CONVINUS Global Mobility
CONVINUS Global Mobility Insights - Herbst / Fall 2025Example:A Swiss plant engineering company has a project in Turkey. It brings in externalTurkish specialists to complete this project on schedule. If there are interruptions inthe project, the external specialists do not usually have to be paid. However, if thecompany were to bring in additional skilled workers from Switzerland to Turkey, itwould have to continue employing them even during interruptions or consider howbest to resolve such a situation for the company. Obtaining the relevant permit fromthe Turkish Ministry of Labour and Social Security alone takes around four to eightweeks, so a slightly longer lead time is required.Various industries also experience significant seasonal fluctuations, such asagriculture, the hotel and catering industry, and logistics, as more workers areneeded in certain months.2. Access to skilled workers and expertiseMany countries lack qualified workers, for example in the fields of health, IT, skilledtrades and engineering. Companies are increasingly turning to external personnel inorder to fill vacancies quickly. In addition, specialised expert knowledge, which isessential for projects, is difficult to find.Example:A Swiss pharmaceutical company hires a US expert for a special research project. Theexpertise is not available within the company itself, nor at any of its other locations.Such experts often do not want to commit themselves to a specific company, astheir focus is on research itself.External international teams are also often hired to bring in new ideas andperspectives, which can promote innovation.3. Cost advantages and competitivenessCompanies can reduce costs without having to invest in expensive training andfurther education for their own staff. They can take advantage of lower wage struct-24
CONVINUS Global Mobility Insights - Herbst / Fall 2025tures in other countries to achieve cost advantages and reduce expenses, as there isgenerally no obligation to administer personnel and wages.Example:A Swiss insurance company relocates its claims settlement team from Switzerland toPoland. By relocating the team to Poland, the company benefits from the low labourcosts at the new location. To build up the team, it will usually be necessary, at leastinitially, to send employees from Switzerland to Poland so that they can support thedevelopment of this area on site and ensure that the Swiss company's applicablestandards are introduced and complied with. In a second step, it is usually examinedwhether it makes sense to use external personnel for long-term deployment on siteinstead of employees sent from Switzerland to Poland on a long-term basis.External personnel are often employed on a project-by-project or situational basis,for example to ensure capacity utilisation during peak periods.This generally does not result in any long-term costs for the company in terms ofsalaries, social security contributions or severance payments.4. Internationalisation and market presenceWhen a company opens a new location abroad or starts a project, externalpersonnel from that country are often employed. This allows the company to takeadvantage of these individuals' local knowledge of the market, language andculture. It also enables the company to offer better customer presence andcustomer service on site. Customers also feel more comfortable when their contactpersons come from their region. In addition, these locally familiar employees arebetter able to respond to specific customer requests or identify specific customerneeds in advance.Example:A German mechanical engineering company uses local technicians for maintenancework in China. Instead of building up its own workforce in China, it opted forexternal personnel, particularly in view of the financial and administrative costsinvolved.25
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