Running head: ON-BOARDING On-Boarding 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. 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 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. . 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 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& Ba ...

1. Running head: ON-BOARDING
On-Boarding
ON-BOARDING
2
MEMORANDUM
From:
To: Human Resource Director
Date
Subject: On-Boarding Process
On-boarding is the process of aligning, acquiring,

2. 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.
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

3. 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
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

4. 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.
.
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

5. Merging Corporate Culture
Student’s Name
Institution
Date
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

6. 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-
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

7. 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
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
culture
ication where employees
from every firm can give their
suggestions for the unified culture

8. change plan
Rationale for the steps mentioned above
The first step of unifying organizational cultures is identifying
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

9. 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
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

10. 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
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

11. 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
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

12. 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
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

13. 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?
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

14. 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
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,

15. 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
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

16. 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
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

17. 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
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.

18. 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:
Predicting expatriate turnover and performance. The
international journal of human
resource management, 20(4), 831-845.
Assignment 5: Capstone
Due Week 10 and worth 400 points
Select a publicly traded corporation (Coca Cola)for which you
would like to work or are currently

19. working.
Research the corporation on its own Website, the public filings
on the Securities and Exchange
Commission EDGAR database
(http://www.sec.gov/edgar.shtml), in the University's online
databases,
and any other sources you can find. The annual report will often
provide insights that can help address
some of these questions.
Write an eight to ten (8-10) page paper in which you:
1. Determine the impact of the company’s mission, vision, and
primary stakeholders on its overall
success.
2. Analyze the five (5) forces of competition to determine how
they impact the company.
3. Create a SWOT analysis for the company to determine its
major strengths, weaknesses,
opportunities, and threats.
4. Based on the SWOT analysis, outline a strategy for the
company to capitalize on its strengths
and opportunities, and minimize its weaknesses and threats.
5. Discuss the various levels and types of strategies the firm
may use to maximize its
competitiveness and profitability.
6. Outline a communications plan the company could use to
make the strategies you recommend

20. above known to all stakeholders.
7. Select two (2) corporate governance mechanisms used by this
corporation and evaluate how
effective they are at controlling managerial actions.
8. Evaluate the effectiveness of leadership within this
corporation and make at least one (1)
recommendation for improvement.
9. Assess efforts by this corporation to be a responsible
(ethical) corporate citizen and determine
the impact these efforts (or lack thereof) have on the company’s
bottom line. Provide specific
examples to support your response.
10. Use at least five (5) quality references. Note: Wikipedia and
other Websites do not quality as
academic resources.
Your assignment must follow these formatting requirements:
ouble spaced, using Times New Roman font (size
12), with one-inch margins on all
sides; references must follow APA or school-specific format.
Check with your professor for any
additional instructions.
assignment,
the student’s name, the professor’s
name, the course title, and the date. The cover page and the
reference page are not included in
the required page length.

21. http://www.sec.gov/edgar.shtml