Your global team. A clearer choice.

01 / Your buying guide

Choose the service before the vendor

Both sell several services and the names look alike. EOR employs the worker for you. Contractor management organizes a relationship you engage yourself. Contractor of record puts the provider in the contract.

Compare the same service on both sides. A contractor price on one proposal and an EOR price on the other are not alternatives, they answer different questions about the same person.

• Which service does each person on your list require?
• Does either proposal switch service between countries?
• Can both vendors price the identical role, identical country?

02 / Your buying guide

Put both fees on the same billing basis

Published EOR benchmarks are $699 per employee/month at Remote and $599 per employee/month at Deel. Contractor and contractor of record prices sit in the table. These are service fees, not the employment bill.

One checkpoint applies to Remote: its EOR page FAQ mentions $599 per employee/month with annual payment beside the monthly figure, while the pricing page carries the monthly price alone. Ask both vendors for annual terms in writing.

• Is each quote monthly or annual, per person, which currency?
• Which lines are service fees, which are employment funding?
• What happens when someone joins or leaves mid month?

Compare billing triggers and signed scope, not just unit prices. Remote’s separate EOR FAQ mentions $599/month paid annually; confirm those terms in writing. No annual discount is assumed below. These are service fees, not total employment or contractor payment costs.

03 / Your buying guide

Verify coverage country by country

Check coverage for the actual product, role and proposed location. Use Remote’s country explorer and request the equivalent country confirmation from Deel, rather than treating a broad international footprint as proof of service availability.

Ask who the named legal employer will be in each one. Remote says it owns its EOR entities, a statement to verify per country in your contract rather than an audited fact.

• Which entity signs the agreement in each country?
• Is any country served through a partner instead?
• What changes if you add a country next year?

04 / Your buying guide

Who does what, in writing

Under EOR with either vendor the provider is the legal employer and you direct daily work. Deel's pricing FAQ frames benefits administration as part of the service, which differs from paying premiums.

Build a responsibility checklist for the demo: onboarding, right to work checks, benefits enrollment, expenses, time off, escalation, offboarding. Confirm each line against the contract, since allocation varies by country.

• Who is your named contact when onboarding stalls?
• Who administers benefits enrollment, and who pays premiums?
• Which side approves expenses and time off?

A meeting checklist, not a statement of universal legal duties. Your team directs daily work; confirm the legal employer and service scope in the actual agreement.

05 / Your buying guide

Deposits, funding and the cash you hold

Deel documents EOR deposits, with the amount shaped by the employment arrangement. Remote says a reserve can apply following its customer review. Obtain the actual amount and timing from each provider before comparing the cash needed to start.

Keep recurring service fees, employment funding and refundable security balances on separate lines. Confirm what can be deducted from the deposit or reserve and when the remaining balance becomes available after an exit.

• What deposit or reserve applies to your countries, in figures?
• When is it returned, and what can be deducted?
• If you switch later, who plans employee continuity?

06 / Your buying guide

Scenarios and the quote to ask for

The scenario table runs one, five and twenty EOR employees over twelve months at each published monthly benchmark. It is a benchmark, not a quote: no annual discount assumed, employment funding excluded.

Read the fee table alongside coverage, funding and responsibilities. The complete proposal should explain each cost and owner well enough for your payroll and finance teams to approve the same hiring plan.

• Does each proposal separate fee, funding and deposit?
• Which quote holds if you add three countries?
• What would make you leave in year two?