What Taiwanese Employers Need to Know: How to Recruit and Retain International Talent
Taipei-based headhunting expert Alan McIvor provides insight into what Taiwanese companies should (and shouldn't) do when it comes to hiring global talent
Taiwan’s workforce is evolving. With an increasing number of foreign professionals choosing Taiwan as their home, companies are presented with a unique opportunity to integrate global talent into their teams. But how can they do so effectively? In his insightful article for Talent Taiwan, Paul Wright Group headhunter Alan McIvor delves into the challenges and opportunities Taiwanese companies face in attracting and retaining top-tier international professionals.
Understanding the Shift
Taiwan’s workforce, once largely homogenous, is becoming more internationalized and diverse — with approximately 850,000 foreign immigrants among a population of 23.4 million. Taiwanese companies are hiring international talent to fuel growth in global markets, but successful integration remains a challenge. According to McIvor, companies do not necessarily need to go out of their way to accommodate foreign staff, but can look towards “some sort of compromise.”
Key Challenges and Solutions
Annual Leave Policies
Many foreign professionals come from countries where paid leave is significantly more generous than Taiwan’s average of 10 days. Citing this as one of the major deterrents for expats looking to settle in Taiwan, McIvor says providing competitive leave policies is one way companies can attract top talent and enhance long-term retention.
“If Taiwan aims to modernize and attract more international professionals, it could benefit from recognizing that ample vacation time helps prevent employee burnout. By providing staff with more rest and relaxation, companies may find their workforce happier and more productive.”
Flexible and Hybrid Work Models
The post-pandemic shift toward remote and hybrid work has become a major deciding factor for employees. While some Taiwanese companies have embraced hybrid models, others remain rigid. Offering flexibility can be a strong incentive for professionals considering a move to Taiwan.
Leadership and Workplace Culture
Traditional Taiwanese management structures often follow a top-down approach, whereas many foreign employees are accustomed to more collaborative environments. Encouraging open communication and valuing employee input can lead to greater engagement and innovation.
“My suggestion for Taiwanese owners and senior managers would be to create a work environment where employees feel heard. If you have foreign employees with expertise in a particular market, listening to their insights can help shape your strategy. Likewise, foreign employees should also adapt to a work culture that may offer fewer opportunities to speak up, with both sides finding a balance.”
And while perks like free food and bean bags — hallmarks of the stereotypical Silicon Valley startup — can make work more enjoyable, McIvor says it’s the effort put into building a truly communicative and positive culture that is ultimately most impactful.
Communication Styles
Workplace communication in Taiwan tends to be indirect, which can sometimes lead to misunderstandings with more direct communicators from Western backgrounds. Taiwanese managers and colleagues, who are generally more non-confrontational, may choose to avoid expressing their concerns outright. For McIvor, learning how to have difficult conversations can be an important step forward for many Taiwanese employers.
“If a foreign colleague has done something you dislike, it is important to tell them what, why or how they can improve. Constructive feedback is key to success and harmony. In the long-term, poor communication is costly, potentially leading to higher employee turnover.”
Cultural Awareness and Hiring Discrimination
There is immense value that employees from diverse cultural backgrounds can bring to a company, and Taiwanese employers interested in working with foreign talent need to embrace the importance of understanding cultural nuances and respecting differences. For McIvor, an awareness of cultural and religious customs, traditions, and norms can go a long way in fostering inclusive workplaces. Similarly, foreigners who wish to thrive in Taiwanese offices should aim to do the same, and be willing to take the initiative when it comes to adaptation.
Beyond navigating cultural nuance, leadership also needs to be committed to actively discouraging racism and discrimination, including at the hiring stage. Citing Taiwan’s large Southeast Asian workforce, McIvor says Taiwanese employers should avoid assessing applicants through the lens of their nationality.
Building a Globally Competitive Workforce
According to McIvor, many major Taiwanese companies are interested in recruiting foreign talent. By adopting a mindset of flexibility, compromise, and inclusion, businesses looking to remain competitive on the international stage could be better equipped to attract, retain, and maximize the potential of foreign professionals.
Read more on the Talent Taiwan website. For more employer resources, visit the For Employers section. Subscribe to us below to receive regular updates on working in Taiwan.
📢 What are your thoughts on Taiwan’s approach to international talent? Share your insights in the comments below.
It is sad to say, however there are very few companies at the surface level who are retaining graduates even graduated within Taiwan. And those companies have become highly competitive. For many tens of hundreds of students, it is saddening to not find job i) in-time, ii) according to the field and NOW iii) package (when I came here 3 years ago, a Master's graduate was being offered 50-60k initially and now the number has dropped to 40-45k).
Most of my acquaintances are having such packages and most of us are still on the hunt while being rejected for not having language proficiency.
I agree with what he's saying; it aligns with a lot of the international research on foreign talent retention, as well as my own ongoing work in the space. Essentially, right now, the government wants us, but middle management doesn't. If that doesn't change, the vision of a global Taiwan is going to be much harder to achieve.