Where people go
Sector agnostic, and worldwide
Our Philippine partners deploy across maritime, hospitality, construction, technical trades and services as well as healthcare. Anywhere there is a shortage and a lawful route, that is where people go.
Maritime
Deck and engine officers, ratings and specialist crew, including a cadetship programme built for Shell Global.
Healthcare
Nursing and allied health, the sector with the deepest documented shortage and the longest Philippine track record.
Hospitality
Hotel, cruise and service roles, including talent supplied to Holland America.
Construction and trades
Skilled trades and technical roles for infrastructure and industrial projects.
Services and operations
Back office, contact and coordination roles across BFSI, retail, telecom and consumer goods.
Anywhere with a lawful route
The constraint is authorization and preparation, not sector. If the route exists, the pipeline can be built for it.
Healthcare is our lead evidence, not our boundary. It is where the shortage is best documented and where our partners have the longest history, which is why it is the example we reach for. It is not the limit of what they do.
Our position
The part most companies in this business do not mention
Adding to supply is defensible. Extracting from it is not.
The Philippines has its own nursing shortage, acknowledged by its own government at up to 350,000. Recruiting nurses out of a country that needs them is a live debate, and the World Health Organization maintains a code of practice governing exactly this. Anyone in this industry who does not raise it is hoping you will not.
Our position is that adding to supply is defensible and extracting from it is not. That is not a slogan invented for a website. It is the model our own people have already run.
Emilio de la Paz IV built a cadetship programme supplying deck and engine officers to Shell Global by creating a training pipeline rather than by poaching existing crews. Nobody was pulled out of a job that needed doing at home. The capacity did not exist, so it was built. Our education work applies the same idea to nursing, which is why it sits in this company rather than beside it.
Where an engagement would draw people out of a system that cannot spare them, the answer is no. We would rather say that at the start than explain it afterwards.
5.8 million
Global nursing shortage, projected to fall to 4.1 million by 2030
World Health Organization, May 2025
27%
Filipino share of all foreign-born nurses in the United States
Philippine Nurses Association of America reporting, 2021
up to 350,000
The Philippines’ own acknowledged nursing shortage, which cuts against the case for recruiting there
International Council of Nurses, 2023
Who has actually done this
Four decades of deployment, not a new venture
These are people who ran this at scale before HarmoniXHR existed. The relationships are personal and they predate the company.
Emilio de la Paz IV
Advisor and Shareholder, Talent and Recruitment
More than twenty years in recruitment and deployment. As a senior executive at United Philippine Lines he helped deploy over 5,000 seafarers a year, and built the cadetship programme supplying deck and engine officers to Shell Global.
- 5,000+ seafarers deployed a year
- Cadetship programme built for Shell Global
- Hospitality talent supplied to Holland America
- Director of contingent staffing, ManpowerGroup Philippines
John Manzano
Advisor and Shareholder, Workforce Delivery
Established twelve companies across captive and outsourced operations, and has moved more than twenty offshore programmes internationally across banking, retail, telecom and consumer goods.
- 20,500+ roles transitioned across engagements
- Operations built from 500 to over 6,000 seats
- 20+ offshore programmes relocated
- Around 8 percent attrition, against industry norms of 40 to 60
How a deployment runs
Four stages, and preparation is the long one
1
Requirement and route
What roles, how many, which destination, and whether a lawful authorization route exists for them there.
2
Sourcing and screening
Recruitment through established Philippine agencies, with credential and reference verification.
3
Preparation
Documentation, language and role-readiness. This is the stage that decides whether a placement lasts.
4
Deployment and arrival
Travel, arrival support and the first weeks in post, coordinated rather than left to the individual.
What we would ask you
Destination and route, before anything else
A deployment either has a lawful authorization route or it does not, and that is knowable early. These are the questions that get to an answer quickly, and the answers travel with your enquiry so nobody asks you twice.
Six questions, about two minutes
If the route does not exist, or the engagement would draw people out of a system that cannot spare them, we will tell you.
- 01Which country are you deploying into, and under which visa or authorization route?Decides feasibility before anything else. If there is no route, there is no engagement.
- 02Which roles, and how many?Volume changes the model completely, and small volumes are often better served another way.
- 03What credentials or licences must they hold on arrival?Recognition and conversion take longer than most timelines assume.
- 04What is your timeline, and how firm is it?Preparation is the long stage and it does not compress well.
- 05Who handles housing, arrival and the first month?The most common cause of a placement failing in year one.
- 06Have you deployed internationally before?Changes how much of the process we carry rather than share.
The capacity exists. It is in the wrong country.
That is true of nursing, and it is true of most of what we deploy. The work is connecting it to where it is needed without taking it from where it is already needed.