realistic sponsorship. 𝑴𝒚𝒕𝒉 6: You must meet every requirement No. If you match most, apply. Growth mindset > perfect match. Visibility abroad isn’t luck. It’s layered, learnable, and completely within your control. So here’s how you build presence—before you even move 👇 📌 Switch your location in Open to Work Click “Open to” under your photo. Add up to 5 cities. Recruiters in those areas will see you in searches. 📌 Update headline with relocation intent Example: Product Manager | Relocating to Berlin This boosts local visibility and shows you’re serious. 📌 Add move plans to your About section Include timing + target city in one clear sentence. Example: Relocating to Amsterdam by September 2025. 📌 Use a local or virtual phone number Buy a number for your target country. Add to Contact. Signals commitment and increases reply rates. 📌 Join local LinkedIn groups Search groups by city or sector. Comment on posts to boost local presence. You don’t have to live there to show up there. Which country is on your bucket list?

After being hired 4x by the same client from Europe, I’ve reflected on the key lessons that make collaboration effective and meaningful Here’s what I’ve learned: ❎ Understand their visible needs only ✅ Understand their underlying needs → Building trust & understanding takes time & patience ❎ Stick to the rules/SOP/guidelines only ✅ Communicate clearly & adjust to their communication style → Effective communication builds safety, comfort, and trust ❎ Assume everyone knows your culture ✅ Prioritize mutual understanding & respect across cultures → Embracing diversity with empathy strengthens relationships It means, Collaboration is not just about completing work It’s about building deeper relationships So, here are a few things I aim to keep in mind: —Stay consistent —Ask for feedback regularly —Keep learning and adapting to fill gaps PS: Are there any other lessons that are often overlooked that you would like to add?

𝗪𝗵𝗲𝗻 𝗽𝗲𝗼𝗽𝗹𝗲 𝗵𝗲𝗮𝗿 𝗜 𝗺𝗮𝗻𝗮𝗴𝗲 𝗮 𝗳𝘂𝗹𝗹𝘆 𝗿𝗲𝗺𝗼𝘁𝗲 𝘁𝗲𝗮𝗺 𝗼𝗳 𝟭𝟭, 𝘁𝗵𝗲𝘆’𝗿𝗲 𝗼𝗳𝘁𝗲𝗻 𝘀𝘂𝗿𝗽𝗿𝗶𝘀𝗲𝗱. What’s even more surprising is the kind of team we’ve built — not just remote, but sharp, driven, and values-aligned. They’re young. They’re hungry. And they care deeply about the work. What brings us together isn’t just the job — it’s a shared commitment to: • Pursuing excellence • Continuous marginal gains • Building for the long term • Elite teamwork And no — this didn’t happen by accident. It’s the result of an intentional hiring and onboarding process I’ve refined over the years. If you’re a founder scaling remotely, here’s what’s worked for me: 𝗦𝘁𝗲𝗽 𝟭: 𝗕𝗲 𝗯𝗿𝘂𝘁𝗮𝗹𝗹𝘆 𝗰𝗹𝗲𝗮𝗿 𝗮𝗯𝗼𝘂𝘁 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂’𝗿𝗲 𝗵𝗶𝗿𝗶𝗻𝗴 𝗳𝗼𝗿. Know the role, skillset, and mindset that’ll thrive in your culture. If you’re vague, expect vague results. 𝗦𝘁𝗲𝗽 𝟮: 𝗪𝗿𝗶𝘁𝗲 𝗷𝗼𝗯 𝗱𝗲𝘀𝗰𝗿𝗶𝗽𝘁𝗶𝗼𝗻𝘀 𝘁𝗵𝗮𝘁 𝗮𝘁𝘁𝗿𝗮𝗰𝘁 𝗮𝗻𝗱 𝗳𝗶𝗹𝘁𝗲𝗿. Don’t just list duties. Highlight your values and what makes your company different. This draws the right people in — and repels the wrong ones. ✅Pro tip: Include a small test: “To apply, email hr@omnidigital.com.sg with the subject line: ‘Account Manager.’” Many skip this — and that alone filters for attention to detail. 𝗦𝘁𝗲𝗽 𝟯: 𝗜𝗻𝘁𝗲𝗿𝘃𝗶𝗲𝘄 𝘄𝗲𝗹𝗹. Be professional. Sell your company. The best talent has options. Set expectations early. 𝗦𝘁𝗲𝗽 𝟰: 𝗨𝘀𝗲 𝗼𝗻𝗹𝗶𝗻𝗲 𝗮𝘀𝘀𝗲𝘀𝘀𝗺𝗲𝗻𝘁𝘀. It helps us compare candidates quantitatively and test commitment. ~30% don’t even attempt it — and that’s the point. It filters fast. 𝗦𝘁𝗲𝗽 𝟱: 𝗖𝗮𝘀𝗲 𝘀𝘁𝘂𝗱𝗶𝗲𝘀 𝗿𝗲𝘃𝗲𝗮𝗹 𝘁𝗵𝗶𝗻𝗸𝗲𝗿𝘀. Real-world tasks test communication, clarity, and effort. The best candidates deliver thoughtful work — not just fast work. 𝗦𝘁𝗲𝗽 𝟲: 𝗢𝗻𝗯𝗼𝗮𝗿𝗱𝗶𝗻𝗴 𝗶𝘀 𝘄𝗵𝗲𝗿𝗲 𝗰𝘂𝗹𝘁𝘂𝗿𝗲 𝗶𝘀 𝗺𝗮𝗱𝗲 𝗼𝗿 𝗯𝗿𝗼𝗸𝗲𝗻. We set new hires up with: • A buddy • Full access to tools • 30, 60, and 90-day milestones • Daily + weekly check-ins One wrong hire can quietly ruin a good culture — I’ve seen it firsthand. 𝗦𝘁𝗲𝗽 𝟳: 𝗘𝘃𝗮𝗹𝘂𝗮𝘁𝗲 𝗵𝗼𝗻𝗲𝘀𝘁𝗹𝘆 𝗮𝗻𝗱 𝗲𝗮𝗿𝗹𝘆. Watch closely in the first 2–4 weeks. If they’re not aligned, give feedback. Still not working? Let go quickly. I’ve kept the wrong hires too long — it cost us more than just salary. Building a remote team isn’t about hiring fast. It’s about hiring right. People who share your standards. Who want to grow with you. Who raise the bar for everyone else. It takes work — but when you get it right, it changes everything. 𝗚𝗼𝘁 𝗮𝗻𝘆 𝘂𝗻𝗱𝗲𝗿𝗿𝗮𝘁𝗲𝗱 𝘁𝗶𝗽𝘀 𝗳𝗼𝗿 𝗵𝗶𝗿𝗶𝗻𝗴 𝗿𝗲𝗺𝗼𝘁𝗲 𝘁𝗮𝗹𝗲𝗻𝘁? 𝗜’𝗱 𝗹𝗼𝘃𝗲 𝘁𝗼 𝗵𝗲𝗮𝗿 𝘁𝗵𝗲𝗺.

