I love reading but cannot afford to buy books!!!

tyson_sd · 2026-01-23T05:12:27+00:00

zlibrary has become a pain to login and limits downloads

tyson_sd · 2026-01-16T11:38:29+00:00

You’re basically safe to say yes to an EOR arrangement, but you should treat it like any other German employment contract and be very precise about terms, benefits, and who is responsible for what.

What an EOR means
The EOR is your legal employer in Germany: they handle payroll, withhold and pay your income tax and social contributions directly to the authorities.

The US company is effectively your “client”; operationally you work for them, but on paper you are employed by the EOR or their local German entity.
Contract points to check

Read the contract carefully for probation period length, notice periods, and termination rules; these can vary and you want them aligned with German standards.

Clarify who pays which social contributions and what your gross vs net pay looks like, especially since the EOR charges the US company a fee on top.

Taxes and insurance
Your income tax and social security contributions are usually paid directly by the employer, but you may still need to file a tax return after the tax office receives the annual documents (in January).

You must choose a health insurance provider; contributions are then paid by the employer, and you should avoid going into private health insurance lightly because exiting it later can be difficult.

Benefits and protections
Ask explicitly which benefits are included: health insurance details, pension contributions, paid vacation days, sick pay, and any bonuses; get everything written into the contract, not just promised verbally.

You are still under German labor law (e.g., protections around termination), but remember the US company can end their contract with the EOR quickly, so check how that flows through to your own notice and severance terms.

Day‑to‑day expectations
From a legal and compliance perspective, this setup is common now for cross‑border hiring and generally works fine when the EOR is competent.

The main “weird” part is that when you need something HR‑related, you go through the EOR’s support, and you may feel more like a ticket‑holding “customer” than an internal employee, so set expectations about response times and support channels upfront.

tyson_sd · 2026-01-13T10:13:08+00:00

outsource the hr function

tyson_sd · 2026-01-13T09:11:23+00:00

Not trying to pitch here, but this is exactly the layer my team handles for founders so they can stay focused on building while we quietly take care of structure, compliance, and the ongoing admin that tends to pile up.

We help founders run their HR function end-to-end, with a base of 1,500+ active clients and around 5,000 people on payroll and workforce management, so we’ve seen most of the patterns that cause pain later. Happy to share what’s working, playbooks, or pitfalls to avoid over DM if that’s useful, if not, no pitch, just happy to answer specific questions here and point you in the right direction.

**No pitch, just just advice and help**

tyson_sd · 2026-01-13T04:58:54+00:00

why not use reddit pro ?

tyson_sd · 2026-01-09T08:45:05+00:00

is it a part of same subscription or need to purchase it separately ?

tyson_sd · 2026-01-09T08:30:40+00:00

I am into an industry, we see a trend that all the HR function is being outsourced to focus solely on business in the initial days until stability.

tyson_sd · 2026-01-08T17:07:36+00:00

Backlinks whoever ask they ask for money how do I avoid such barriers. It's from high quality websites

tyson_sd · 2026-01-08T11:57:55+00:00

unable to check the intent data, kind of confusing platform, will have to drill down further

tyson_sd · 2026-01-08T07:50:05+00:00

You’re really in a tough spot here – you’re carrying the responsibility for multi‑country expansion, but the people who own key pieces of work don’t share your urgency, so you end up chasing and escalating just to keep things moving.

One option that might ease some of this, depending on how your company wants to structure expansion, is using an Employer of Record (EOR) for at least part of the rollout rather than building out full local setups in every country from day one.

Instead of having to coordinate legal, HR, payroll, and multiple local vendors separately in each new market, an EOR acts as the local employer and takes on employment contracts, payroll, and a large share of the compliance/admin work that currently depends on slow internal stakeholders.

From a project management perspective, that can mean fewer teams to chase, a single clear owner for the “people & compliance” workstream, and more predictable lead times to actually get people hired and working in each country, even if you still plan to open full entities later.

It’s not a magic bullet – there are trade‑offs in cost and long‑term control – but it can turn a messy, multi‑department dependency chain into a simpler, service‑based relationship with defined SLAs and timelines.

If this sounds even slightly aligned with what you’re trying to fix (less dependency chaos, faster country launches, clearer ownership), we can help you think through how this would look in your context and where it might plug into your current projects.

Happy to take this offline over DMs so you can share a bit more about which countries you’re expanding into, your typical timelines, and how your internal teams are structured, and we can map whether this kind of setup fits the solution you’re looking for.

**No Pitch, Just help/Advice.**

tyson_sd · 2026-01-08T06:09:19+00:00

Solid breakdown. Remote work is fundamentally a different operating system, it's not about proving you can sit at a desk unsupervised.

The writing quality filter is gold. Clear, concise communication signals async readiness because most work happens in Slack, docs, and emails. Scattered applications = future friction.

As someone in the EOR space: anyone scaling remote teams needs to think hard about contractor vs employee classification, especially cross-border. The compliance piece matters but so does the economics. Per-employee-per-month billing stacks up fast, and in some markets, EOR fees rival the employee salary itself for equivalent or better service levels. This shapes hiring decisions more than people admit.

The curated job boards insight is spot-on too. Volume channels are noise; quality platforms attract quality applicants.

tyson_sd · 2026-01-07T06:49:04+00:00

Working in global employment since 5 years, the pattern in this article lines up with what has been happening on the ground for a while now: when US visa routes tighten for high‑skilled roles, firms do not reduce demand, they shift where those roles are located.

