Running Head: ON-BOARDING 1 Running Head: ON-BOARDING 4 On-Boarding Felicia Griffin Professor Keith Lipscomb BUS 325: Global Human Resource Management February 13, 2019 Onboarding process is a usual process in the recent past in many business organizations. Onboarding seeks to ensure that new employees are easily embedded into the systems as fast as possible. New employees can adjust much more comfortable when they have better employees to ease them in. It helps new employee recruits to adjust to the social and performances. It is mainly aimed at maximizing success. Various vital steps need to be followed in ensuring that new recruits are effectively realigned into the organizational structure. This is an essential procedure in organizational performances it ensures that new recruits take the shortest time possible to settle and establish better relations with other employees. It is the best way that a business organization can ensure that new recruits concentrate on the primary purpose of the organization rather than focus on how they can settle in their new working environment and social environment. The onboarding process is an exceptionally chronological process where a beginner follows a given order of events in the organization. The first step is to study the new employee characteristics. It involves understanding their character and their ability to be integrated into the company operations smoothly. This process is very significant because the company can know quite earlier the behavioral adjustment that a given new employee can make to become successful. The next step in the process is the deployment of newcomer tactics. Within this stage, the new employee develops a relationship with the existing employees within the organization to have a conducive business environment. The next step in the onboarding process is the readjustment of new employee tactics and behavior to conform to organizational culture and be in a position to work effectively towards the achievement of the set organizational goals. One of the most critical elements of onboarding in a global environment is studying and understanding the characteristics of the new hire to be in a position to know how easy the new recruit will be able to adjust to the organizational culture and its operations. Another vital element in onboarding is the creation of an understanding between new recruits and the already existing employees within the organization to formulate a formidable team that can propel the organization to new heights. References Carter, T. (2015). Hire right: the first time: how to improve your recruitment & onboarding process. Journal of Property Management, 80(3), 26-30. Stephenson, J. (2015). Improve Your Employee Onboarding Process With Seven Storytelling T.

1. Running Head: ON-BOARDING
1
Running Head: ON-BOARDING
4
On-Boarding
Felicia Griffin
Professor Keith Lipscomb
BUS 325: Global Human Resource Management
February 13, 2019
Onboarding process is a usual process in the recent past in many
business organizations. Onboarding seeks to ensure that new
employees are easily embedded into the systems as fast as
possible. New employees can adjust much more comfortable

2. when they have better employees to ease them in. It helps new
employee recruits to adjust to the social and performances. It is
mainly aimed at maximizing success. Various vital steps need to
be followed in ensuring that new recruits are effectively
realigned into the organizational structure.
This is an essential procedure in organizational performances it
ensures that new recruits take the shortest time possible to settle
and establish better relations with other employees. It is the
best way that a business organization can ensure that new
recruits concentrate on the primary purpose of the organization
rather than focus on how they can settle in their new working
environment and social environment.
The onboarding process is an exceptionally chronological
process where a beginner follows a given order of events in the
organization. The first step is to study the new employee
characteristics. It involves understanding their character and
their ability to be integrated into the company operations
smoothly. This process is very significant because the company
can know quite earlier the behavioral adjustment that a given
new employee can make to become successful.
The next step in the process is the deployment of newcomer
tactics. Within this stage, the new employee develops a
relationship with the existing employees within the organization
to have a conducive business environment. The next step in the
onboarding process is the readjustment of new employee tactics
and behavior to conform to organizational culture and be in a
position to work effectively towards the achievement of the set
organizational goals.
One of the most critical elements of onboarding in a global
environment is studying and understanding the characteristics of
the new hire to be in a position to know how easy the new
recruit will be able to adjust to the organizational culture and
its operations. Another vital element in onboarding is the
creation of an understanding between new recruits and the
already existing employees within the organization to formulate
a formidable team that can propel the organization to new

