Onboarding in International Households – 7 Tips for a Successful Start
Insights | 19.02.2026
Anticipation, curiosity, hope, scepticism, and uncertainty: the first few days on the job are a whirlwind of emotions and often conflicting expectations for everyone involved – employees, employers, and colleagues alike. This is as true for traditional corporate environments as it is for the complex ecosystems of international private households. Elmar Huber, CEO of OPMG, knows exactly what it takes to ensure a seamless transition.
“There are far more of these setups than the Forbes lists might suggest,” says recruitment expert Elmar Huber, referring to households that employ hundreds of staff across their estates – ranging from executive representatives at managing director level to a head of fleet responsible for the family’s yachts and aircraft. As the founder and CEO of OPMG (Optimum People Management Group), Huber is constantly on the hunt for the perfect match between international decision makers and their future domestic staff. Having once cooked in the world’s most exclusive (private) kitchens himself, he knows firsthand the hurdles that come with starting a new professional relationship within the inner circles of entrepreneurs, politicians, athletes, and royalty. Two distinct worlds often collide: the intimate dynamics of a family and the requirements of a highly complex, internationally operating team. New employees – whether they are household managers, nannies, butlers, or security personnel – are entering a workplace that is simultaneously someone’s private sanctuary. A lack of structure and unspoken expectations can quickly lead to friction. While it sounds challenging, the rewards are substantial. “In our industry, it is now common for a housekeeper to earn a gross annual salary of €70,000 to €80,000 – plus benefits,” Huber reports. Furthermore, nannies, private chefs, and their colleagues often travel with families to paradise-like locations, such as the private Caribbean island of Mustique. “These are once-in-a-lifetime opportunities that you simply won’t find in other professional contexts,” the OPMG CEO says, highlighting the appeal of working under the palms. So, what is required to launch a successful, long-term collaboration in this unique environment? Here is the seven-point onboarding roadmap:
1. Look Before You Leap: Due Diligence Is Key
Both employers and candidates have a vested interest in maximum security. In the age of Photoshop and Artificial Intelligence, it is more critical than ever to verify the authenticity of CVs, references, and certificates. “Some candidates get very ‘creative’ with their résumés, using various digital tools to exploit grey areas,” Huber says of the occasional bad apple. On the employer side, too, all that glitters is not gold. Upon request, OPMG therefore conducts on-site assessments before placing suitable candidates. The golden rule: beyond professional expertise, personal chemistry is often the deciding factor. Even the most impressive technical skills become secondary if personalities do not click. “That said, even the world’s best forklift driver cannot work as a nanny,” Huber points out, emphasizing the need for a solid baseline of professional expertise. However, the “perfect” candidate is rarely available at the drop of a hat. “We can only put forward individuals who are currently available or open to a change,” the expert explains. “It’s like a supermarket: I can only pick my favourite brand of yogurt if it’s actually in stock,” he adds, using a relatable analogy.
2. Keeping It Legally Sound
“Fortunately, the days of serfdom are long gone,” Elmar Huber remarks, referring to modern labour standards. “A five-day week can be covered by one person, a seven-day week certainly cannot,” he clarifies. One thing is certain: contractually agreed working hours must align with actual practice. This is the only way to ensure both legal and operational security. When employers maintain residences in different countries – or even on different continents – the laws of the country of primary residence usually apply. However, if a private chef from London travels to the Côte d’Azur with their employers for several months, French labour laws take effect. Employers are well-advised to strictly adhere to all (insurance) regulations. Any lapse in compliance risks not only health-related issues in the event of a workplace accident but also far-reaching legal consequences. OPMG offers advisory support on legal matters upon request, though they do not provide binding legal counsel.
3. A Culture of Welcome Instead of a Revolving Door
Depending on the size of the household, new staff members are welcomed by the department head, the lead house manager, or the employers themselves. A thoughtfully designed reception – a brief tour of the estate, personal introductions to key stakeholders, or a welcome kit containing essential information and contact numbers – is a powerful signal of appreciation. Almost every change in personnel brings about role conflicts. This is as true for traditional corporations as it is for private households. “In a barnyard, you’d call it the pecking order,” Huber says, getting straight to the point. The probationary period – the duration of which varies by jurisdiction – gives all parties the opportunity to settle into the new environment and see how the collaboration functions in day-to-day practice.
4. Balancing Structure with Intuition
In private households, the onboarding process is never a “one-size-fits-all” procedure. It is highly bespoke. The focus remains squarely on the individual – their personality and their specific qualifications. Nevertheless, a degree of structure is essential to prevent misunderstandings. Gut feeling alone is insufficient, as expectations can only be met if they are clearly defined. “The more honest and unvarnished these expectations are from the start, the lower the staff turnover,” Elmar Huber notes. “We do not work with households where turnover reaches an unhealthy level,” he adds, prepared to draw the necessary consequences when needed.
5. A Matter of Security
Depending on the principals’ security status, rigorous background checks are often standard practice, sometimes mirroring the intensity of international airport security. While specific protocols vary from one household to another, digital discretion is a universal requirement. “When I am invited to a friend’s home, I don’t take photos of their living room and post them online without permission,” Huber explains, advocating for a highly responsible approach to smartphones and social media.
6. Trust Must Be Earned
Without a fundamental baseline of confidentiality and trust, any professional relationship is doomed to fail in the long run. “People who do what they say they will do can build a profound bond of trust that only continues to grow over the years,” Huber says, highlighting the essential foundation for success in this field.
7. The Unvarnished Truth
“If there is a problem, be completely honest about it,” Huber advises employees, even when the truth might be uncomfortable. In private service, questions about one’s well-being are rarely just pleasantries. They usually stem from a place of genuine interest. This is the only way to build a resilient and sustainable relationship. Regular feedback sessions between employer and employee play a vital role. Although the official placement mandate is technically fulfilled once the employment contract is signed, OPMG remains in close contact with both parties. The same applies here: brutal honesty is always better than polite silence.
You can reach OPMG by phone at +49 89 414243 99-0 or by email at office@opmgstaff.com.
Their clientele includes global entrepreneurs and corporations, aristocrats, icons from sport and lifestyle, and world-class decision-makers. The team operates internationally and across borders, with Europe as its base – and soon with an office in Zurich, Switzerland. OPMG works exclusively on a success-based model – no upfront fees, no hidden costs. Placement is always free for candidates.
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