The idea that work can be done from anywhere has moved from fringe experiment to mainstream reality. Nearly four out of five Asia‑Pacific companies plan to source talent remotely and 78% expect most remote employees to be hired for full‑time roles.
The COVID‑19 pandemic forced organisations to embrace distributed work, but economic recovery and digital‑transformation initiatives have made borderless hiring an essential part of growth plans. For digital‑native founders and talent leaders at scale‑ups, understanding how to structure teams across borders is now mission‑critical.
This article unpacks recent survey data on APAC’s remote hiring revolution, examines the balance between full‑time and contractor roles, highlights country‑level nuances and offers practical strategies for building a compliant and cohesive borderless workforce. It closes with a reflection on how leadership attitudes towards flexibility and trust will shape talent acquisition in the next decade.
Remote hiring becomes the norm
2024/25 research commissioned by Remote and IDC shows a dramatic shift in hiring mindsets. Nearly 70 % of surveyed organisations already employ workforces composed of more than 70 % full‑time remote employees and less than 30% contractors. Japanese and Australian organisations are at the forefront, with 85% and 83% respectively planning to hire predominantly remote full‑time employees within the next 12–18 months.
In India and South Korea the figures are slightly lower (around two‑thirds), but the trend is clear: scale‑ups intend to tap talent pools beyond their domestic borders.
This enthusiasm isn’t limited to employers. A survey by M Moser Associates found that 45 % of Asian employees prefer hybrid work arrangements, compared with 37% globally, and a PwC Asia‑Pacific study (cited by Undercover Recruiter) shows that 90 % of the region’s workforce is open to remote or hybrid roles.
Flexible work is now a baseline expectation for knowledge workers, not a perk. Organisations that can demonstrate remote‑friendly cultures and supportive infrastructure will be better placed to win over top talent.
Full‑time employees vs contractors
One of the most strategic decisions leaders face is how to balance permanent staff with contract or freelance workers. The IDC report forecasts that the share of APAC companies hiring 90 % or more full‑time remote employees will double over the coming year.
Full‑time hires provide stability and institutional knowledge, essential for protecting intellectual property and fostering long‑term commitment. Remote full‑timers are particularly attractive for roles requiring continuous collaboration, such as product development, marketing and leadership.
Contractors remain an important part of the talent mix, especially for small‑to‑medium enterprises and scale‑ups needing flexibility. Around 45 % of surveyed companies plan to hire 20 – 39 % of their remote workforce as contractors.
Australia leads this trend, with 55 % of respondents expecting to rely on contractors. Contractors allow companies to access specialist skills on demand, from software engineers to growth marketers, without the fixed cost of additional headcount. However, using contractors across borders raises compliance issues; differences in employment classification, tax obligations and intellectual‑property ownership must be carefully managed.
Country‑level nuances
The attractiveness of borderless work varies across APAC. Singapore stands out as a remote‑work leader: surveys show that only one in five workers in the city‑state want to be in the office more than four days per week, and flexibility is the second most important factor attracting Singaporean employees to new roles.
Japan, often seen as a traditional work culture, is embracing remote work at scale – 85 % of companies plan to hire most remote employees full‑time. Australia’s strong adoption rates reflect both geographical size and a talent shortage, prompting firms to look beyond national borders.
Contrast this with Malaysia and Indonesia, where infrastructure and regulatory barriers have historically limited remote opportunities. Yet improvements are evident. Malaysia climbed the ranks of Remote’s Life‑Work Balance Index thanks to enhanced maternity leave policies.
India and China, with vast domestic workforces, show slower adoption; only about two‑thirds of companies there plan to hire remote full‑time employees.
But the huge supply of tech talent and aggressive digitalisation programmes suggest adoption will accelerate as compliance frameworks evolve.
Building a borderless workforce
Invest in unified HR platforms – One of the biggest obstacles to scaling remote teams is administrative complexity. Only 36 % of APAC organisations use a unified platform for payroll management, and half juggle multiple systems.
Disparate systems increase the risk of errors and compliance breaches. Founders should invest early in a unified HR and payroll platform that supports multi‑currency payments, statutory benefits and secure data handling. Many scale‑ups partner with employer‑of‑record (EOR) services: 80 % of surveyed companies recognise the need for unified global HR solutions and rely on EOR partners to manage international teams.
An EOR assumes responsibility for local employment contracts, payroll, taxes and benefits, allowing companies to hire quickly without establishing a legal entity in every country.
Navigate compliance with local expertise – Varying labour laws (cited by 46 % of leaders) and international payroll management (42 %) are among the top challenges when managing remote teams
Founders must partner with legal advisors or in‑country experts who can interpret minimum‑wage requirements, collective agreements, overtime rules and termination processes. When hiring contractors, it is critical to classify workers correctly to avoid penalties for misclassification; in some jurisdictions, contractors who work exclusively for one client may legally be employees. Maintaining a centralised compliance checklist and conducting regular audits help mitigate risks.
Prioritise culture and communication – Distributed teams can easily become siloed if leaders do not foster connection. Investing in collaboration tools and regular cross‑functional meetings is crucial. Leaders should set clear expectations around working hours, communication norms and decision‑making processes. Recognising cultural differences across APAC countries – from communication styles to holiday schedules – helps build trust. Providing home‑office stipends, wellness benefits and mental‑health support signals that remote workers are valued and cared for.
A leadership imperative
Borderless hiring is no longer an edge case; it is a strategic necessity for scale‑ups in APAC. Companies that invest in unified HR infrastructure, respect local employment laws, nurture inclusive cultures and balance full‑time and contract talent will unlock access to a wider pool of skills at competitive costs. The question for founders and HR leaders is not whether to embrace remote work, but how to design a borderless organisation that reflects their values and ambitions. How will your company’s leadership model adapt to a world where the best talent could be anywhere – and expects you to meet them there?