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Managing Beyond Borders: How U.S. Companies Are Transforming Global Hiring

Many U.S. companies have hit the brakes when it comes to hiring in their home country, but not overseas. American employers are increasingly hiring beyond borders as part of a broader push to diversify and optimize their global talent base. Highly remote-suitable roles have grown 42% faster outside the U.S. than within since 2019, according to Revelio Labs, a workforce intelligence provider. Tech-development roles are leading this shift, driven by the twin imperatives of cost efficiency and access to specialized talent. The result is an almost complete relocation of development work to offshore hubs, where deep technical expertise meets significant labor savings. TalentBurst CEO Bharat Talwar has witnessed this transformation up close, particularly among Bay Area technology giants that now rely heavily on Indian vendors to sustain their growth and innovation. TalentBurst, a total talent-workforce management solutions provider, sits at the center of this global shift. Want to learn more? Join us on Wed., Oct. 15, for our half-day virtual conference, “Building and Managing a Global Workforce: Smart Strategies for Collaborating Across Borders.” Here’s where to register.“What has accelerated is the cost arbitrage around technology development work with India,” says Talwar. “Take Meta or Google or any major tech company—whether it’s pre-IPO or post-IPO—most are now moving the majority of their development work to India.” While the trend isn’t new, he notes, what was once a hybrid model—splitting development between U.S. and Indian teams—has evolved into near-total relocation. “Almost 100% of software development has now shifted to India,” he adds. Joel Leege, president and chief operating officer at Red Oak Technologies, agrees that India remains attractive due to cost arbitrage, but points to rising turnover and salary pressures, with recruiters offering 20% pay hikes to lure talent. “Agile project management with two- to three-week sprints can create challenges when key developers leave suddenly,” he says. “Some companies are shifting to deliverable-based contracts or exploring higher-retention regions with real-time U.S. overlap.” Hubs like Brazil, Mexico, and Central America are emerging, though they have yet to see double-digit growth in demand.Cost arbitrage aside, companies headquartered in the U.S. are increasingly going where the talent is. Pratik Patel, a workforce specialist for a global financial network that processes electronic payments, says that his company has built its hiring strategy around an internal, program-centric model, placing workers near key business program locations to strengthen capability, improve time-zone alignment, and enhance cost efficiency. “We manage over 110 programs globally,” Patel adds, “and our approach ensures that talent is positioned where it can have the greatest impact.” These program locations have developed around the firm’s tech hubs, which have grown both organically and through acquisitions. “Our major hubs are in Vancouver, St. Louis, New York City, Washington, D.C., London, Ireland, Denmark, India, and Australia,” Patel notes. (As is common with HR and workforce specialists, he asked that his firm not be mentioned by name.)And then there’s the AI hype. The idea that AI is replacing coders doesn’t tell the full story. What’s really happening is a reshuffling of tech resources worldwide. As Leege points out, AI-assisted coding is on the rise, but only about 30–40% of coding is actually done by AI today—which means demand for human developers remains strong. Worker Expectations Around the WorldIt also comes down to what talent wants—and it’s not just tech workers. “Post-Covid, many workers don’t want to move from their home countries,” says Carol MacKinlay, CHRO of Pebl, an Employer of Record (EOR) platform. “They want to be employed the way they want to be employed. Add to that the U.S. immigration uncertainty—with H-1B rules and fees in flux—and many companies can’t recruit the best and brightest globally.” Enter the rise of EOR and payroll models. The shift toward remote contractor structures is being fueled by demand for global talent, simpler compliance, and faster hiring. This isn’t theoretical—it’s already changing how companies operate. Talwar, for instance, has expanded his high-hazard EOR business into Canada and Poland. By focusing on specialized markets, he’s built a segment that delivers strong EBITDA and long-term contracts—defying the low-margin expectations often tied to EORs. Carol MacKinlay, CHRO of Pebl, an Employer of Record (EOR) platform (Company photo)Talwar’s story isn’t unique. Industry leaders are seeing the same momentum worldwide, with EORs proving faster and more flexible than traditional entity setups. MacKinlay notes that establishing an entity in a new country can take up to a year, while an EOR can employ workers within weeks—enabling rapid talent acquisition. “The rise of remote work and digital nomads is driving demand,” she says, “with countries like Mexico and Canada simplifying visa processes to attract tech workers.” EORs remove the burden of managing local compliance, payroll, and immigration—functions that are critical to hiring globally but not core to most businesses, MacKinlay adds. Red Oak Technologies manages workers across five countries and 20 U.S. states, even filling roles in markets like France without setting up local entities. “If we identify the right talent, we can bring them on through a partner,” says Leege. “We