The document discusses strategies to reduce expatriate turnover at a company. It recommends developing thorough training on host country environments to help expatriates adapt. It also suggests improving the repatriation process to make returning employees feel appreciated. Providing support during cultural readjustment and opportunities to use skills gained abroad could reduce turnover rates. Implementing these strategies may help curb the rising expatriate turnover issue.
1. Running head: INTERNAL MEMO
Internal Memo
Cheryl Smith
Bus 325
Professor Stacey Flood
October 26, 2015
Strayer University
Internal Memo
To: John Brian, Human Resource Director
From: Henry Burton, Human Resource Manager
Date: 26th October 2015
Subject: Reducing Expatriate Turnover
The beneficial for our foreign assignment have greatly reduced
due to the reported rise in Expatriate turnover experienced in
our organization. Most of our managers signed broad duties
return home earlier. Most of the ones who remain for the full
scheduled time fail to deliver as expected. The major reason for
this rise in Expatriate Turnover is the failure to adapt to
different environmental aspects of the countries they are
assigned duties to. I am therefore compelled to suggest the
2. following strategies to help curb this problem.
We should develop a thorough training sessions for our
managers to equip them with knowledge about different aspects
of the environment of the countries they are being assigned
duties to. These environmental aspects include weather and
people's culture. This will help them to prepare well to adapt to
the new environment. The training should also focus on
equipping our managers with global leadership development
skills. This will help them work with the crew from the foreign
countries efficiently. We should carry out repatriation process
for our managers who have been assigned duties abroad in a
manner that make them feel their return is appreciated. This
should include throwing a small homecoming party for them
with only staff members as the attendance. They should also be
given time to readapt to the home culture and also a chance to
exercise the experience they gathered abroad. This will make
our expatriates more willing to come back home after
accomplishing the task they are assigned abroad. Cases of our
expatriates shifting to other jobs in foreign countries will
therefore reduce.
I believe these strategies will help reduce expatriate turnover if
put into action.
Thank you.
Kind Regards,
Henry Burton (Human Resource Manager).
ON-BOARDING
On-Boarding
Cheryl Smith
Strayer University
3. BUS325
Professor Stacy Flood
November 19, 2015
On-boarding process outline
Statement: On boarding, also known as organizational
association is a systematic mechanism through which new
employees acquire the cardinal skills and organizational
behaviour to become effectively integrated into the
organization.
I. Hire ticket is submitted through HR; the hire ticket is
submitted through the Service Request System, including
attachments of the offer letter and Resume supplement. This
allows an instigation of the on-boarding process.
II. HR generalist schedules on-boarding session; the HR
generalist, under the supervisor, schedules an on-boarding
session.
III. Email follow-up; the HR generalist sends a follow-up email
to the new hire carbon copied to the supervisor with information
regarding the on-boarding session. It is important that the
concerned parties be on the same page when on boarding starts.
4. 1. Date and time of session.
2. Parking information and directions.
3. Map of the venue.
4. Information documents required.
5. Request of birth date information for creating an employee
ID.
IV. HR generalist creates a temporary appointment in ID; the
generalist creates a temporary affiliate appointment in ID using
NEWEMP. This will enable the new hire begin sessions
smoothly and feel welcomed.
V. Relaying ID information to hiring supervisor; the next day,
the HR generalist relays the employee ID information to the
hiring supervisor through email. This enables the supervisor to
set up an account for the employee and even register the
employee for relevant classes if needed.
VI. On-boarding packets; the HR generalist creates personalized
ofn-boarding packets for new hires prior to their arrival at the
session. This is important in shaping perception.
VII. On-boarding session; new hire attends on-boarding session.
VIII. Email to the new hire and the supervisor; within one to
two days of the on-boarding session, HR generalist emails the
new hire and the supervisor.
1. Welcome email to the new hire
2. Email to the supervisor containing appointment information,
benefits information and training reminders.
Conclusion: After the first day, the employee is enrolled onto
the ethics-training program through the Learning Center.
The most important elements for consideration are:
Theoutlookthenewhirehasaboutbeingintergartedintotheorganizati
on. This will greatly influence the sucess of the on-boarding
program and therefore should be considered with strong insight.
With this in mind, particular attention should be paid to the first
day of the on-boarding session because it will determine the
first impression the new hire has about the organization, which
will go a long way towards dictating their performance and
comfort.
5. The intergration of the new hire. This plays a pivotal role in
smoothing out the first few days of onboarding and the
employee's morale. If an employee finds issues with his
information or account functionality, they may get the idea that
they are not taken seriously or regarded with warmth and may
consequently deliver substandard performances. Therefore, a lot
of attention should be paid to detailing the hire's ID and account
information.
