Running head: ON-BOARDING PROCESS 1 ON-BOARDING PROCESS 2 On-Boarding Process Student’s Name Date University Affiliation Instructor’s Name Course Title Create an outline of an on-boarding process. Include a brief explanation of each step and explain why it is important. On-boarding refers to the process that is used to welcome new employees into an organization. The process is conducted through the Department of Human Resources, and this process is vital to the new employees because it provides them with information regarding the company’s culture, history, mission, values and policies that are relevant to the organization such as executive level organization and changes, as well as recent success of the company may have accomplished. There are several necessary steps taken throughout the on-boarding process. In the first step of the on-boarding process, the administering speaker will welcome all new employees on behalf of the company and give a quick introduction of oneself. New employee orientation usually takes place after the selected applicant has accepted an offered position by signing and returning an offer letter to the hiring manager. Orientation normally takes place within the first week of employment with the company. The human resource department notifies the new employees to inform them of the time and place that they are expected to arrive at orientation, the company’s dress code, on-boarding schedule and other relevant issues. Secondly, the administering speaker is expected to keep the information provided to the new employees throughout the on-boarding process as simple as possible, yet very informative. Such information and forms may be provided online so that all new employees will have an opportunity to complete the forms beforehand and submit them at the conclusion of orientation. This step within the on-boarding process makes employees feel more prepared and organized, as well as less stressed; thus, making the employees feel that they are a part of the team (Bradt & Vonnegut, 2009). The third step in the on-boarding process is benefits orientation. This part of the process is important because new employees are informed about their pay/compensation and any benefits offered by the organization. Benefits orientation is often times conducted separately from new employee orientation. This particular type of orientation informs employees of the benefits they may be eligible for and when they can take advantage of the offered benefits. This step is very important because a welcome of that previously mentioned is intended to make the new employees feel more comfortable and secure within a very short period of time. Throughout the fourth step of the on-boarding process each new employee is assigned a mentor within the organization. To most employees, the first day on the job with a new company is quite nerve wrecking; thus, assigning a mentor to the new employees greatly assists them by ensuring that they fee ...

1. Running head: ON-BOARDING PROCESS 1
ON-BOARDING PROCESS 2
On-Boarding Process
Student’s Name
Date
University Affiliation
Instructor’s Name
Course Title
Create an outline of an on-boarding process. Include a brief
explanation of each step and explain why it is important.
On-boarding refers to the process that is used to welcome new
employees into an organization. The process is conducted
through the Department of Human Resources, and this process
is vital to the new employees because it provides them with
information regarding the company’s culture, history, mission,
values and policies that are relevant to the organization such as
executive level organization and changes, as well as recent

2. success of the company may have accomplished. There are
several necessary steps taken throughout the on-boarding
process.
In the first step of the on-boarding process, the administering
speaker will welcome all new employees on behalf of the
company and give a quick introduction of oneself. New
employee orientation usually takes place after the selected
applicant has accepted an offered position by signing and
returning an offer letter to the hiring manager. Orientation
normally takes place within the first week of employment with
the company. The human resource department notifies the new
employees to inform them of the time and place that they are
expected to arrive at orientation, the company’s dress code, on-
boarding schedule and other relevant issues.
Secondly, the administering speaker is expected to keep the
information provided to the new employees throughout the on-
boarding process as simple as possible, yet very informative.
Such information and forms may be provided online so that all
new employees will have an opportunity to complete the forms
beforehand and submit them at the conclusion of orientation.
This step within the on-boarding process makes employees feel
more prepared and organized, as well as less stressed; thus,
making the employees feel that they are a part of the team
(Bradt & Vonnegut, 2009).
The third step in the on-boarding process is benefits orientation.
This part of the process is important because new employees are
informed about their pay/compensation and any benefits offered
by the organization. Benefits orientation is often times
conducted separately from new employee orientation. This
particular type of orientation informs employees of the benefits
they may be eligible for and when they can take advantage of
the offered benefits. This step is very important because a
welcome of that previously mentioned is intended to make the
new employees feel more comfortable and secure within a very
short period of time.
Throughout the fourth step of the on-boarding process each new

