Hiring in Argentina.

How an EOR hire works in Argentina

An employer of record lets you arrange local employment while your company manages the person’s day-to-day work. The provider coordinates the employment agreement, payroll and employment administration. Your first decision is whether you need that managed employment service, a genuinely independent contractor, or your own employing entity.

Start by identifying the legal employer. Argentina’s employment-intermediation rules recognise the employer registering the relationship and can also leave responsibilities with the user company. Have the provider explain those responsibilities for your arrangement before you sign.

For a first hire, a useful provider does more than send a contract. It turns your proposed role, salary and start date into a clear employment plan, identifies who handles local questions, and shows your finance team what will be invoiced.

Set the employment terms before making the offer

Agree the role, work location, hours, gross salary, benefits and salary-review process with your chosen provider. Collective agreements can set role-specific pay scales and conditions, so the job classification belongs in the offer review.

The general indefinite-term probation period is six months. Collective agreements can extend it for qualifying smaller employers; an extension is not automatic. Ask which employer and agreement determine your hire’s terms.

Keep one approved version of the offer. An attractive candidate-facing promise about remote working, leave or take-home pay can create a mismatch if the employment agreement and payroll calculation describe something different.

• Name the employing entity and the agreement or employment category used for the role.
• Agree who approves salary changes, bonuses, expenses and overtime.
• Confirm the documents and approvals needed before the employee’s first day.

Salary, currency and the aguinaldo

Argentina’s aguinaldo is additional annual pay, usually described as a thirteenth salary. Each half-year instalment is based on 50% of the highest monthly remuneration in that half-year; the payment dates are 30 June and 18 December. Budget for it from the start.

The current employment law permits salary in national or foreign currency. Agree the employment currency, employee payment route and invoice currency separately. A USD-denominated commercial quote does not by itself explain the employee’s payslip.

Ask for one sample payslip and its matching invoice. Follow the money from your funding currency to the employee’s payment: which exchange rate is used, when it is fixed, and which conversion or payment charges are added? Agree how salary reviews flow into the next payroll.

Build the full hiring budget

Keep six lines separate: gross salary, statutory employer charges, aguinaldo funding, benefits, the EOR service fee and any extras. Then show refundable deposits or advance payroll funding separately as cash you need available.

ARCA publishes employer social-security rates of 20.40% for specified larger services or commerce employers and 18% for other qualifying employers, including the required MiPyME condition. Those rates cover specified social-security subsystems. Health coverage, occupational-risk insurance and other applicable items need their own treatment; ask the EOR to explain the category and calculation it uses.

Compare quotes using the same salary, benefits and start date. Require both a normal month and a bonus-payment month, plus the opening cash requirement. A lower management fee is useful only after the rest of the bill is understood.

Working time, holidays and leave

The ordinary statutory working-time ceiling is eight hours a day or 48 a week, subject to the applicable regime and permitted arrangements. It is a ceiling, not a recommendation for an office schedule.

General annual leave rises with service: 14 calendar days through five years, 21 above five through ten, 28 above ten through twenty, and 35 above twenty. Full-year eligibility and more favourable terms matter. Calendar days are different from the working-day allowance your headquarters may use.

Agree one leave policy with the provider and explain it to the employee. Decide which system records requests, who approves them, and how absences, local holidays and paid-leave balances reach payroll. Ask the provider to explain the applicable sick and family leave separately.

From accepted offer to first payroll

Work backwards from the intended start date with a named owner on each side. Ask for dates tied to your actual hire, rather than relying on a general “onboarding in days” claim. Missing employee documents, contract approvals or funding can change the schedule.

• Confirm the role, employing entity, benefits and complete quote.
• Review the employment agreement with the employee; resolve differences from the offer.
• Complete identity, work-eligibility, registration and payroll requirements with the EOR.
• Fund the invoice or deposit by the agreed cutoff and confirm the first pay date.
• Check the first payslip, invoice and support contact together; correct issues before the next cycle.

Plan an exit before you need one

After probation, the general without-cause dismissal framework uses a month of qualifying pay per year of service, including a fraction over three months, subject to statutory calculation rules and caps. Notice, final pay and other entitlements also need a local calculation.

As of this review, the official FAL commencement date is 1 November 2026. Ask how the provider will handle that change for your hire and how future funding will appear on the invoice.

Request a worked exit scenario before signing: who gives advice, who authorises a settlement, what the EOR charges, and when any unused deposit is released. Put a written approval step around additional legal or settlement costs. Cancelling the provider subscription and ending an employment relationship are separate decisions.

Choose a provider for the work you need done

Shortlist on the operating model as well as the price. A team consolidating HR systems should test integrations and reporting. A small first hire may put more weight on the service fee and a straightforward monthly process. A growing country team should test the local escalation route and future transition options.

Give each shortlisted provider the same three exercises: explain one payroll correction, price the same hire in full, and walk through a difficult departure. Compare the clarity of the answers and who takes responsibility. Our Argentina EOR comparison connects those priorities to the providers in our current research.