Here is a draft PowerPoint presentation for the HR Manager on the global HRM planning committee: Slide 1: Title slide: Global HRM Planning Committee Presentation Slide 2: Agenda: 1. Cultural considerations in a global environment 2. Reducing expatriate turnover 3. Recruitment strategies for Canada 4. Critical steps in the expatriate assignment process 5. Global compensation and benefits programs 6. Training and developing a global workforce Slide 3: Cultural considerations in a global environment - Brief summary of key cultural differences between merging companies - Recommended steps to unify corporate cultures Slide 4: Reducing expatriate turnover - Common causes of expatriate

1. Ec_Council_Press Ch06-1
Hands-On Projects
1. Use Freak88 to remotely control a PC on the network, usually
for support or inventory purposes.
Perform the following steps:
to Chapter 6 of the Student Resource
Center.
–an. Notice
server.exe is listening on port 7001 (Figure
6-9).
6-10).
ed

2. to the victim’s PC.
2. Use Image Wolf. Perform the following steps:
to Chapter 6 of the Student Resource
Center.
atles in the Title field, and click Search (Figure 6-
11).
Ec_Council_Press Ch06-2
3. Use Nemesy to launch a DoS attack. Perform the following
steps:
to Chapter 6 of the Student Resource
Center.

3. 4. Use Panther2 to launch a DoS attack. Perform the following
steps:
to Chapter 6 of the Student Resource
Center.
-firewall killer.exe.
s of the victim’s machine in the Host field.
Running head: ON-BOARDING
On-Boarding

4. ON-BOARDING
2
MEMORANDUM
From:
To: Human Resource Director
Date
Subject: On-Boarding Process
On-boarding is the process of aligning, acquiring,
accommodating, assimilating, and
accelerating new team members whether they come from inside
or outside the organization
(Lundby and Joltn, 2010). On-boarding is the mechanism in
which new employees receive the
necessary access and knowledge to be a competent employee.
The purpose of this memorandum
is to discuss the on-boarding process and discuss the critical
elements associated with on-
boarding in the global environment.

5. On-boarding Process
1. Develop an outline of the proposed on-boarding program: an
effective on-boarding
program begins before the first day of employment. A
successful program should focus
on a company’s goals and objectives and link back to their
mission and vision.
2. Employee Engagement: employee engagement is crucial to
the success of a new
employee. Engagement should be a representation of the
organization’s culture. This is
an opportunity to introduce new hires to team members, the
leadership team and
members of Human Resources.
3. Training and Resources: this phase includes new hire training
such as system training,
protocols, and applicable workflows. It also provides an
overview of the job
responsibilities and duties. It should also provide the employee
with a list of resources.
ON-BOARDING

6. 3
4. Practicum: this step provides the new hire with on the job
training. They will actually
work with a senior employee to observe and have an opportunity
to do the job before
being released to work independently.
5. Follow-up: the final step of the on-boarding process consist
of the employee meeting
with their direct supervisor to discuss all aspects of the job and
what they have learned
thus far. This gives the supervisor an opportunity to determine
if the on-boarding was
successful and evaluate if the employee will continue on with
their employment.
Critical elements to consider
It is important to identify the direction and purpose of the of the
employees role and
responsibilities. Secondly, the on-boarding program should
consider the culture and home
country of the incoming employee and compared to the
company’s country and culture.
.

7. ON-BOARDING
4
References
Lundby, K. M., & Jolton, J. (2010). Going global: practical
applications and recommendations
for HR and OD professionals in the global workplace. San
Francisco: Jossey-Bass.
Running head: CULTURE CHECKLIST 1
Merging Corporate Culture
Student’s Name
Institution
Date

8. CULTURE CHECKLIST 2
Merging Corporate Culture
When two companies with completely different corporate
cultures merge there is likely to
be a lot of conflict between the individual organizations that
may cause a reduction in the overall
productivity (Badrtalei& Bates, 2007). Therefore, it is
important that two companies work to
unify their cultures as soon as they merge to avoid this kind of
conflict. VideoMax, an online
subscription basis video provider has merged with the global
movie company Flicks Inc. and
they need to unify their difrent corporate cultures for the
success of their new company.
VideoMax corporate culture
VideoMax is a medium-sized company based in Canada that
offers movie and video
streaming services on a subscription basis. This company was
only founded in 2005 but has been
able to dominate the Canadian market. This company has
achieved this through its customer-

