As businesses grow, many 7- and 8-figure CEOs turn to overseas talent to expand operations and save costs. Yet even the most experienced leaders stumble into common mistakes that prevent them from unlocking the full potential of global hiring.
According to a recent Deloitte study, 70% of companies see cost reduction as the primary driver for outsourcing. But based on a similar survey from Support Ninja, 63% of organizations with outsourced staff are either actively considering or willing to consider a change to a new provider.
This disconnect points to a deeper issue: Hiring overseas talent requires an approach that goes beyond a cost-driven mindset.
To help CEOs navigate this process, we spoke with James Zolman, founder of Specialist PH, a firm that connects businesses with top-tier talent from the Philippines. Zolman has spent years working with high-growth companies to integrate skilled overseas professionals into their teams.
Here are four big mistakes he says executives make when hiring overseas, as well as how you can avoid them:
Mistake 1: Thinking Overseas Talent is Second-Rate
Despite growing globalization, there continues to be a misconception that overseas talent is less skilled or reliable than domestic hires. This belief often stems from outdated thinking.
The reality is quite different.
“Overseas talent isn’t just capable — they’re exceptional,” Zolman explains. “Their backgrounds often include overcoming immense challenges to develop their skills, making them incredibly resilient and resourceful.”
Many professionals in developing countries honed their expertise under highly competitive conditions. Additionally, many work to support entire families and communities, making them deeply motivated and hardworking.
How to Get It Right:
• Hold overseas hires to the same high standards as domestic team members. Treat them as equals, with the same expectations for quality and accountability.
• Focus on proven expertise. Look for candidates with track records of success in their field. Avoid being lured by the cheapest option.
• Integrate them into your team. Offer recognition, growth opportunities and consistent communication to make them feel valued.
Mistake 2: Overlooking Metrics When Defining Roles
Lack of clarity is a common reason for outsourcing disappointment. CEOs often hire based on job titles or generic descriptions rather than using measurable outcomes.
“Every role should have a clear mission statement tied to the company’s vision and specific metrics they own,” Zolman emphasizes. “Without that, you’re setting yourself up for frustration and unclear expectations.”
For example, hiring an SEO specialist without specifying what success looks like — such as increasing organic traffic by 20% over six months — leaves both the CEO and the hire unsure of their goals.
The other benefit is that metrics provide accountability and a way to measure ROI.
How to Get It Right:
• Define outcomes before hiring. Instead of hiring a marketing assistant, define outcomes such as “increase lead generation by 15% in three months.”
• Focus on one or two key metrics. Avoid creating unrealistic roles with too many responsibilities.
• Evaluate candidates based on metrics. Assess their ability to deliver on the specific outcomes tied to the role.
“When you start adding more than two or three specializations to a single role, you’re looking for a unicorn,” Zolman says. “Instead, focus on hiring specialists who can excel at one key metric rather than being average at everything.”
Mistake 3: Budgeting with a Focus on Saving, Not Value
While it’s true that outsourcing can save companies on labor costs, Zolman warns against letting price dictate hiring decisions.
“You get what you pay for, anywhere in the world,” he states. “If you’re looking for rock-bottom prices, expect rock-bottom results. But invest in quality, and overseas talent will exceed your expectations.”
Besides attracting better talent, fair compensation also fosters loyalty and motivation.
How to Get It Right:
• Start with domestic rates. Adjust for regional differences but aim to save 25-50%, ensuring fair pay.
• Research market rates. Use tools such as Glassdoor or LinkedIn to understand what experienced professionals in specific regions earn.
• Account for hidden costs. Include expenses such as onboarding, technology setups and communication tools in your budget.
Mistake 4: Skipping HR Expertise in the Hiring Process
Hiring strong overseas talent requires expertise. Yet many CEOs attempt to handle the process themselves, which leads to costly mistakes.
“The very first role you should ever hire is HR,” Zolman advises. “Unless you’re an HR company, your strength isn’t HR. Your strength is coaching, marketing, or building your product or service — not hiring. Humans are weird, and it takes real expertise to navigate the hiring process effectively.”
HR expertise ensures that roles are clearly defined. So you save time, money and headaches down the road.
How to Get It Right:
• Hire HR early. Engage HR professionals or agencies to handle recruitment and screening.
• Start with a project-based HR hire. If you’re not ready for a full-time HR team, bring someone on temporarily to streamline your hiring process.
• Leverage regional expertise. HR professionals with experience in specific regions can help navigate cultural expectations and hiring best practices.
“Paying an experienced HR professional a few hundred dollars to write job descriptions, screen candidates and bring you the top 5-10 options is one of the best investments you can make,” Zolman adds.
Keep in mind, cultural differences can play a role in team dynamics and productivity. As shared earlier, professionals from the Philippines often prioritize family and community. This influences their work ethic and dedication.
So schedule regular check-ins to keep communication open. Also, you can keep morale high by simply recognizing overseas team members’ contributions to your team.
The bottom line is, when done right, hiring global talent is more than a cost-saving solution. It’s a powerful engine for growth. To make the process work, you must set clear expectations and foster an environment where global team members feel a part of your company’s success.