3. heights.
References
Carter, T. (2015). Hire right: the first time: how to improve
your recruitment & onboarding process. Journal of Property
Management, 80(3), 26-30.
Stephenson, J. (2015). Improve Your Employee Onboarding
Process With Seven Storytelling Tips. The Journal for Quality
and Participation, 38(3), 26.
Recruiting in Brazil
Felicia Griffin
Professor Keith Lipscomb
BUS 325: Global Human Resource Management
January 31, 2019

4. About the Recruiting Process
Recruiting requires getting the best candidate for the job
The process must always be clear and open to everyone
It’s critical in the growth of a business
A recruitment process is an essential issue for any organization.
If it's conducted the right way, a firm will get the right
employees to spearhead its agenda. In this sense, Brazil allows
for the open and clear recruitment process. The selected
candidate must be unanimously accepted to buy all the
recruiting officials to ensure that everything followed the rule
and regulations of that country
2
Factors To Consider In The Recruitment
Salary and remuneration
Non-English speaking candidates
Extensive laws and policies
One of the factors is related to salaries. Brazil has a different
salary and bonuses structure as compared to other European
countries. Secondly, the recruitment process must consider the
non-English speaking candidates. Majority of the people don’t
speak English which means a common language in reaching the
entire population should be established. Lastly, the laws and
regulations of hiring should be put in place. A company
recruiting must be aware of the extensive laws and policies in
Brazil

5. 3
Why The Factors are Important
Establishing a clear and an open recruiting process
Be in line with the Brazilian laws of hiring and recruitment
Get the right candidate for the sake of the organization
The factors to consider are important because they help in
establishing a clear and open recruiting process. There will be
no complains when the recruitment process is complete which
may tarnish a company’s brand (Raymond et al, 2018). In this
sense, the company will have acquired the best candidate for the
job. The other reason is that it will help a firm understand the
laws and policies in Brazil regarding the hiring process. Being
against the law may be a reason for the fall of a business.
4
The need for an effective recruitment process
Aligning on a common goal
Get the best talent that will promote organizational goals
Improving communication and performance
An effective recruitment process ensures that the best talent has
been acquired. Typically, these candidates will help the
organization in its growth. In addition, an effective recruitment
process will be administered using improved communication
and performance within the firm (Raymond et al, 2018). At all
times, the firm will have a duty to ensure that the system user is

6. updated at all times
5
References
Raymond, H. F., Chen, Y. H., & McFarland, W. (2018).
“Starfish Sampling”: a Novel, Hybrid Approach to Recruiting
Hidden Populations. Journal of Urban Health, 1-8.
Running Head: EXPATRIATE 1
Running Head: EXPATRIATE 4
Expatriate
Professor Keith Lipscomb
BUS 325: Global Human Resource Management
Felicia Griffin
January 27, 2019
Strategy of reducing expatriate turnover
TO: C.E.O ABC company
FROM: Human resource manager
DATE: January, 23, 2019
SUBJECT: Strategy for reduction of expatriate turnover
Expatriate turnover means the return of the stakeholder back to
their home country as a result of failure to accomplish the

7. required task overseas. High expatriate turnover can result in
high losses for the company since the company ends up losing
most of their skilled employees that they are dependent on.
Benefits and compensation
One strategy that can be applied to reduce the expatriate
turnover in the company is the provision of good benefits and
compensation to the expatriates (Hon & Lu, 2015). Many
companies are experiencing high expatriate turnover because
the expatriates are not satisfied with the compensations they are
getting. This is because many of them leave their countries and
move to foreign countries in such of greener pastures only to be
disappointed. Therefore company needs to develop policies that
provide expatriate workers with benefits suitable to them. The
company should also to consider a regular review of this
compensation and benefits packages and also try to update them
according to with the trends in the market. This benefits at the
end of the day encourage this workers that their decision of
leaving their home is not in vain.
Hiring the right workers
Another strategy of reducing expatriate turnover is hiring
people with the required skills and training from the start
(Kassar & Lythreatis, 2015). The company should carefully
interview and vet workers, and they should not only consider
their skills and qualifications but also their ability to fit well
with the company’s culture, norms and also their management.
This helps employ workers who are ready to accept expatriate
positions and can easily adjust to the new cultural environment
hence making it easier for the workers to perform their required
task efficiently (Andresen & Volodina, 2018).
Kind Regards,
HUMAN RESOURCE MANAGER.
References
Andresen, M. G., & Volodina, A. (2018). Do overwhelmed

