04:05 GLOBAL
That doesn’t mean the capability isn’t there. When evaluating offshore talent, the real signal sits behind the paper. You want to understand what the person actually delivered, not just where they worked. Here’s a practical example: Two candidates apply for a customer success role. One worked at a well-known multinational, and the other spent five years at a smaller regional company you’ve never heard of. On paper, the first feels ‘safer’. When you dig deeper, the story shifts. The second candidate built onboarding processes from scratch, handled enterprise clients independently, and trained new team members across time zones. The first worked within a highly structured environment with limited ownership. Offshore hiring rewards curiosity. Ask questions that surface outcomes. What changed because they were there? What problems did they own? Where did they have to think for themselves? Strong offshore hires are often generalists who have had to stretch. That adaptability matters far more than brand recognition.
When evaluating offshore talent, the real signal sits behind the paper. You want to understand what the person actually delivered, not just where they worked.
This is something I have witnessed time and again when foreign companies hire new employees in South African markets. Not every candidate with a flawless résumé will be the best hire. They are the ones who show competence, communication skills, and context in a way that is easily understood by people from different countries. Here’s the framework I’ve seen work consistently. 1. Capability over credentials, always In global hiring, resumes can mislead you if you read them through a local lens. Job titles don’t always translate neatly. Company names may not mean much outside their home market, and career paths often look less linear than what you’re used to seeing locally.
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GLOBAL PAYROLL MAGAZINE ISSUE 20
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