Guidelines to hire EOR employees in India

• Unaware of the PEO/EOR model: The lack of familiarity with the PEO/EOR model is a major hurdle that Indian talent faces when approached by an EOR service provider for remote job opportunities. Service unawareness often causes distrust and a lack of confidence among EOR employees. Explaining the service model extensively before the interview is the best way to clear their doubts.  
• Questioning PEO/EOR services credibility: Since the service is new to remote candidates, they usually raise questions about the credibility of EOR services. This is also a result of awareness deficits of the EOR services to the candidates. Remunance takes extra precautions to educate them in every job meeting call.
• Company authenticity: The remote candidates usually question the overseas company’s authenticity. This suspicion arises due to the lack of awareness about the company. It’s typically applicable in any remote work setup. They have questions regarding ethical business practices, personal data protection, and employee feedback. You can create the trustworthiness and transparency of your company by elaborating all points in detail and incorporating them in the job descriptions. 
• Work relevancy and applicability: Many remote candidates doubt if their work contribution would be relevant and applicable as the Indian work environment could differ significantly. The candidates want to be informed thoroughly about the work culture and objectives to ensure the relevancy of their work contribution to the organization based in another country.
• Sense of isolation: In a remote work setup, employees usually face isolation due to the lack of physical interaction or work visibility. Many remote employees have concerns that the virtual work design could reduce their sense of belongingness and importance to the company.
• Job insecurity: Indian remote workers have concerns about job security as their employment status also depends on the global economic situation. They often think about their job security due to the alarming concerns about the ongoing mass layoff, especially in the IT industry globally. The candidates want clear information about their employment tenure and fixed-paid notice period if they depart. 
• Newness of the EOR model: Several candidates have questions regarding the working design in the PEO/EOR industry. It’s because two companies are involved in the EOR model – the client company (overseas company) and the EOR service providers. Generally, the EOR employees receive two letters: an offer letter and a work assignment letter (which has detailed information about the projects/works required by the client company). The EOR service provider helps the client find a list of potential Indian remote candidates that match the job profiles. Then, the client company directly conducts the selection process and recruits the candidates.
• Performance evaluations: Many remote candidates have concerns about the method of their performance evaluations. They are worried that the lack of proper communication in the remote work design may affect their regular performance evaluations and result in project termination instantly.

Understanding Indian talent’s expectations toward the EOR recruitment processes

• JD and client information: Candidates want clear and detailed communication about the job descriptions (JD) and client information before the interview. This way, they can form an informed opinion on whether they want to appear for the interview. As per the survey, 70% of the respondents expressed that they were well-informed regarding JD and clients’ details. These candidates stated that they were completely aware of their job positions, roles & responsibilities, and ideas about clients before the interview. About 11.5% of the respondents had partial awareness of the details. A few of the respondents viewed that they weren’t well informed.
• Interview rounds: Asking about the interview rounds in the selection process, the respondents have diverse answers. A few employees have gone through as many as 5-6 interview rounds while many only appeared in fewer interview rounds. The majority of the respondents were in the 1-3 interview rounds. In this category, the highest number of participants (50 out of 122) underwent two interview rounds. Only one out of 122 experienced six interview rounds for the EOR employee selection process. Meanwhile, 14 candidates had the experience of 4-6 interview rounds in the selection process.
• Interview structures: Although they have experienced different levels of interview rounds, they all felt the interview rounds had a balanced structure. A whopping 82% of the respondents stated that the interview rounds exactly happened as per their expectation — neither excessive nor insufficient. Surprisingly, 4.1% of the candidates viewed the selection process should be more rigorous as there were too few interview rounds. Those who experienced 4-6 interview rounds accepted that the interview structure was finely tuned to match the greater significance and complexity of their job position and roles.
• Interview feedback: Asking about the timeframe of their interview feedback, employees had different views. It took many employees more than two weeks to receive their interview feedback while others got the response within a day or less after the interview. So, the feedback timeline differs as per the nature of the job, assessment evaluation, and decision-making of the client company.As per the survey, 18% of the respondents acknowledged that they got prompt responses from the organization. They received the response on the day of their interview. They noted the swift response and effective communication process of the organization. Most employees (32.8%) heard back from the organization within 2-4 days. Those who received the feedback in 4-7 days comprised 21.35% of the respondents.
• Timeliness of feedback: Concerning the importance of effective communication, employees were asked about their expectations of feedback timeliness. We wanted to know whether the organization’s response fell short or exceeded employees’ expectations. According to the survey, 23% of the employees felt that the feedback response from the organization exceeded their expectations. They took the response positively and appreciated the organization’s efforts for effective communication. Around 60% of employees felt that the feedback response met their expectations. Only 2.5% of employees expressed their dissatisfaction with the feedback timeliness while 7.4% had mixed perceptions.
• Satisfaction level of interviews: Concerning the overall satisfaction level of the employees toward the EOR recruitment process, their responses are overwhelmingly positive. A significant 87% of employees expressed that they were highly satisfied with the process, indicating their sense of contentment. About 10% of employees took a neutral stance in this regard, indicating a moderate level of satisfaction. The rest 3% highlighted their discontent with the overall interview process.Many respondents also shared ideas to enhance the recruitment process and ensure a candidate-friendly experience. Some suggestions include incorporating Zoom Meetings, adding the EOR model in JD, providing informative videos, clarifying tax-related processes, addressing salary negotiation transparency, and planning bank partnerships for salary accounts.