Oyster is worth a close look when your headcount is predictable and you can make good use of an annual seat agreement. If your hiring dates are uncertain, compare monthly proposals from both providers before committing to discounted capacity you may not use.

Remote is a credible option to evaluate on the clarity of its local employment proposal and its billing process. Oyster also needs to meet those tests.

For a team with only a handful of international employees, a manageable process matters. Ask how often HR will need to intervene, what finance must approve and where an employee goes for an answer. A service that fits your capacity is worth more than functions that sit unused.

Oyster’s annual EOR plan takes upfront, nonrefundable payment for reusable seats. Quarterly or semiannual payment can be available at a higher per-seat rate. Ask which payment schedule applies to your team.

Work out the annual service cost against the hiring plan you can defend today. Include likely delays, vacancies and cancelled roles. Keep the optimistic hiring forecast in a separate column. A rate that looks attractive at full occupancy may look quite different if several seats remain empty for months.

Ask both providers what happens if an employee leaves midway through the agreement. Can you reassign the purchased service? Does the country or start date of a replacement affect pricing? When does the commitment renew, and how much notice is needed to change it?

These questions are especially important for a small team: one delayed hire can represent a large share of the planned workforce. Budget for flexibility deliberately instead of treating it as a free feature.

Oyster distinguishes the refundable deposit from payroll prefunding and the later settlement. Remote also issues prefunding and reconciliation invoices. Ask for each employee’s reserve calculation separately from the amount required for the next payroll.

Ask each provider for a dated payment schedule covering the first three months. Add the service payment, salary funding, employer contributions, benefits and any retained balance. Then ask finance whether those payments fit the company’s normal approval cycle.

Separate three figures in your evaluation: recurring operating cost, cash paid in advance and refundable money held by the provider. Combining them into one “monthly cost” hides the difference between an expense and a cash commitment.

Also ask what happens if an estimated payroll amount is too high or too low. Your team needs to understand how adjustments appear and when a credit can be used.

Oyster offers local and global benefits. Ask which package the employee can enroll in and which premiums the employer must pay.

Ask both providers for the plan documents relevant to the hire. Compare the employer contribution, employee contribution, eligibility, dependents, exclusions and dates. If the candidate asks a question, note whether your HR team can answer it from the materials or must open another support request.

For ongoing support, ask each provider to demonstrate a realistic employee issue, such as an unexpected payslip deduction. Who receives the question? When does your team become involved? How can the employee see whether the issue is progressing?

Do not equate a responsive sales conversation with a tested support service. Request the support commitments and escalation route attached to your actual plan.

Hypothetical example: four established employees staying on an EOR. Headcount is stable, and the employer expects to keep the arrangement for at least the next year. Obtain an Oyster annual quote, compare it with Remote’s proposal and review the full cash schedule. Oyster’s purchasing model may suit the forecast if the package and service also meet the team’s needs.

Hypothetical example: two planned hires, with a third dependent on funding. The company does not yet know when all candidates will start. Compare monthly offers first. A modest discount is not persuasive if obtaining it means paying for capacity the company cannot confidently use. Remote or Oyster could win this purchase depending on the final terms.

Before deciding, request the process and charges for an employee leaving, moving country or transferring to your own entity. Ask who coordinates the change and which documents your company must supply.

If Oyster’s fee is the obstacle, compare Deel and Oyster’s starting offers using the country, benefit package and commitment in your proposal.

Europe

Americas

Asia-Pacific

Africa & Middle East

Guides

News

Remote vs Oyster: choosing an EOR for a small international team

Our view: let your hiring certainty guide the purchase

How the fees, commitments, cash needs and benefits compare

A cheaper annual rate needs occupied seats

Map the cash needed before the first payday

Make the offer understandable to the employee

Two small-team decisions

Evidence behind the comparison