don’t have to set up an entity or pay them in local currency.” As companies embrace a global-first mindset, they’re turning to platforms like LinkedIn and Indeed to tap into massive, specialized talent pools. These tools make it easier than ever for workers to discover opportunities and for companies to connect with the right talent—fueling an ecosystem that benefits both sides. Beyond filling roles, global teams are driving innovation, bringing fresh perspectives and local insights that help companies compete and grow across markets. Creating a Unified Culture, While Recognizing DifferencesHybrid engagement models are also taking shape. Instead of relying solely on staff augmentation, companies are building dedicated offshore teams that plug directly into their products and services—often led locally. The result isn’t just efficiency; it’s the creation of shared culture across borders.As globally integrated teams expand, companies are becoming more deliberate about maintaining a unified culture that transcends geography. They’re blending real-time and asynchronous communication through tools like Slack, Teams, and Notion to keep projects flowing across time zones. Virtual coffee breaks, online team-building, and global onboarding sessions maintain human connection, while periodic in-person meetups reinforce trust. Managers are being trained to lead with cultural empathy and clarity, supported by secure, collaborative tech stacks. Patel agrees. “The only consistency we can have is our culture—how we do the work,” he says. “That doesn’t change, whether it’s a contingent worker or an employee.” Suppliers and contingent workers receive orientation on company values as part of “day-one readiness.” At the same time, companies are tightening compliance—navigating labor laws, data privacy, and tax regulations—to keep this new era of global work both connected and compliant. This cultural alignment supports cohesion across borders and employment types. Global reporting structures are becoming more flexible and boundary-less, designed to promote opportunity and integration. Culture keeps teams connected today—but the bigger shift is how a truly global labor pool is reshaping demand and supply. A new world of work is taking shape—one where the most successful organizations will tap into multiple hubs, balancing specialization, cost, and retention. Wage normalization across countries is becoming the new reality as global unemployment and tech hiring trends evolve. The companies that adapt fastest will be the ones best positioned to thrive in this redefined global talent marketplace.The Hotspots for Hiring 1.) India: Remains a powerhouse, especially for IT services, software development, back-office operations, and increasingly, R&D. The sheer volume of skilled, English-speaking talent and established infrastructure makes it a go-to. 2.) Latin America: Nearshore countries including Mexico, Brazil, Colombia and Argentina offer time-zone proximity to the U.S., growing tech talent pools, cultural affinity (especially Mexico for the U.S. Southwest), and often lower attrition rates compared to some Asian markets. The region is being tapped for software development, IT support, call centers, BPO (Business Process Outsourcing), and product development roles. 3.) Eastern Europe: Poland and Romania offer strong STEM education, high English proficiency, cultural alignment with the West overall, and a deep pool of engineering talent. This region is being tapped for high-end software development, R&D, cybersecurity, data science, and specialized IT consulting. 4.) Southeast Asia: Countries including Vietnam, the Philippines and Malaysia have growing economies, large young populations, competitive costs, and strong English proficiency (notably, the Philippines for BPO). The focus here is on BPO, customer service, software development (especially Vietnam), and manufacturing support. 5.) Canada: While technically overseas, its proximity, similar cultural context, and strong tech hubs in Toronto, Vancouver and Montreal make it a popular nearshore option, particularly for companies seeking to mitigate U.S. immigration challenges. In-Demand Jobs: The demand is heavily skewed towards roles that support digital transformation and technological advancement: ● Software Developers/Engineers: Full-stack, front-end, back-end, mobile (iOS/Android) ● Cloud Architects and Engineers: AWS, Azure, Google Cloud Platform specialists ● Data Scientists and Analysts: Machine learning engineers, AI specialists● Cybersecurity Professionals: Analysts, engineers, architects ● DevOps Engineers: Site reliability engineers ● Product Managers: Increasingly, companies are building product teams offshore. ● UI/UX Designers: Crucial for digital product development ● Technical Support and IT Helpdesk: Often the entry point for offshore expansion● Customer Service Representatives: Especially for multilingual support● Finance and Accounting Professionals: For shared service centers Subadhra Sriram is the founder of Workforce Observer, a new online community of staffing industry professionals. Previously, Subadhra was publisher and editor at Staffing Industry Analysts (SIA), the staffing industry’s leading research and advisory firm. She also had years of experience at leading financial publications including Money magazine and Fortune Small Business.(Featured image by Igor Suka/iStock by Getty Images)Want to learn more? Join us on Wed., Oct. 15, for our half-day virtual conference, “Building and Managing a Global Workforce: Smart Strategies for Collaborating Across Borders.” Here’s where to register.