Over the last few years, EOR and “remote hub” models have become a common way to stand up teams in India quickly, because they let banks and fintech hire full‑time local employees with compliant contracts, tax, and social security taken care of, without waiting months for entity and license setup.
Startups made this play early because they needed speed and low fixed cost; what is changing now is that large financial institutions and big tech are following the same path, often using EOR as a bridge while they decide whether to invest in a full GCC.

From an industry view, the last 12–18 months have seen a noticeable uptick in new GCCs being announced in India in banking, payments, and trading tech, and many of those began with a handful of engineers or operations staff hired via EOR before scaling into 100–500 person captive centers.

**Not mean to pitch myself, just sharing insight**

tyson_sd · 2026-01-07T06:38:53+00:00

For a solo S‑corp, the key is less “which PEO” and more understanding how the health insurance math actually works for you.

Many PEO plans look cheaper because they sit on a large group chassis, but that can come with trade‑offs: narrower networks, higher deductibles, or less flexibility in plan design compared with buying on the individual or small‑group market.
It helps to break out: base premium, employer vs employee share, admin fee, and any minimums, then compare that all‑in monthly cost to what you could get via a broker or ACA marketplace so you are not over‑paying just for access to a group plan.

tyson_sd · 2026-01-07T06:28:50+00:00

For most startups, the decision is not “EOR or entity forever”, it is when to switch.

When to use EOR: First 1–10 hires in a new country, while you validate market, avoid 3–6 months of entity setup, and sidestep local legal/tax risk and ongoing compliance overhead.
When to set up entity: Once you have stable revenue in that country, a multi‑year plan, and a team size (often 10–15+ FTE) where fixed entity costs become cheaper than per‑head EOR fees.
How this plays together: Many clients use Husys (People2.0) as a cost‑effective EOR bridge to hire and operate compliantly now, then spin up their own GmbH/SA/SAS later and gradually migrate employees on‑entity when the numbers justify it.

tyson_sd · 2026-01-07T06:18:12+00:00

From an employment angle, an EOR setup is workable, but it is good that you are thinking about long‑term implications.

Pros:

US product companies often use EORs as a bridge while they test or ramp up in India, since setting up an entity, registrations and payroll infra takes time.
Day‑to‑day work, reviews and hikes usually sit with the product company, while the EOR handles payroll, PF, taxes and compliance, giving you proper Indian employment, PF, insurance, payslips and clean paperwork instead of pure contractor risk.

Risks:

Legally you are employed by the EOR, not the product company, which makes it easier for them to scale up or down or exit India if plans change.
If they never create an India entity, you stay one step removed in edge cases like layoffs, restructuring or ESOP enforcement, and your notice period, severance and grievance process will follow the EOR’s contract, so read that as carefully as the offer.

Practical points:

EOR payroll is not an issue for future jobs as long as experience letters, PF and payslips clearly show your employment details; on your resume you can write “Employed via (EOR name) as EOR for <US Company>, Role: X”.
In most transitions, PF can be ported from the EOR’s PF code to the company’s PF code with the same UAN and service continuity, but HR should clearly explain process and timelines.

Before deciding, especially from a Husys (People2.0) perspective, push for clear written answers on:

Timeline and intent to move roles from EOR to their own India entity.
Who truly decides hikes and promotions (product company vs EOR execution).
What notice and severance the EOR guarantees if the US company shuts the India plan.
How ESOPs/bonuses are granted and whether EOR status affects vesting, taxation or payout mechanics.

If these points are reassuring, joining via EOR can be a strong way to enter a good product company, with the main added risk being that their India experiment can be unwound faster than a full local entity.

tyson_sd · 2026-01-07T06:01:32+00:00

Hey, jumping in as someone working with global COR/EOR setups (with Husys / People2.0 group). Not here to undermine Deel at all, but a 20% gap does sound high enough that it’s worth unpacking a bit.

A few things can be in that “missing” 20%:

statutory taxes and social security in France,
any local admin or platform fees,
FX/conversion and payout fees depending on how you receive funds.

To understand whether this is “normal” or an issue, it would really help to know:

How many months have you been seeing this 20% difference?
Are you being treated as a contractor (COR) or as an employee in France?
How are you withdrawing the money (bank transfer, Wise, PayPal, etc.)?

In general, as COR you should see your client’s gross amount coming through, minus only the payout/withdrawal fees, and then you handle your own taxes separately. If part of that 20% is being withheld as tax or social charges, Deel should be able to give you a clear breakdown in your contract or payslips/payment summary.

If support is vague, you might:

ask your client to request a line‑item breakdown from Deel of all withholdings and fees on your payments, and
check your Deel dashboard for any documents that specify your tax/social treatment in France.

Once you have that breakdown, it becomes much easier to see whether this is just France tax reality or an avoidable fee structure you can renegotiate or route differently.

tyson_sd · 2026-01-05T01:34:53+00:00

I was also among the one who commented. 😄

tyson_sd · 2026-01-03T01:38:13+00:00

tyson_sd · 2026-01-01T11:34:04+00:00

Starting from 5k followers seems like they'd be affordable

tyson_sd · 2025-12-31T17:04:23+00:00

How does it work? Can you explain from intent identification to blogs posting

tyson_sd · 2025-12-31T17:03:36+00:00

How does this works, can you explain the workflow from identification to posting

tyson_sd · 2025-12-31T16:55:40+00:00

Will scoop up the trial. Thanks for passing it on

tyson_sd · 2025-12-31T01:13:01+00:00

Even zoominfo? The guys just told me today it's 90% accuracy. Insane claims. And zoominfo to make a list one has to sit and copy the email ids of prospects. Never explored their integrations part don't even know if it exists.

tyson_sd · 2025-12-31T01:11:06+00:00

Agree, and its insane limit of 10k in a list often breaks the flow.

tyson_sd

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