Human Resource: Recruiting in Japan
Cheryl Smith
Strayer Univeristy
Professor Stacy Flood
November 4th 2015
Summary on Japan Recruiting
It is noted that currently Japan is in a struggle of recruiting
young graduates to the business industry (Mackie, 2010).
Politics has played a role in this struggle especially for young
people from other nations
As a result of the desire for more young people in Japan
business industries, some firms have opted to adopt English
language in the workplaces
6. Japan style of recruiting can be traced back to the 1970s and the
1980s. Their style has been viewed as quite unique in
comparison to that in which the countries of the west such
United States of America normally uses. This practice is
normally taken for a period of one year. High rate of retirement
among the Japanese people has led into various problems in
recruiting new young employees. Demographics of this country
has played a significant role in the state in which Japan is
facing in terms of young people to recruit. Japan has a
population pyramid which is wide at the top than the bottom and
thus meaning that the number of the elderly is greater than that
of the young people. This is what has therefore led to the
struggle currently faced in recruiting young employees. Politics
as stated above has also played a key role from the fact that
security issues should also be put in mind while employing
people from other countries. The firms have however developed
various strategies that can be used in ensuring there are more
young people working in the business sector in Japan.
2
Summary on recruiting in Japan
Language impact has therefore had a positive implication on
recruiting in Japan
Japan is also focusing upon the fresh graduates from institutions
of higher learning
The country is also using mergers with other businesses in other
countries in order to come up with highly skilled individuals in
the business sector
7. The issue of language has played a key role on the improvement
of the recruiting in which Japan uses. Due to less young
population in Japan, the country has opted to employ graduates
from other English speaking countries and ensured their
numbers are significantly high enough. This ends up in the
elimination of feeling lonely among many people who speak a
language that is different from yours. In some business
organizations, Japan has ensured that for every 100 employees,
70 are Non-Japanese. The country has further went ahead in
ensuring it gives more focus on the fresh graduates from various
universities around the world. Nations such as India have been
potential places in which Japan focuses on obtaining the fresh
graduates. Mergers with other big related businesses in other
countries have also proved to be another way in which Japan
can increase the young recruits.
3
Three factors considered when recruiting
When recruiting Japan normally focuses on three factors
These 3 major factors include:
An individual’s personality
Motivation of the person
Lastly is the communication skills of the individual (Kiyoto,
2003).
In order for Japan to carry out an analysis based on these three
8. factors, they usually carry out some observations and analyses.
First of all, they will focus on obtaining information from the
institution in which the student graduated from. This may
involve getting information from their personal lecturers and
other people who were close to them during their lifetime in
school. It is from these institutions in which information on
personality, motivation as well as communication skills of the
student can be easily obtained and put under analysis. Japan
business institutions have also opted to hold introductory
meetings for the new graduates and this helps the institutions to
actually know the kind of persons they are. Once they qualify
highly in these 3 factors as well as the skills on the job they
have trained for, they get recruited.
4
Persuasive closing summary
The three factors mentioned above are very crucial
It is also very important to note that Japan focuses less on what
the graduates have studied and rather gives these factors
priority
Personality of the student for instance is important in describing
the person they are; for instance, whether innovative,
responsible, self discipline, dutiful and imaginative among other
factors
Generally, what the students have learnt in the institutions of
higher learning can still be trained when they are working and
thus forming the reason as to why Japan focuses less upon what
the students have studied in the institutions of higher learning.
However, Japan will focus upon on these three factors as the
core factors for recruitment. Personality plays a central role as
9. it describes the kind of a person in which an individual is. As
stated above, personality will describe an individual based on
how responsible, loyal, dutiful, honest, creative, innovative,
imaginative and how disciplined they are. These factors
generally mean that having such kind of personality will be
easier to work with and also adapt in the Japanese way of work.
This therefore makes personality a strong and crucial factor for
recruitment.
5
Cont: Persuasive closing summary
Motivation on the other hand focuses on the intrinsic kind of
motivation
The students have to be self motivated and have the desire to
achieve for better successes
Communication skills also play a critical role for Japan’s
recruitment from the fact that the businesses have people from
different diversities. This shows how these factors are important
(Keizer, 2009).
Motivation on the other hand depends upon self motivation.
Based on the reports of the graduates from their institutions,
one can determine as to whether the students are self motivated
or not. One way to know this is by looking at their performance
in their studies. Self motivation is a very important factor for
business organizations as workers cannot work without being
motivated either by their self or the organization. Motivation
will influence performance and this critically means that where
motivation is less performance will also be less and the vice
versa is true.