9. focused corporate culture. Customer service is given the most
importance in this organization as
the company understands the importance of making their clients
happy. Some of the techniques
that the company uses to maintain this culture are by offering
discounts and offering free trials
for new customers among other techniques. However, the
company has given less focus to its
workers compared to Flicks Inc.
Flicks corporate culture
Flicks Inc. is a multinational entertainment company based in
the United States. The
company provides online streaming services for videos and
movies and sends DVD by mail.
This company was founded in 1997 and has been able to grow
into a multinational company
because of its exceptional corporate culture. The company has
built a culture of freedom and
responsibility with respect to the employees. Workers at Flick
are highly valued as the company
CULTURE CHECKLIST 3

10. recognizes that their efforts contribute to the success of the
company. For instance, the high
standard that the Flicks employees have been held to can be
demonstrated in the freedom they
have to offer their contribution in the decision making process
and the high salaries that they are
paid.
Steps to unify their corporate cultures checklist
in the company’s corporate
culture
from every firm can give their
suggestions for the unified culture
anization
Rationale for the steps mentioned above
The first step of unifying organizational cultures is identifying

11. the major issues that the
merged organization is facing with respect to its culture. Each
of the organization brings its
challenges to the merged company hence identifying the
problems is important (Schein, 2009).
Later the company is supposed to give all employees the chance
to communicate the things they
feel will improve the company’s productivity if implemented.
Including the employees in the
decision-making process gives them a sense of belonging hence
their organization behavior will
be positive(Schein, 2009). Later the company should develop an
outline of the kind of culture
CULTURE CHECKLIST 4
they need to create in the new company and the benefits it will
have on the organization.
Knowing the benefits of the culture will help the members of
the organization to put more
importance into the implementation. The next thing to do is to
create a plan that will be used to
change the organizational culture. The plan acts as a guideline
for both organizations to know the

12. exact strategies that need to be implemented. After having the
plan what follows is the
implementation. During plan implementation it is advisable that
the employees from the
individual companies are mixed so that it may feel like one
organization for them. The company
must monitor the process to make sure the culture is gradually
changing.
CULTURE CHECKLIST 5
References
Badrtalei, J., & Bates, D. L. (2007). Effect of organizational
cultures on mergers and
acquisitions: The case of DaimlerChrysler. International Journal
of Management, 24(2),
303.
Schein, E. H. (2009). The corporate culture survival guide (Vol.
158). John Wiley & Sons.
Global Recruiting Strategy: Canada
Student’s Name
Institution

13. Date
Technology has enabled businesses to expand their capacity by
recruiting from the global markets.
Therefore, organizations no longer have to deal with talent
challenges.
However, there are factors that make various regions different
Therefore, the recruitment strategy must be specific for each
location
Introduction
In the past businesses had to rely on the talent available in the
places in which they were in operation since it was almost
impossible to recruit people from the global market. This
limited the number of people who were qualified for certain
positions hence making the recruitment process very difficult
and time consuming. This also made labor costs very expensive
because business organizations had to pay higher to retain the
few qualified people who were available (Abowd & Freeman,
2008). However, technology advancement has made it easier for
business organizations to hire people from anywhere in the
world. Therefore, business organization no longer have to pay
very high wages to retain the employees or spend too much
money in the recruitment process. However, every location in
the world has certain factors that make it different from other
places (Abowd & Freeman, 2008). It is important to know these
factors so that the organization can choose the right strategies
for recruiting talent in those locations.
2

14. Advertise the job position broadly
Well structured application forms should be used to get the
most information.
Shortlisted candidates should go through a thorough interview
process
The most qualified candidates should be selected for the
position
Strategies for recruiting in Canada
One of the strategies that should be used when recruiting in
Canada is a broad advertisement strategy that will help reach a
wide range of candidates. Canada is a relatively big and highly
populated country hence the job advertisement must be on a
platform that will reach many people. This will help to increase
the chances of attracting the most qualified people to apply. The
application forms used in the process needs to be well
structured so that most of the information needed about the
applicants can be gathered. For instance, they should be able to
show their nationality, qualifications, and experience in the
respective positions being applied for (Abowd & Freeman,
2008). After the application process the qualified candidates
should be short listed and then taken through a comprehensive
interview process that will help to shed some light on other
factors other than their education qualifications and experience.
After this process is completed then the best candidates can be
selected for the position.
3
The Canadian human rights and employment laws
Health and safety requirements
The seasonality of hiring top talent
Time commitment of the recruiting team
The cost of recruitment

