How to Reduce Bias When Hiring Remote Workers from Latin America

Before you can fix bias, you need to know what it looks like.

Here are the most common ones I see:

“LATAM workers are laid-back and unprofessional.” 

“If I can’t see them working, they’re probably slacking off.” 

This mentality shows up in vague job posts, no written agreements, and payment terms that change randomly. 

Then you’re shocked when people leave for better opportunities.

Write down which of these you’ve thought of before. Be honest. 

You can’t fix what you don’t acknowledge.

Building a standardized application process

Here’s where most bias happens. You use one process for U.S. hires and a completely different one for LATAM hires.

That needs to stop.

Create the same application for everyone

Use identical application forms regardless of where someone lives. Same questions. Same format. Same requirements.

If you’re asking U.S. candidates for a portfolio, ask LATAM candidates too. If you’re running background checks on one group, run them on both.

Use blind screening for the first round

Remove names, photos, and country information from initial application reviews. Focus only on:

• Work samples and portfolio quality
• Answers to your custom questions
• Years of relevant experience
• Technical skills demonstrated

This forces you to evaluate what someone can actually do rather than where they’re from.

Create a scoring rubric before you review anyone

Before looking at a single application, write down what you’re evaluating and how you’ll score it.

Example for a customer service role:

• Written communication clarity: 1-5 scale
• Problem-solving approach in scenario questions: 1-5 scale
• Relevant experience handling similar issues: 1-5 scale
• Response quality to custom questions: 1-5 scale

Score every candidate using the same rubric. No exceptions.

Step 3: Test skills objectively, not culturally

Interviews are where accent bias and cultural assumptions sneak in.

Stop judging English by accent

Can they write clear emails? Can you understand them on video calls? Can they explain complex ideas?

If yes, their accent is irrelevant.

Design interviews with structured questions

Ask every candidate the exact same questions in the same order. Rate answers using your predetermined rubric.

Good interview questions for LATAM hires:

• “You have three urgent tasks from different team members with conflicting deadlines. Walk me through how you’d prioritize them.”
• “A client gives you unclear instructions for a project. What are the exact steps you take?”
• “You make a mistake that might affect a deadline. What do you do?”

These reveal problem-solving ability and work style.

Bad interview questions that invite bias:

• “Tell me about yourself” (opens door to judging lifestyle and background)
• “What do you do for fun?” (class and cultural bias)
• Anything about their home setup or living situation (economic bias)

Step 4: Calculate fair pay using local market data

The “cheap labor” trap is the biggest bias killer.

You pay someone $5/hour. They need three other clients to make rent. You get whatever energy they have left.

They leave in three months. You complain that “LATAM workers aren’t reliable.”

The problem wasn’t the worker. It was the pay.

Research actual professional wages in the country

Fair pay in Latin America usually means you’re saving 30-70% compared to U.S. salaries. That’s still a massive cost advantage.

But locally, you need to pay competitive professional wages.

For example, customer service in Colombia: $8-12/hour is common for entry-level workers, $12-18/hour for more experienced professionals .

Graphic designers in Argentina: $15-25/hour depending on portfolio quality and years of experience.

Developers in Mexico: $25-45/hour for mid-level, more for senior.

Add performance incentives

Don’t just pay a flat rate forever. Build in raises tied to results.

“After 90 days, if you hit these metrics, your rate increases by $2/hour.”

“At six months, we review performance and discuss a raise.”

This signals you’re investing in long-term growth, not just renting cheap hands.

Cultural nuances that actually matter

Latin American professionals are generally relationship-oriented and collaborative. Many come from work cultures that are a bit more hierarchical than U.S. tech startups.

Communication style matters. Direct, low-context messages that work great with your U.S. team might come across as harsh or dismissive. Not because LATAM workers are “too sensitive,” but because context and tone carry different weight in different cultures.

Plan around regional holidays. Major ones include Carnival (Brazil and parts of the Southern Cone), Semana Santa (Holy Week), and each country’s independence days.

Don’t treat these like “skipping work.” You wouldn’t expect your U.S. team to work through Thanksgiving. Use shared calendars and plan rotating coverage.

Language flexibility. Many LATAM professionals are bilingual or actively improving their English. If someone’s English is good enough for clear written communication and video calls, that’s what matters. Perfectionism about accent or phrasing is just bias dressed up as “quality standards.”

Final Thoughts

Reducing bias when hiring in Latin America isn’t complicated.

It’s about dropping the “cheap labor” mindset. Structuring your hiring process the same way you would for any professional role. Paying fairly for the local market.

And treating people like long-term partners instead of interchangeable commodities.

The companies building exceptional teams in LATAM aren’t doing anything magical. They’re just applying basic respect and professionalism. 

The kind of treatment you’d expect for yourself.