The labor market in 2026 leaves no choice: companies that yesterday could fill vacancies with local hires or employees from the CIS are now expanding to distant countries. Geography is expanding, and with it the number of questions from HR and COOs. On February 12, at a HRCompass webinar, Natalia Vershinina, head of the BRICS Mobility project, discussed the main ones using real-life cases.
Common mistakes: The first systemic failure often occurs at the moment of decision-making. Many companies turn to external recruiting when they're already in a crisis: shifts are at a standstill, production is sagging, and HR is in a state of emergency. But international recruiting isn't a quick fix. It's a process best initiated when a problem is just beginning to become systemic. The second block concerns entry-level errors. The most common: treating candidates from Asia or Africa with the same standards as local applicants—it doesn't work. Without video skills testing, without interviews in the recruiting country, without assessing motivation and even basic psychological stability, there's a high risk of bringing in someone who's simply not cut out for the job. The third key is preparation. There's a persistent myth: "He'll arrive and learn." In migration practice, this is a destructive myth. People who haven't seen their workplace before departure, haven't signed an offer with clear terms, haven't heard about the schedule and rules, leave within the first few weeks. Global statistics cite a 60-70% dropout rate for this reason. Russian business is no exception. The fourth key is adaptation. Not "let the master explain it," but a well-established system: a mentor, a translator, a plan for the first 45 days, daily feedback. Without this, the group often doesn't stick together.
Learning to work with a new tool.
The HRCompass webinar became part of a professional dialogue about the future of the labor market, the challenges of adapting to change, and maintaining resilience. BRICS Mobility participates in these discussions as a source of practical experience. Participants are increasingly asking questions about specific situations: which country to choose for a specific task, what to include in an offer, how to calculate the turnover rate. This level of demand confirms that companies are no longer asking "is it necessary"; they are asking "how to do it correctly." This demonstrates that visa migration is not an abstract topic, but a working tool. And it is important for employers to know how to use it correctly.