Feature BY Lisa Lacy | October 08, 2025

Meet the AI Shopping Agents That Are Rewriting Retail Marketing

As the world waited with bated breath for Apple to release details about its 17th iPhone, the New York Times posed an intriguing question: What comes after the smartphone?Spoiler alert: The answer varies, but it could be smart glasses or a smart watch or maybe an ambient computer in another form.At the center of this shift are AI agents, the next generation of virtual assistants, which some of the best and brightest minds in tech believe will know us better than we know ourselves. Eventually.They’re already starting to emerge from the retailers and tech companies we already know with a focus on shopping. And the potential is far greater, which signals big shifts for consumers, brands and retailers. First, the players in this space will have to overcome fairly massive skepticism. But, once they do, and experts think they will, they will become the target of all future brand messaging.Here’s what you need to know about them now:What is an AI shopping agent?Amazon users can ask Rufus questions about products and services (image via Amazon)AI shopping agents are virtual assistants that help consumers find, compare and purchase products or services.According to a report from software company Salesforce, agents can also add items to carts and assist with checkout, although it’s still very early days for this functionality.Depending who you ask, examples include Amazon’s Rufus and Walmart’s Sparky, as well as generative AI assistants like ChatGPT, Claude and Gemini.What’s the latest with shopping agents?A July 2025 study from market research firm YouGov found 43% of respondents had heard of AI shopping agents, but only 14% had used one. Among those who have tried them out, 44% said they asked product questions, while 41% used them to find products and 34% sought help with pricing.But there are signs of consumer interest: 22% said they’re willing to give AI shopping assistants a shot—mostly for finding the best deals (67%), comparing similar products (56%) and getting product information (55%).What problems do shopping agents solve?In traditional e-commerce, consumers type in queries and are served product results and ads. But on a site like Amazon, which has 600 million listings by some estimates, results can go on and on. This infinite shelf space is a double-edged sword. Yes, it enables shoppers to hunt for the exact right item at any given moment. But they have to do a lot of scrolling and research first. And this is amplified with each additional site included in the shopping journey.The main pitch for shopping agents is this: They do the research for you—and return a handful of carefully curated options.That’s according to Melissa Bridgeford, CEO of Wizard, a startup building an AI shopping agent slated to launch in then first quarter of 2026, who called the experience “kind of like the anti-search.”Here, the agent does the heavy lifting in the discovery phase, researching factors like prices, shipping speed and reviews, and it can do so a lot faster than human shoppers. “It can aggregate so much more information from a wider variety of sources than we might be able to aggregate ourselves,” added Kiri Masters, an analyst and podcaster focused on retail media. Plus, fraudulent and counterfeit goods have become an increasing problem for online marketplaces. Amazon disclosed it removed 15 million counterfeit products in 2024 alone—and that’s just one example. Shopping agents can at least theoretically cut through this noise and help consumers make more confident purchases.“Consumers fear getting things wrong. A bad fit, a waste of money, fake reviews, all that stuff,” said Jason Alan Snyder, chief AI officer at advertising giant IPG and co-founder of AI data startup SuperTruth. “[An agent] promises certainty across references, reviews, product data, content and your past preferences.” What is driving this shift?At the International Consumer Electronics Show in 2016, appliance brand Whirlpool teamed up with Amazon to announce a smart washing machine that could reorder laundry supplies when they were running low. It reportedly came with a price tag of $1,399, or about $1,900 today, according to an inflation calculator from the U.S. Department of Labor.Cost may have been a contributing factor as to why smart appliances like this did not take off in 2016. But it’s also true Americans were simply not yet ready to hand over purchasing decisions to inanimate objects. They’re closer now. Ordering groceries, food delivery or even car rides with strangers are much more common following the pandemic—and related consumer behavior changes. Five years after the pandemic, e-commerce is still growing. According to a recent report, U.S. e-commerce sales hit $1.19 trillion in 2024, which means they have more than doubled since 2019.Shopping agents are also getting a boost thanks to the quick adoption of generative AI. A 2024 Harvard study found more than 39% of Americans between 18 and 64 had used gen AI in the two years following ChatGPT’s launch. By comparison, just 20% had used the internet two years after its debut and it took the same number of people in the U.S. a full three years to give PCs a shot.