What to do with shares when your co-founder has left
Co-founder fallouts or mutual way-partings are common, so we’re often asked Now what do we do with their shares after th...
Why pay London salaries when you can hire people globally! It’s tempting, but will a remote team be as effective at building a great product? And if hiring people remotely, should you hire as contractor or employee? How do you give them share options? What are the tax issues? How can you manage an international team?
Join me and Barbara Matthews from HR experts Remote for insights on how to build a high-performing international team.
AI-generated summary of the topics discussed
Barbara Matthews is Chief People Officer at Remote, based in Dublin but with employees in over 90 countries worldwide. The discussion focuses on the challenges and considerations involved in hiring and managing a remote workforce, particularly for companies expanding outside their home country, using the UK as an example.
Barbara outlines three key phases: evaluation, management, and implementation. In the evaluation phase, she emphasizes the importance of assessing the readiness of the company for remote work, considering factors such as roles suitable for remote work, technology infrastructure, company culture, and compliance with legal and tax regulations in different countries.
She discusses the different models of remote setup, including direct management from the headquarters, hiring local managers, or outsourcing management entirely. The importance of adapting company culture to accommodate remote work is also highlighted, with emphasis on transparency, documentation, and fostering a sense of unity across remote and in-office teams.
The discussion also covers legal and HR frameworks, including the use of professional employer organizations (PEOs) or employer of record (EOR) services to navigate legal compliance in different countries. Barbara stresses the importance of correctly classifying employees and understanding tax implications when hiring internationally.
Equity distribution, payroll considerations, and transparency in compensation are also discussed. Barbara explains Remote’s approach to setting compensation based on factors such as cost of labour, industry benchmarks, and geographical location.
The discussion concludes with insights on offering equity to remote teams, navigating payroll complexities, and determining appropriate compensation levels for employees in different locations. Throughout the transcript, there is an emphasis on compliance, transparency, and adapting company practices to accommodate a global remote workforce.