UK employers think visa sponsorship costs £20k. It actually costs less than your daily coffee. I've heard employers tell my students: → "Sponsorship costs are too high" → "We don’t have the budget" → "We don't sponsor for this particular role" And honestly — I understand the hesitation. Visa rules seem complicated. Costs sound high when you don't have the full picture. Here’s what many employers believe: ↳ £20k+ in visa expenses ↳ Months buried in paperwork ↳ Unexpected fees around every corner But here’s the real cost breakdown 👇 ↳ Sponsor licence (large company): £1476 (one-time) ↳ Certificate of sponsorship: £239 (per employee) ↳ Immigration skills charge: £1000 per year Spread over a 3-year sponsorship? It’s works out to ~£3 per day. Now, here’s the true cost of NOT sponsoring: ↳ Average time to fill a vacancy: 3–4 months ↳ A single unfilled role can cost £40,000+ Hiring an international graduate gives you: ↳ A loyal and committed team member ↳ Fresh energy and global insights £3 a day isn’t just a cost. It’s an investment that: → Brings you loyalty and commitment → Costs less than your daily coffee If you're a UK employer reading this, this mindset shift should help. ♻️ Repost to help UK employers understand the real cost.

🌍 Want to work abroad? Aim for companies that are already global. One of the smartest ways to land an international job — especially with relocation support — is by targeting multinational companies. Think Google, Amazon, Siemens, SAP, Microsoft, and many more. Why it works: ✅ These companies have offices around the world ✅ Many offer visa sponsorship and relocation packages ✅ Internal mobility is encouraged — so you could start locally and transfer globally ✅ They’re often more experienced in hiring international talent 💡 Pro Tip: Use filters like “relocation,” “visa sponsorship,” or “global mobility” when searching their career pages or job boards. Also, check if they run: 🔹 Graduate programs with global tracks 🔹 Remote roles with future relocation opportunities 🔹 Internal transfer programs for existing employees 📌 Bonus: Multinationals tend to have structured onboarding, cross-cultural teams, and strong support systems — great if you're moving to a new country for the first time. The world gets smaller when you get strategic. Start global from day one. 🌐💼 Are you targeting any multinational companies in your job search? Let’s talk about it below Sandeep Khaira⬇️

