• MMC

Remote work is now a widespread practice in France. In 2025, it has become fully democratized. At the same time, the number of digital nomads has surged globally, and many countries — such as Brazil and Portugal — have created specific visas to attract these remote professionals. However, no such visa currently exists in France.

This shift presents new challenges for HR departments, particularly in terms of global mobility and relocation.

Who Are Digital Nomads?

Digital nomads are professionals — often in the digital or tech sectors — who choose to work remotely while traveling or settling temporarily in different countries. They tend to favour destinations offering a high quality of life, attractive tax regimes, and reliable connectivity.

For companies, these profiles represent a unique opportunity to attract and retain talent, especially among younger generations seeking flexibility and multicultural experiences.

A Talent Opportunity That Comes with Risks

While international remote work offers many advantages, it also entails a number of legal, tax, and operational risks:

• Labor law and social security: Is the employee subject to the regulations of the home country or the host country?
• Taxation: Where should the employer pay taxes and contributions? Is There a Risk of creating a permanent establishment?
• Health insurance and social protection: How can the company ensure health coverage, pension rights, or workplace accident protection abroad?
• Data protection: Does remote work from certain countries pose compliance issues (e.g., GDPR)?
• Managerial oversight: How can engagement and productivity be maintained across different time zones?
• Logistical support: Depending on the length of stay and destination country, relocation services may be required (temporary housing, administrative procedures, school registration, etc.).

Practical Tips for HR to Manage International Remote Work

Here are some best practices to help HR manage this new type of mobility in a secure and structured way:

• Clarify internal policies: Define a clear policy or charter covering international remote work — including duration, eligible countries, required procedures, and managerial approval.
• Work cross-functionally: Involve legal, payroll, IT, tax, global mobility, and internal communications teams to anticipate all impacts.
• Rely on experts: Partner with relocation and global mobility specialists to support employees through the process and reduce compliance risks.
• Train your managers: Prepare team leaders to effectively manage remote workers across cultures and time zones.
• Review situations regularly: Schedule periodic check-ins to reassess the duration, ensure legal compliance, and prepare for possible extensions or returns.

Towards a New Geography of Work

Remote work from abroad is no longer an exception but an increasingly common reality. More and more employees are seeking geographic freedom, and companies are being called upon to respond. HR professionals must adapt to this shift. Rather than viewing it as a constraint, it is an opportunity to adjust management practices, anticipate risks, and support this mobility with clarity. When properly regulated, international remote work can become a real asset for attracting and retaining talent, while paving the way for more flexible and international forms of collaboration.