“The adoption rate on [conversational interfaces] is so steep,” Bridgeford said. “And that really creates tailwinds around the adoption of the entire agent experience.”What challenges exist with shopping agents?According to Salesforce, shopping agents provide personalized responses and recommendations, which yield a better experience, as well as increased conversion rates and higher average order value. Yet YouGov found 56% of Americans have no interest in using them—and 41% don’t trust them. Like the early days of e-commerce, Masters noted consumers are still wary of handing over their payment information to agents.Another big and growing problem is fraud. “These AI tools in general allow fraudsters to do everything better, faster, cheaper than they already do. So, identity theft, return fraud–all the permutations of fraud that we have available–can scale much faster,” Masters said. But YouGov remains optimistic. Per the report, the key to driving adoption is proving agents add value, like finding the best price and offering trustworthy information about the products in question.How will shopping agents evolve?As time goes on, agents will get to know you and your shopping habits better and will become more proactive.“It’s the agent that knows you better than you know yourself, that remembers things for you, that’s able to suggest things,” Bridgeford said. “It knows the brands you like. It knows the price points you feel comfortable with. It knows the size of your household, so when you’re in small New York apartments, it’s not suggesting some massive coffeemaker.”And, of course, shopping is only the beginning. Booking flights, hotels and restaurants is a natural extension. So is recommending credit cards, loans and investments or even helping you choose the lab tests, supplements and wearables most relevant to your biomarker data, Snyder said. “What’s really cool with agents is they can negotiate,” he said. “So you can have your shopping agent bargain with a seller’s agent. Everything becomes like a Moroccan marketplace.”Think: negotiating better credit terms on your behalf—or even weeding through potential matches on dating apps. “You could have matches based on circadian rhythm compatibility,” Snyder said. “That sounds crazy, but that’s a morning person or that’s a night owl.”What should marketers know about shopping assistants?That negotiation component has profound implications for brands and marketers.When agents become the intermediary between consumers and brands/retailers, advertising as we know it won’t work anymore. For Snyder, that means eventually agents will only allow brands to reach you if they pay a fair price for your attention and data.“It’s future-proofing yourself against manipulation,” he said. “Right now, ads and algorithms are constantly pushing products at you, but an agent would act for you and would filter out all that manipulative content.”Ultimately, brands will have to adjust messaging to appeal to agents as their recommendations will become the new sponsored search results. “Brands need to optimize for machine readability and agent trust,” Snyder added. “That means structured data provenance, ethical sourcing, health compatibility, ethical compatibility, all of those things.”This shift to agents has huge implications for online marketing more broadly, too.“My big existential question for retailers is if human eyeballs are not going to your website or app anymore because an agent is doing it for them, what happens to retail media? What happens to onsite sponsored product ads?” Masters asked. “You’re not going to see those ads. So that whole onsite retail media business model is threatened and, to some degree, what's called offsite retail media is threatened as well.”Her advice to retailers is to really think about what distinguishes them from their competitors—and to invest in loyalty programs as a “moat.”For Snyder, it will be the end of the marketing funnel, but consumer experience remains. That means brands and marketers will be wise to focus on brand communities, content ecosystems, and live events.Lisa Lacy is a freelance writer based in Atlanta. She was formerly ADWEEK's commerce editor, focusing on retail and the growing reach of Amazon. She has covered marketing and technology for more than a decade for publications like TechCrunch, CMO.com, VentureBeat, The Wall Street Journal, Dow Jones Newswires, ClickZ and Search Engine Watch.(Photo by guoya/iStock)