15. Factors to consider when recruiting in Canada
There are some factors specific to the Canadian labor market
that need to be taken into consideration in this recruitment
process. One of the most important factors that should be
considered is the Canadian law on employment and human
rights. Every country has very specific laws when it comes to
the recruitment of employees hence this is not a factors that can
be overlooked (Noe et al., 2008). Additionally, there are health
and safety requirements that every Canadian citizen has the
right to be protected under hence all employers, regardless of
where they are from, must comply with them.
In Canada, there is the issue of the seasonality of hiring top
talent. When most of the Canadian schools hold their final
graduation ceremonies, there is usually an influx of fresh and
new graduates with the zeal to work. Finally, the cost and time
commitment is very important because Canada is a foreign
country hence the process is likely to take longer and be more
costly.
4
The company must fulfill all of Canada’s laws and regulations
related to employment and human rights.
Health and safety requirements differ from country to country
More talent to choose from is available during the high
recruitment season
The more time and money is dedicated to the process the more
the chances of recruiting the best employees
Why are these factors important?

16. For any company that is recruiting new talent in Canada, there
are some legal requirements and laws that must be considered.
Canada has strict laws on employment discrimination and they
are not necessarily similar to those of the United States.
Therefore, as a new company, it is important to b familiar with
these laws to avoid making mistakes that would cause legal
problems for the company. Similarly, the health and safety laws
of Canada are not the same as those in US hence it is very
important that the company is familiar with them before
implementing the recruitment strategy. The issues of seasonality
of talent is important because the company can wait till the time
when there is an influx of talent in the Canadian labor market to
choose the best recruits. It is also important to consider the time
and costs of the recruitment process as the more the company
will dedicate to the process, the better the chances they will
have of finding the best recruits.
5
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M.
(2006). Human resource management: Gaining a competitive
advantage. McGraw-Hill, USA
Abowd, J. M., & Freeman, R. B. (Eds.). (2007). Immigration,
trade, and the labor market. University of Chicago Press.
References
EXPATRIATE TURNOVER 1

17. MEMORANDUM
From: Dave Kelly
To: The Human Resource Manager
Date: 30-01-2017
Subject: The Need to Reduce Expatriate Turnover Rate
In the last two decades, globalization has been taking place at
a rapid pace. This impact is being
felt in the corporate world, as companies are forced to employ a
mobile workforce with the
objective of expanding their influence to the global market.
Multinational corporations also seek
to maintain a team of employees with high multinational
knowledge and expertise. As a result,
firms allocate a lot of money and resources in deploying their
workers on assignment to foreign
localities. Nonetheless, high turnover of expatriates and
repatriates brings about huge losses to a
firm that needs to be addressed from a strategic perspective. In
view of that, there is an emerging
wave of company leaders who are overburdened with the desire
to reduce expatriate turnover.
Therefore, I shall propose two strategies that can be employed
to minimize expatriate turnover

18. rate for our organization.
Reducing Expatriate Turnover
There are various strategies that can be utilized to reduce the
worrying expatriate turnover rate.
First, companies must assign overseas roles to employees whose
intellectual and technical skills
are matched or exceeded by their cross-cultural abilities (Regis,
2008). One of the biggest
mistakes that multicultural organizations make is to assume that
employees who perform
extraordinarily at home or local levels are most likely to reflect
their performance in different or
new cultural environments overseas. While employees may be
highly talented, educated and
EXPATRIATE TURNOVER 2
experienced, their performances may be influenced by the
cultural environments under which
they operate. Therefore, it would be unwise to think that the
best performing American employee
would still maintain his or her excellent performance when
deployed to a foreign cultural

19. environment such as India or China. Therefore, it is the task of
an organization to assign
employees roles and environments in which they are culturally
competent. This is likely to
reduce a feeling of unfitness or discontentment that often results
in high turnover (Regis, 2008).
To sum it up, an organization should focus on assigning
international roles to employees who not
only have the necessary technical skills, but also have shown
that they are likely to live and
operate comfortably in different cultural contexts.
Another major step that can be taken to reduce expatriate
turnover rate is career development.
Organizations should focus their attention on improving the
services related to career building
for their mobile population (Van der Heijden, Van Engen &
Paauwe, 2009). This is because as
employees move from one country to another, they experience
new career challenges that require
constant training, coaching and mentorship programs to
overcome. While most companies have
such programs, their procedures do not take into account the
unusualness or distinctiveness of
expatriates’ circumstances. The talent management or human

