This idea has many problems and may bring a series of risks and challenges. It is not recommended to recruit employees from third world countries simply based on low wages to increase profits. The labor force of different countries and regions has its own advantages and characteristics. It is important to rationally allocate human resources based on the company's business needs and employee skills and qualities, rather than taking region and salary as the main considerations. The value creation of each employee should be based on comprehensive factors such as his professional ability, work attitude, and adaptability, not where he comes from. If the company has specific business needs, such as some language proficiency requirements (such as customer service positions that require proficiency in the language of the target market), creative design, software development, etc., it should look for suitable talents with corresponding abilities, rather than simply limiting them to certain types of specific regions. At the same time, cross-border recruitment also involves cultural differences, labor regulations, management coordination and other complex situations, which may lead to increased management difficulty, low work efficiency, reduced employee satisfaction and other adverse consequences, thereby affecting the company's long-term stable development and profits. More importantly, this approach may be unfair and discriminatory, which is not conducive to the establishment of a good corporate image and international cooperative relations. When improving the company's profits, it should focus on more sustainable and constructive strategies such as optimizing business processes, improving operational efficiency, expanding markets, and improving product or service quality.