How Asia-Pacific is embracing remote hiring for global talent

As the Asia-Pacific region undergoes rapid digital transformation and shifting workforce dynamics, remote hiring has evolved into a core component of hiring strategy. This shift, driven by talent shortages, and the need for operational agility, is reshaping how organisations hire, onboard, and manage talent across the region. 

Barbara Matthews, Chief People Officer at Remote, spoke with HRM Asia and highlighted key trends transforming the hiring landscape in Asia-Pacific, as outlined in IDC’s InfoBrief, The Future State of Hiring and Talent Management of the International Workforce in Asia-Pacific. She noted that remote hiring has become an increasingly deliberate and structural approach for organisations striving to balance talent access with operational demands.

“We are seeing that remote hiring has become more deliberate and structurally embedded as organisations work to balance talent access with operational complexity,” she explained. This approach not only addresses immediate hiring needs but also enables organisations to build distributed teams across borders, drawing from a global talent pool to fill skill gaps.

The IDC InfoBrief found that over 78% of organisations in the region anticipate that more than 60% of new full-time employees will work remotely, with Australia leading in hiring maturity and technology adoption. Matthews emphasised the evolution from occasional remote hires to strategically assembling cross-border teams, underscoring the region’s growing maturity and tech adoption.

However, expanding hiring to a global scale brings added challenges, particularly around compliance, payroll, and local regulations. According to IDC’s findings, 29% of respondents cited payroll management as the top challenge, alongside navigating local policies, taxes and compliance.

“To manage this, organisations are moving towards unified HR platforms to efficiently coordinate payroll and compliance for these global teams,” Matthews noted. Tools like Employer of Record (EOR) have become essential, particularly in countries like Australia and Singapore, where 78% and 85% of organisations, respectively, report strong adoption of EOR. By using centralised solutions, organisations can standardise processes across different regions and reduce the administrative load of international hiring.

The drive towards international hiring in Singapore

In Singapore, where talent shortages in fields like technology are especially acute, organisations are increasingly looking abroad to meet hiring needs. The report found that 75% of organisations in Singapore plan to hire more than 60% of their remote full-time employees internationally over the next year. Matthews attributed this trend to both a need for diverse skill sets and the desire for operational flexibility. “Hiring across borders provides organisations with access to diverse talent with a broad range of skill sets, which is vital for maintaining operational flexibility and addressing market demands,” she explained.

Despite Singapore’s fifth-place ranking in hiring maturity in Asia-Pacific, driven by its proactive approach to international hiring, complex labour laws and talent shortages remain challenges. Many organisations are partnering with external providers to handle compliance and payroll functions, enabling them to focus on fostering team cohesion across geographies. “This ‘global-first’ approach means focusing on policies that centre remote employees as integral parts of the team,” Matthews said, noting that this approach addresses logistical challenges while promoting team unity.

With remote hiring now integral to Asia-Pacific’s organisations’ strategies, retaining and engaging remote employees has become a priority. Matthews believes that retention begins with ensuring employees feel connected to the organisation’s mission and valued as essential team members. To achieve this, organisations are prioritising consistent communication and organisational transparency, using regular check-ins and feedback channels to reinforce engagement.

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In addition to clear communication, flexibility has become an essential factor in retention. “Nearly all surveyed employers see flexibility as a top priority for candidates today,” Matthews shared. By offering meaningful flexibility, organisations not only attract talent but also create a supportive environment that promotes loyalty. Furthermore, a culture of equity and ownership, where employees feel invested in the organisation’s success, strengthens commitment and reduces turnover in a remote work setting.

In an era where remote work has redefined employment boundaries, inclusive and adaptive management strategies are essential. Matthews’ insights reflect a broader shift in Asia-Pacific towards building resilient, engaged teams that transcend geographical limitations. By prioritising flexibility, open communication, and a sense of ownership, organisations can create an environment where remote employees feel values and connected to the mission, fostering greater retention and commitment.

Ultimately, organisations that embrace these values will not only attract top global talent but also foster a cohesive, high-performing workforce that drives long-term success in an increasingly interconnected world. As remote hiring continues to evolve, organisations have an opportunity to redefine how they build, manage, and retain talent across borders—a trend that will shape the future of work in Asia-Pacific and beyond.