positions that want to expand into new markets and hire across borders may choose between:
• Centralising HR functions: Running global HR out of headquarters with local compliance experts.
• Partnering locally: Working with law firms, recruitment agencies, HR consultancies or EORs in each jurisdiction.
• Salary benchmarking: Benchmarking pay in all the locations in which you wish to hire, to ensure alignment with all local laws and expectations, retain competitive edge, and ensure equity across jurisdictions. • Setting up legal
entities abroad: Choosing
between sole proprietorships, partnerships, LLCs, or full corporations depending on scale.
Regardless of model, Emirates’ hiring spree underscores the appeal and the challenge of going global at speed.
help to manage payroll, benefits, and compliance across multiple jurisdictions, reducing administrative burden. HR leaders must also decide whether to offer uniform benefits globally or adapt to local norms, a decision that has both cultural and financial implications.
ATTRACTING TALENT ACROSS BORDERS Attracting top talent requires a blend of compliance and assembling attractive remuneration packages. What employees value can vary dramatically between countries. For example, in Latin America, a 13th- month salary (a bonus equivalent to one month’s pay) is often expected. In Scandinavian countries, flexible working hours are often seen as more attractive than extra pay. Though Emirates, with its heavy reliance on in-
person roles, is somewhat atypical, in many sectors flexible and remote work options are now considered non-negotiable. In countries like Canada or the U.S., health coverage is a major perk as workers do not have access to Universal Healthcare. In the UK or Norway, where public healthcare exists, this carries less weight. The key is balancing global consistency with local
preferences and knowing that what motivates one workforce may not necessarily appeal to another.
EMIRATES & THE ALLURE OF GLOBAL HIRING Emirates Group, which includes both the airline and ground-handling unit data, is hiring 17,300 people across 350 roles this year. This recruitment push covers cabin crew, pilots, engineers, IT professionals, and ground staff in 150 cities worldwide. For Dubai-based employees, the company offers
attractive packages: profit share eligibility, medical and life insurance, travel benefits including annual leave tickets, concessional cargo rates, and discount memberships for retail, hospitality, and lifestyle outlets. Emirates’ benefits are generous in the UAE context,
but the question is how they translate internationally. Do they replicate these packages in Paris, London, or New York? Or do they tailor benefits to each market? The answer is not public, but organisations in similar
WHEN HIRING GOES WRONG: RISK & REPUTATION The consequences of mismanaging cross-border hiring can be severe. A common risk is misclassifying fulltime workers as contractors, which can trigger fines, backdated tax liabilities, and lawsuits. Hiring without the correct visas or immigration permits can end in deportations, bans, and damaged reputations. Disparities in benefits between staff in different countries can impact employee morale and satisfaction, damaging retention and reputation. Companies also risk falling foul of regulatory audits. Companies expanding internationally must therefore weigh speed against diligence, because a high- profile misstep in one market can damage trust globally.
FUTURE-PROOFING GLOBAL HIRING As companies look ahead, several trends are shaping how they prepare for large-scale, international hiring. Employer of Record (EOR) models allow firms to
hire quickly in new markets without establishing a legal entity, while ensuring compliance. AI and automation in recruitment mean streamlined candidate screening, onboarding, and workforce management across jurisdictions. Companies should invest in building reputations as desirable employers in each market, rather than relying solely on a global brand name. A successful global expansion means treating legal and tax compliance not as an afterthought but as a foundation for sustainable growth. Hiring 17,000 people across 150 cities is a big
move by Emirates, but it also highlights all the factors that must be closely considered by global employers. Hiring at scale is about finding the right people while weaving together a patchwork of laws, cultures, and expectations into a coherent, compliant, and attractive employee experience. For HR leaders, the task can be daunting: balance consistency with local adaptation, meet legal obligations while competing for top talent, and do it all as quickly as possible. However, the companies that succeed will be those that recognise hiring internationally as a serious undertaking, requiring local expertise, technological support, and dedication to compliance.
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GLOBAL LEADERSHIP
INTERNATIONAL GROWTH
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