20. resource departments are
responsible for career development of the home country
populations but do not feel responsible
for workers who deliver their duties in foreign nations. At the
same time, the individuals charged
with the responsibility of international human resources or
global mobility may not have the
capacity or knowledge to develop expatriate’s career (Van der
Heijden, Van Engen & Paauwe,
2009). Therefore, HR functions should work hand in hand with
the concerned international
departments to address this problem.
EXPATRIATE TURNOVER 3
References
Regis, R. (2008). Strategic human resource management and
development. New York: Excel
Books India.
Van der Heijden, J. A., Van Engen, M. L., & Paauwe, J. (2009).
Expatriate career support:

21. Predicting expatriate turnover and performance. The
international journal of human
resource management, 20(4), 831-845.
Assignment 5: Company Presentation
Due Week 10 and worth 200 points
SCENARIO: For this final assignment, imagine that you are an
HR Manager on a global HRM
planning committee. You are required to present to upper
management five main concerns
related to global human resources matters.
You have compiled data about four (4) of those concerns in
previous assignments, but you need
to add two more elements to the presentation.
The VP of Human Resource Management has asked you to
present a PowerPoint presentation
to upper management to discuss your previous findings. Those
findings included culture in a
global environment, expatriate turnover reduction, recruitment
factors to consider for your
selected country and important steps to consider in an on-
boarding process. Select only one of
the countries below:
Germany, Greece, Portugal, South Africa, Morocco, Ghana,
Canada, Mexico, Jamaica, Japan,
South Korea, Saudi Arabia, Brazil, or Australia

22. In addition to presenting data of the previous assignments, the
VP of Human Resources
Management also wants you to discuss a compensation strategy
that would support
international operations in your company and to identify two or
three (2-3) key strategies your
company could use to enhance ethical behavior, labor relations,
and work conditions.
Create a ten to fifteen (10-15) slide PowerPoint in which you:
1. Addressed concerns from prior assignment feedback.
a. Share information you have learned about different cultures
that exist in a
global corporation and global market. (Summarize Assignment
1: Culture)
i. Discuss if you would
continue to support your strategies to
combine company culture
ii. Suggest what you would
do differently (if any) to combine
company culture
b. Explain Why Expatriate Turnover Exists (Summarize
Assignment 2: Expatriate
Turnover)
1.
1.
i. What would you suggest as HR Manager to help reduce
expatriate
turnover?
ii. What types of tools would you use reduce expatriate turnover

23. (surveys,
mentorships, interviews, etc.)
c. Discuss Recruitment Strategies from one of the countries
listed
below. (Summarize Assignment 3 in detail and use same
country from your
Assignment 3)
Germany, Greece, Portugal, South Africa, Morocco, Ghana,
Canada, Mexico, Jamaica, Japan,
South Korea, Saudi Arabia, Brazil, or Australia
d. Explain an On-Boarding process
(Summarize Assignment 4)
New Material to Add to Final Presentation
2. Recommend Compensation Strategies
a. Don’t merely list strategies
b. Explain why you have selected your recommended
compensation strategies
3. Recommend strategies that enhance Ethics, Labor Relations
& Work Conditions
1.
a. Don’t merely just list strategies
b. Explain in your narrative why you have selected the
recommended strategies to
enhance Ethics, Labor Relations & Work Condition
Presentation Format Requirements

24. 1. Format your assignment according to the following
formatting requirements:
a. Format the PowerPoint presentation with headings on each
slide and one (1) relevant
graphic (photograph, graph, clip art, etc.). Ensuring that the
presentation is visually appealing
and readable from up to 18 feet away. Check with your
professor for any additional
instructions.
b. Include a title slide containing the title of the assignment,
your name, your professor’s name,
the course title, and the date.
c. Narrate each slide as if you were presenting them in a
meeting, and write out detailed
speaker notes. More information about narrating PowerPoint
slides can be found
here: https://support.office.com/en-au/article/Record-a-slide-
show-with-narration-ink-and-
slide-timings-3dc85001-efab-4f8a-94bf-afdc5b7c1f0b?ui=en-
US&rs=en-AU&ad=AU
https://support.office.com/en-au/article/Record-a-slide-show-
with-narration-ink-and-slide-timings-3dc85001-efab-4f8a-94bf-
afdc5b7c1f0b?ui=en-US&rs=en-AU&ad=AU%20
https://support.office.com/en-au/article/Record-a-slide-show-
with-narration-ink-and-slide-timings-3dc85001-efab-4f8a-94bf-
afdc5b7c1f0b?ui=en-US&rs=en-AU&ad=AU%20