How to work with Remote effectively when hiring through Employer of Record (EOR)

When you hire team members internationally through Remote’s Employer of Record (EOR) product, Remote acts as the legal employer. This allows you to hire globally without setting up local entities, while staying compliant with local employment laws.

Because of this shared setup, some actions must always go through Remote to be legally valid. Other actions can be managed directly in the platform. This practical guide explains how to work with Remote efficiently, what actions require our involvement, and why these steps matter.

This article supports your obligations under Remote’s Terms of Service and helps reduce legal and operational risk. We recommend reviewing it regularly and reaching out to us if you have questions. We’re here to support you every step of the way.

Changes to employment conditions

Any change to a team member’s employment conditions must be reviewed and issued by Remote.

Employment conditions include (but are not limited to):

• Salary increases or decreases

• Changes to benefits

• Any type of leave

• Changes to working hours

• Updates to wording in an employment agreement

What to do

1. Visit Remote's Request Hub to confirm if you can handle your request directly from the platform. If it's not available there, contact us before discussing changes with the team member. We'll determine if the request is feasible and compliant with local law. 
2. Once approved, Remote will issue an official amendment to the employment agreement.

What not to do

• Do not communicate changes to the team member before confirmation from Remote.
• Do not send amendments using your own templates.
• Do not assume a change is informal or non-binding without checking first.

Why this matters

Remote is the legal employer. Any employment agreement change not issued by Remote has no legal effect and may create compliance or co-employment risk. See also: What are the benefits of Remote's Employment Agreements?

Performance and disciplinary situations

Disciplinary and performance issues require early involvement from Remote.

What to do

1. Inform Remote as soon as a performance or disciplinary issue arises. We’ll assess the situation under local law, explain available options, and outline potential risks.
2. If a performance improvement plan (PIP) or disciplinary action is required, Remote will manage the process from a legal perspective while keeping you informed.

What not to do

• Do not take disciplinary action without consulting Remote first.
• Do not start a PIP without Remote’s approval.
• Do not issue warnings or formal notices independently.

Why this matters

Poorly handled disciplinary actions can lead to high-risk litigation. Actions taken without Remote have no legal effect and may weaken your position if disputes arise.

See also: Offboarding and conversions

Time off and leave management

All time off must be recorded and approved in Remote.

What to do

1. Ensure all leave requests for team members hired through Remote are submitted and approved in the platform. If you use your own leave system, mirror the same information in Remote. 
2. Remind team members that they’re responsible for recording their leave in our platform.

Why this matters

Remote’s platform is the source of truth for payroll, statutory reporting, and compliance. In some countries, authorities require proof that mandatory leave was taken. Missing or inaccurate data can lead to fines, payroll errors, or issues during termination and final payments.

Do you already use a time off management system and want to avoid double entry?

See also: Time Off & Attendance, The importance of recording time off in Remote

Sick leave and leaves of absence

Sick leave must be documented, even if the team member informs you directly.

What to do

If a team member reports sick leave to you, make sure the information is also shared with Remote. Forward any sick notes or medical documentation where applicable.

Why this matters

Without visibility into repeated absences, Remote may be unable to assess employee protections or apply appropriate disciplinary guidance. This can create complications later, especially during termination processes.

See also: Time Off & Attendance

Terminations

Terminations can be legally complex and vary significantly by country.

What to do

1. Inform Remote as soon as you’re considering a termination, regardless of the reason. We will review the case, explain the correct process, and issue the termination if approved.
2. If you’re unsure whether termination is appropriate, we can discuss alternative options and risks.

What not to do

• Do not inform the team member of a termination, even verbally, without Remote’s approval.
• Do not send a termination letter independently.
• Do not decide the type of termination on your own.

Why this matters

Remote must process and issue the termination for it to be legally valid. Mishandled terminations can result in litigation, co-employment risk, and continued salary obligations.

See also: Offboarding and conversions

Time tracking

Accurate time tracking is required in many countries.

What to do

If your company uses its own time-tracking system, ensure working hours are mirrored in the Remote. 

Why this matters

In many countries, especially in the EU, employers must prove compliance with working hour and rest regulations. If working hours can’t be proven, team members may claim overtime, and the burden of proof may fall on the employer.

See also: Who needs to track work hours?

Whistleblowing and harassment concerns

Remote has a duty of care when serious concerns are raised.

What to do

1. Contact Remote immediately if a team member raises a whistleblowing or harassment concern.
2. Share the information you have so we can assess next steps in line with local legislation and discuss appropriate investigation methods.

What not to do

• Do not conclude investigations without involving Remote.
• Do not ignore or delay addressing these concerns.

Why this matters

Failure to follow proper procedures can significantly increase legal and financial risk and may be used against the company in future claims.

See also: Remote Cares

Quick Reference: Checklist for working effectively with Remote (EOR)

Use this checklist as a quick reference before taking action with team members hired through Remote’s Employer of Record (EOR) product.

You don’t need to memorize local laws. This checklist helps you know when to involve Remote so we can keep things compliant and help us in every step of the way.

Before making changes to employment conditions

Ask yourself:

☐ Am I changing salary, benefits, working hours, leave, or agreement wording?

If yes:

☐ Use the Remote Hub to request standard employment actions

☐ If not possible, contact Remote before speaking with the team member

☐ Wait for confirmation that the change is compliant

☐ Let Remote issue the official amendment

Never do this:

☐ Send your own amendment

☐ Treat changes as informal or verbal

When managing performance or discipline

Ask yourself:

☐ Is this a warning, Performance Improvement Plan (PIP), or formal performance concern?

If yes:

☐ Inform Remote as soon as the issue arises

☐ Follow guidance provided by Remote

☐ Let Remote manage formal disciplinary steps

Never do this:

☐ Start a PIP without approval

☐ Issue warnings independently

When approving time off or leave

Ask yourself:

☐ Is the team member taking any type of leave?

If yes:

☐ Ensure the request is recorded and approved in Remote

☐ Mirror leave if using another system

☐ Remind the team member to log their leave

Remember:

☐ Remote’s platform is the source of truth for payroll and compliance

When a team member reports sick leave

Ask yourself:

☐ Did the team member tell me directly instead of logging it?

If yes:

☐ Share the information with Remote

☐ Forward sick notes or documentation if received and incentivise your team to log it

Why this matters:

☐ Repeated absences may trigger legal protections in some countries

Before considering termination

Ask yourself:

☐ Am I thinking about ending the working relationship for any reason?

If yes:

☐ Contact Remote before saying anything to the team member

☐ Review options and risks with Remote

☐ Let Remote issue and process the termination

Never do this:

☐ Inform the team member verbally before checking with us

☐ Send a termination letter yourself

☐ Decide the termination type alone

When tracking working hours

Ask yourself:

☐ Is the team member tracking time outside Remote?

If yes:

☐ Ensure working hours are mirrored in Remote

☐ Provide time records when requested

Why this matters:

☐ Some countries assume overtime unless the employer proves otherwise

If a whistleblowing or harassment concern is raised

Ask yourself:

☐ Is this a serious concern about behavior, safety, or compliance?

If yes:

☐ Contact Remote immediately

☐ Share all relevant information

☐ Coordinate investigation steps with Remote

Never do this:

☐ Close the issue without informing Remote

☐ Ignore or delay action

Not sure?

If you’re unsure whether something applies, contact us.