3. employee is assigned a mentor within the organization. To most
employees, the first day on the job with a new company is quite
nerve wrecking; thus, assigning a mentor to the new employees
greatly assists them by ensuring that they feel more comfortable
and confident in their decision to work for the company. The
last step in the on-boarding process is setting up new employees
with access to the company’s intranet. This is also a very vital
step throughout the process as the employees have the ability to
self-orient themselves and easily get caught up on the
paperwork needed to complete the new hire process. The
company’s intranet also keeps employees up to speed with
news, classed, training and events taking place within the
organization.
Summarize what you believe are the two (2) most critical
elements to consider when on-boarding in the global
environment.
One of the most critical elements that should be considered
when on-boarding in the global environment, is the commitment
between both the mentor and the new employee. Both
individuals should be very committed to this part of the process
to ensure that the mentor can orient and bring the new employee
up to speed in order to meet and exceed the expectations of the
company. The completion of this process will also assist in
nurturing the growth and comfort of the new employees in a
foreign land (Hampel & Lamont, 2011).
The other element to be considered in throughout the process of
on-boarding is ensuring that clear objectives and expectations
are communicated to all new employees. If a new employees is
given a new leadership role, the employee must be clearly
informed of what is expected of them, and they should meet
with other stakeholders, peers, and leaders within the
organization. By doing so, this will help the new employees to
establish effective and efficient relationships, as well as build
networks and teams within the workplace, thus making it easy
to accomplish assigned tasks.

4. References
Bradt, G. & Vonnegut, M. (2009). On-boarding how to get your
new employees up to speed in half the time. Hoboken, N.J:
Wiley.
Hampel, B. & Lamont, E. (2011). Perfect phrases for new
employee orientation and on-boarding hundreds of ready-to-use
phrases to train and retain your top talent. New York: McGraw-
Hill.
Recruitment in Japan
Student’s Name
University Affiliation
Professor’s Name
Recruitment process in Japan is quite different from that of the
west
Styles used in recruitment are dated back to the 1970s and
1980s
The styles have however changed in recent years due to the high
retiring rates of the elderly (Bartram, 2005)
Japan currently hires more part-time employees than full-time
employees
Summary of Recruitment in Japan

5. The traditional Japanese recruitment style dates back from the
1970s and 1980s and is quite unique compared to the one we
know in the West. The Japanese recruitment process is often a
one year practice called Aotagai (buying rice before it is
harvested) which starts around April. Back in the 70s and 80s,
Japanese companies mainly focused on recruiting students who
were about to graduate from various high schools and
universities. Over the years, the Japanese economy fell into a
recession and there was a high retirement rate, which led
Japanese companies to change their recruitment strategies. They
had to cut labor costs by hiring more part-timer workers and
fewer full-timer workers.
2
Various factors are considered when recruiting employees
The first factor Japan recruiters consider is personality
Personality majorly refers to one’s characteristics
Motivation is another major factor this recruitment process
focuses upon (Spencer, 2004)
Factors considered when recruiting
Japan generally considers various factors when carrying out its
recruitment process. Personality is one of these major factors.
Personality as stated above is the characteristics in which an
individual is associated. Such characteristics may include one’s
level of intelligence, work ethic, professionalism, etc. among
other personality qualities. Personality does not include skills
and experience in which an individual has towards a certain job.
Motivation especially self-motivation is highly rated among the
factors in which Japan considers in its recruitment process.

6. Employees must show motivation towards work. Motivation is
very important among the Japanese as it is believed to be the
factors which contribute towards employee productivity levels.
3
Communication skills are another major factor Japan’s
recruitment system focuses upon
Currently, the system is focusing on the importance of
recruiting bilingual employees
Lastly, the system is also focusing less on what the recruit has
previously learned from institution of higher learning, such as
colleges and universities (Homer, 2001)
Cont.: Factors considered when recruiting
Communication skills form a very vital role within the
recruitment system used by Japan. The employees hired must
show the ability to effectively use their communication skills
towards productivity in the workplace. One must know how to
relate with other employees by using their communication
skills. In addition, the system is currently focusing more on
those employees who can speak multiple languages. This is to
ensure many customers including those from other countries can
be served whenever they visit organizations within Japan. The
recruitment style as stated above focuses less upon what the
recruits pursued in their institutions of learning. Japan believes
that employees get more exposure once they start working and
other factors such as personality and motivation are also
superior.
4
The recruitment process used in Japan a very strict, complex