The lesson I take from so many dispersed teams I’ve worked with over the years is that great collaboration is not about shrinking the distance. It is about deepening the connection. Time zones, language barriers, and cultural nuances make working together across borders uniquely challenging. I see these dynamics regularly: smart, dedicated people who care deeply about their work but struggle to truly see and understand one another. One of the tools I often use in my work with global teams is the Harvard Business School case titled Greg James at Sun Microsystems. It tells the story of a manager leading a 45-person team spread across the U.S., France, India, and the UAE. When a major client system failed, the issue turned out not to be technical but human. Each location saw the problem differently. Misunderstandings built up across time zones. Tensions grew between teams that rarely met in person. What looked like a system failure was really a connection failure. What I find powerful about this story, and what I see mirrored in so many organizations today, is that the path forward is about rethinking how we create connection, trust, and fairness across distance. It is not where many leaders go naturally: new tools or tighter control. Here are three useful practices for dispersed teams to adopt. (1) Create shared context, not just shared goals. Misalignment often comes from not understanding how others work, not what they’re working on. Try brief “work tours,” where teams explain their daily realities and constraints. Context builds empathy, and empathy builds speed. (2) Build trust through reflection, not just reliability. Trust deepens when people feel seen and understood. After cross-site collaborations, ask: “What surprised you about how others see us?” That simple reflection can transform relationships. (3) Design fairness into the system. Uneven meeting times, visibility, or opportunities quickly erode respect. Rotate schedules, celebrate behind-the-scenes work, and make sure recognition travels across time zones. Fairness is a leadership design choice, not a nice-to-have. Distance will always be part of global work, but disconnection doesn’t have to be. When leaders intentionally design for shared understanding, reflected trust, and structural fairness, I've found, distributed teams flourish. #collaboration #global #learning #leadership #connection Case here: https://lnkd.in/eZfhxnGW

It's been unbelievable to see such a strong response to sharing our pool of talent on Linkedin last week. The urge to support high-potential talent in Palestine, Jordan and Lebanon is clearly strong. What I've noticed is for folks who aren't familiar with hiring remotely in these countries is that they have the same questions. I've been doing this now for the last 6 months so let me share some insights into why + how to hire here: 1. Access to a highly skilled and educated pool These regions boast a growing number of professionals skilled and often educated in top local and international institutions. Palestine in particular has one of the highest literacy rates in the world. 2. Cost-Effectiveness Hiring remotely in these regions allows companies to leverage high-quality talent at competitive rates, often significantly lower than much of the GCC, US and European markets. This creates an excellent cost-to-value ratio. Check out our salary guide in comments. 3. Language skills Professionals from these regions often have strong cultural adaptability, familiarity with Western markets and ways working. The standard of English is high and talent brings stong multilingual capabilities, including English and Arabic, which are valuable for expanding into MENA markets. 4. Time zone The time zones in Palestine, Jordan, and Lebanon (GMT+2 or +3) are strategically positioned to overlap with working hours in Europe, Africa, and parts of Asia, enabling seamless collaboration. The majority of our team is based in Palestine - they are one hour ahead of Berlin. A typical working week in these countries is from Sunday to Thursday. This gives our business a strategic advantage as it means we cover 6 days of the week working. With that said - a lot of tech talent is flexible and willing to work Monday - Friday. 5. Social impact Hiring from these regions contributes to job creation, reduces unemployment, and supports economic growth in areas that have experienced challenges, fostering a positive corporate social responsibility (CSR) impact. 6. Gender diversity in Software Development roles In Palestine 49% of tech graduates are women. At TAP 60% of our talent pool are women. You rarely need to ask us to find women because our lists will always have a mixed pool. 7. Resilience and work ethic Talent in these regions often demonstrate high levels of resilience, adaptability, and commitment due to their challenging environments, translating to motivated and dedicated team members. 8. Remote hiring services Don't have an entity here? No problem, there are plenty of services enabling this. We have an inhouse EOR service for our clients and also partner and regularly recommend RemotePass, who are our own EOR. Stop making excuses, and start tapping into this region. I assure you won't look back.

Finding a job as an international student is already tough. But securing a company willing to sponsor an H-1B visa? That’s an entirely different challenge. Not every company is open to hiring international candidates. Some avoid sponsorship due to costs and paperwork, while others don’t understand the process. This means international students need a different job search strategy. Instead of applying everywhere, focus on companies that: - Have a history of sponsoring H-1B visas (track record matters). - Already have international employees on their team (they understand the process). - Are large enough to afford sponsorship (startups can be hit or miss). - Companies Known for Sponsoring H-1B Visas (Based on past sponsorship trends) + Tech & Software: Apple, Netflix, Uber, Airbnb, Salesforce + Finance & Consulting: JPMorganChase, Goldman Sachs, Citadel, BlackRock, McKinsey & Company, Boston Consulting Group (BCG), Deloitte, PwC + Healthcare & Biotech: Johnson & Johnson, Pfizer, GSK, Amgen + Engineering & Manufacturing: Tesla, GE, Boeing Many of these companies actively recruit international talent and have well-established visa sponsorship processes. Now... How can YOU Increase Your Chances of Getting Sponsored? + Check the company’s H-1B history – Use platforms like MyVisaJobs or H1BGrader to see if they’ve sponsored before. + Leverage referrals – A warm introduction from an employee can make a huge difference. + Optimize your LinkedIn and resume – Make it clear that you bring skills worth sponsoring. + Use your STEM OPT first – Many companies are more open to hiring candidates on OPT before committing to H-1B. + Be upfront in interviews – If sponsorship is a must, clarify it early in the process to avoid wasting time. Visa sponsorship is a hurdle, but it’s not impossible. The key is targeting the right companies, networking strategically, and making yourself stand out as a candidate.