8. expatriates intend to leave? The effects of sensory processing
sensitivity, stress, and social capital on expatriates' turnover
intention. European Management Review, 15(3),, 315-328.
Hon, A. H., & Lu, L. (2015). Are we paid to be creative? The
effect of compensation gap on creativity in an expatriate
context. Journal of World Business, 50(1), 159-167.
Kassar, A. N., & Lythreatis, S. (2015). Cross-cultural training:
its effects on the satisfaction and turnover of expatriate
employees. SAM Advanced Management Journal, 80(4),, 4.
Running Head: CULTURE
1
CULTURE
5
Culture
Professor Keith Lipscomb
BUS 325: Global Human Resource Management

9. Felicia Griffin
January 27, 2019
Discussion
My fictitious company
Geoplan Company is a planning and architectural consultation
firm which offers different planning and architectural services
such as surveying, urban design, urban planning, regional
planning, and architectural services. Geoplan Company is
located in Kenya and conducts its operation nation-wide as it
addresses the needs of clients from the public and private
sector. Geoplan Company has 150 employees all of whom are
Kenyan nationals. The company has a simple organization
structure which enables the Director to monitor all the
company’s operations.
The fictitious company merged with
Rand Masters is an engineering and architectural company
which specializes in offering a range of engineering and
architectural services including urban planning, urban design,
architectural services, and consultation services for civil
engineering. The headquarters of Rand Masters is located in
India and it has other company offices located in China,
Ethiopia, South Africa, and Mauritius. The company has over
9,000 employees and an organizational structure that enables
the functionality of every level of management.
How to unify company culture
1. Workplace culture: This is a very crucial step which
emphasizes understanding the cultures, mission, vision, goals,
and structures of the two companies better. During this step, the
two companies can evaluate the attitudes, behaviors, and
priorities of different employees.

10. 2. Diagnose the differences that matter: This step is important
to identify and measure the extent of differences that exist
between the two companies. Among the factors/components
which should be diagnosed include people, geographic
locations, managerial styles, and units and their functions.
3. Accentuate the positives: This is an important step in cultural
integration which focuses on identifying and cultivating the best
attributes of each organization. The merger should emphasize
adopting cultures which can be easily adopted by employees and
one which can be beneficial to the merger.
4. Improve the communication tools: The merger should create
better communication channels which enable employees to
interact with one another. This will promote cultural integration
since teamwork can be achieved more naturally if people
connect with each other easily (Dianova, 2017).
5. Improve collaboration tools: The merger should form teams
and departments which include employees from the two
companies. This will enable employees to share different
knowledge and ideas making it easier to develop an acceptable
culture (Dianova, 2017).
6. Identify the challenges: This step involves identifying the
barriers to cultural integration such as employees’
dissatisfaction or complaints among others. This is an important
step since it encourages collaboration in problem-identification
and problem-solving.
7. Training and education: This step involve creating new
workplace policies which will also be improved in order to
promote workplace diversity and address different challenges of
integration in any given situation. This step should emphasize
the accountability of every employee since their efforts which

11. will determine the success or failure of the merger.
8. Monitoring and structural motivation: This is the last step
which requires managers to monitor the progress of cultural
integration to identify more possible areas for improvement
(Maxfield, 2015). The manager should also use a simple reward
system to recognize employees’ contribution to cultural
integration.
References
David Maxfield, (2015). How to effectively merge Company
Cultures. Retrieved from
https://www.vitalsmarts.com/crucialskills/2015/02/how-to-
effectively-merge-company-cultures/
Yulia Dianova, (2017). Practical steps to create a unified
culture in a company with multiple offices. Retrieved from
https://www.axiapr.com/blog/3-practical-steps-to-create-a-
unified-culture-in-a-company-with-multiple-offices