7. system
Most companies in Japan would like for employees to work for
their companies until retirement
Japan’s process is also good because it is designed to only hire
employees who have general knowledge within various fields
(Geraldine, 1999)
Persuasive closing summary
Japan’s recruitment process is quite strict compared to Western
recruitment processes. A Japanese company expect their
employees to work for them till their retirement. This is why
building up a relationship from the very beginning (during the
recruitment process) is essential. Another remarkable part is
that they often search for employees who have general
knowledge. When they search for new employees, they often do
not mention exact job descriptions. They want their new
employees to be able to work in any kind of position. So people
who are specialized in a specific field often do not use these
skills when they apply for a job.
5
Bartram, D. (2005). Recruitment in Japan. Sage Publishers
http://www.minorccbs.com/skills/recruiting/item/the-
recruitment-process-in-japan-what-are-the-relevant-skills
Geraldine, F. (1999). The Media Business; SBC
Communications to Buy Comcast Cellular Operations. New
York Times.
file:///C:/Users/user/AppData/Local/Temp/RecruitmentTrendsJa
pan.pdf
Homer, M. (2001). Skills and competency management.
Industrial and Commercial training http://www.recruit-

8. rgf.com/company/group/japan/
Spencer, L. M. (2004). Competency Model Statistical
Validation and Business Case Development, HR Technologies
White Paper http://www.hrcompass.com/validation.html
References
Running Head: COMPANY CULTURE 1
COMPANY CULTURE 2
Company Culture
Student’s Name
Date

9. University Affiliation
Instructor’s Name
Course Title
An Overview of My Company
As the human resource manager of a global corporation
that is involved in the manufacture of motor vehicles, I consider
the company to have a commendable culture. Employees within
the company are accustomed to working with very little or no
supervision. The culture of our company holds high-standard
morals and expects the employees to exceed expectations. The
company currently has a Code of Ethics Policy that guides
employees’ internal behavior, as well as their professional
behavior outside of the organization. The company’s Code of
Ethics Policy is intended to maintain ethical and good behavior
amongst all employees. The employees are expected to respect
all customers and stakeholders. Employees are also encouraged
to work in teams. Teamwork is vital to the operation and
success of any company. For this very reason, we have
established team building programs that help employees work
together proficiently and effectively. The company has a
reputable culture of offering its employees sufficient pay for
quality labor. Employee salaries are consistent, in order to
reduce the number of cases where employees of equivalent
positions are not compensated various amounts of money
(Goffee & Jones, 2003). Our company encourages and supports
research programs, such as those that are conducted individually
or via a substantial amount of teamwork. Our company believes
that we actually manufacture the best motor vehicles in the
entire world. Furthermore, the company’s mission is to utilize
company values and code of ethics to produce high-quality
results that will exceed consumer expectations.
Overview of the Purchased Company
The corporation that our company has purchased and chosen to
merge with is a foreign corporation that also produces motor
vehicles. In fact, the referenced company was one of our
competitors. The company’s culture involves a centralized form

10. of administration. The majority of work-related issues and
employee complaints were handled centrally. The merge of
both companies was beneficial to the foreign corporation
because of their lack of administrators in comparison to our
company. Decisions were made solely by senior level
management. The employees were expected to abide by a strict
guidelines regarding their job performance and duties. One
thing both companies have in common is that both companies
encourage teamwork. Although many of the merged companies’
employees were foreigners, they were expected to use language
in a formal and ethical manner which exemplifies their level of
respect for one another.
Steps Taken to Unify Company Cultures
Once the merge of two companies has taken place, the cultures
of both companies must be unified. The unification of the two
companies avoids work-related complications and establishes a
balanced working environment. Culture unification ensures that
business operations run smoothly and efficiently. It also
ensures that all personnel are focused on the same company
goals and objectives (Risberg, 2006). In order to ensure that the
companies undergo a successful culture unification, the first
step that has to be taken is merging the vision and values of
both companies and making it one. The vision and core values
of the two corporations should be integrated so that they form
one statement that reflects the vision and core values of both
companies. All senior level, entry level and management staff
should be involved in the decisions made with regards to
merging the visions of both companies. The successful
completion of the aforementioned process helps the merged
companies to focus more on the same issues, as well as values
that will ultimately determine the company’s culture.
The second step is to establish an executive sponsorship
program for the new organization. Senior leaders and
management staff from both companies should be required to
participate in the program, including trusted leaders at the
executive level, which provides reassurance to the employees

11. that their needs and concerns will be represented and respected.
The new recognition program should be used as a positive
communication tool that reflects the company’s vision and
values to the employees.
Step three should be to evaluate measurable goals and
performance measures that track employee success within the
new organization. Specific objectives should be included
within the program to enhance the progress of the merged
cultures and create a culture that will be appreciated across the
global workforce.
The fourth step should involve building trust amongst the
employees from both companies. Trust amongst employees is
essential since they will be working with one another. At the
conclusion of this process, the company will have built its
culture and foundation on trust.
Step five is to offer an employee survey. Employees should be
evaluated on their current job satisfaction and work
performance, as well as have an opportunity to provide feedback
to the company expressing their thoughts and opinions
regarding company management and improvement. All
employees should be evaluated on a yearly basis to monitor
their progress and adaptability to the new company norm.
The sixth step should be to conduct an orientation to inform the
employees of company changes, employee expectations and
culture unification which makes employees conscious of the
forthcoming change in leadership and the environment. This
type of procedure aids in preparing the mindset of employees so
that they are aware of the changes that will take place within
the company and helps them to embrace the changes (Phelps,
Kline, 2009).
Step seven is to reassure employees of their job security. Most
employees are afraid of the usual retrenchment when companies
merge.
Finally, the eighth step is to launch a transitional program about
the new company vision, values and culture. This step is vital
at the finalization of the merging process because of the cultural

12. shift and transition that will take place within the organization
after the successful merge.
In conclusion, all employees should be involved in all of the
previously mentioned steps throughout the merging process
because it ensures a successful unification of the company’s
vision, values and culture.
References
Goffee, R. & Jones, G. (2003). The character of a corporation:
how your company's culture can make or break your business.
London: Profile.
Phelps, M. & Kline, D. (2009). Burning the ships intellectual
property and the transformation of Microsoft. Hoboken, N.J:
Wiley.
Risberg, A. (2006). Mergers and acquisitions a critical reader.
London New York: Routledge.
Feedback from Professor regarding Company Culture
Assignment
Excellent job! You’ve described two fictitious companies in the
fashion industry thoroughly as explained in the instructions.
Your checklist was clear and thorough. You’ve provided very
good explanations for the items in the checklist.
Feedback from Professor regarding Expatriate Turnover
Assignment
Overall, you did a good job! You developed two good
strategies that will help your fictitious company reduce the
number of expatriates leaving. The format was followed. Good
arguments were presented. You did summarized the ideas for
management. You It would have been helpful to list a fictitious
name of the Human Resource Director and your name as the HR
Manager in the "To & From" beginning/greeting section of the
memorandum. Make sure that you include a reference page for

13. any resources that you used to complete your assignments.
Feedback from Professor regarding PowerPoint Presentation
You summarized your findings about recruiting in your selected
country, Japan. You identified the appropriate number of
factors that would need to be considered when recruiting in
your chosen region. Your closing summary was persuasive and
it describes why the factors you identified are important. Your
PowerPoint slides were in the required format.
In-text references were missing in the presentation. Please
remember that in-text references are for resources that have
been rephrased as well as direct quotes from a resource. Nice
graphics! Please note that in the future, any images (graphics,
pictures, charts, etc., that are used but are from other resources
should also be included in your reference page and an in-text
reference should be listed.
Title page containing the title of the assignment, your name, my
name, the course title, and the date are properly listed.
Feedback from Professor regarding On-boarding Process
Assignment
You’ve created the required outline of an on-boarding process.
You’ve included a brief explanation of each step and explained
why they are important. Good job with summarizing the two (2)
most critical elements to consider when on-boarding in the
global environment.