Communication skills on the other also form an important factor
10. for the recruitment process. Having employees from diverse
background will generally need the employment of best
communication skills in avoidance of conflicts which arise due
to diversity of people.
6
References
Kiyoto, T. (2003). What's driving Brazil-Japan Migration? The
Making and Remaking of the Brazilian Niche in Japan.
International Journal of Japanese Society.
Mackie, V. (2010). Managing borders and managing bodies in
contemporary Japan. Journal of the Asia Pacific Economy
Keizer, A. (2009). Transformation in- and outside the internal
labour market: institutional change and continuity in Japanese
employment practices. International Journal of Human Resource
Management
Running head: Culture
Assingment1: Culture
Cheryl Smith
11. Strayer University
Professor Stacy Flood
October 18, 2015
Swift Telecommunications Company specializes in designing,
manufacturing and marketing personal computers, mobile
communication devices and portable digital music and video
players. It also sells a variety of related software, services,
peripherals and networking solutions. The company employs
various selling mechanisms to ensure that its products access a
wider market worldwide. These are through its online stores,
retail stores, direct sales force, third party wholesalers, retailers
and value added resellers. In addition, the company obtains
much profit and revenues from the sales of application software,
printers, storage devices, speakers, and headphones and various
other accessories and peripherals through its online and retail
stores.
The company’s business strategy is to control the design and
development of hardware and software for all of its products.
To ensure that it meets its overall business strategy, the
company continually invests in research and development to
enhance its innovativeness high technology for its products. The
company always works to offer unique products that are
superior to the other similar products in the market. The
company operates on revenue of more than 150 billion dollars
and about 300,000 employees. Swift conducts operations in 200
12. countries around the world.
The company’s main focus is on providing innovative products
and solutions to private consumers and business enterprises,
government agencies and creative customers in order to enhance
their evolving digital lifestyles and work environments. The
company operates on revenue of more than 150 billion dollars.
Swift conducts operations in 200 countries around the world.
Due to its high quality products and services, the company has
seen an ever increasing market of its products with high
customer satisfaction that is also related to good customer care
services from its customer care department.
In the last few years, there has been high competition in the
telecommunications industry characterized with fast changing
technology and entry of many small companies in the industry.
This has necessitated changes in the company strategies with
respect to its target market and also changes in compensation
for its employees so as to avoid losing its valuable employees to
the competitors. Moreover, the company has established more
subsidiaries to allow for a wider market for its products.
Additionally, the company has also invested heavily in
advertising mechanisms to create more awareness of its
products and services and also to ensure that it remains
dominant in the market.
High Tech Communication Company specializes in designing,
manufacturing and marketing of mobile devices, headphones,
speakers and other associated peripherals. It is a public limited
company with about 200 shareholders. The company operates
online stores and other retail stores in Ontario, Canada, where it
is located. It has no larger revenue base due to the limited
number of shareholders. It offers high quality communication
gadgets. Moreover, its products and services are always kept in
line with the fast changing technology as a necessity in any
communications industry.
The company also invests in research and development so as to
ensure that its products are innovative and applies the latest
technology. Moreover, it offers products that are of high quality
13. but easy to use. It is the best mobile phones manufacturer in the
region and has a higher market share in the mobile phones
market in Canada. This is also attributed to the good customer
care services from its customer care department. Also the
company has the best customer satisfaction rating compared to
other companies in the same industry in the region.
Organizational culture can be defined as the pattern of basic
assumptions a given group has invented, discovered or
developed while learning to cope with external adaptation and
internal integration challenges (Page, Withers & Kennelly,
2005). Successful cultural integration begins with an early
understanding of the cultural differences and processes that
exist between the acquiring and target companies. Each
company should be coached to look at how the practices of the
other company might be beneficial in the new entity.
After the acquisition, the management should work towards
creating a common company culture through unifying the two
diverse cultures of the merging companies. This can be done
through the following steps (Aquinas, 2010).
1. Evaluating the current culture and performance of the
merging companies
2. Clarifying the company’s initial vision after merging
3. Clarifying values and expected behaviors
4. Clarifying strategic priorities
5. Engaging your team in defining smart goals for the company
6. Clarifying and tracking key measures
7. Maintaining management system for priorities and goals
8. Managing communication habits and routines
9. Building motivation throughout the process
10. Continuous review and assessment of the company culture
Each of the above steps is important in ensuring that the desired
post acquisition company culture is established in order to
facilitate the attainment of company goals and objectives.
1. Evaluating the current culture and performance of each of the
merging companies
This enables the management to develop critical performance
14. priorities such as profitability, growth and customer satisfaction
that is common for the two companies (Aquinas, 2010). In
addition it is important as it helps to identify value/ behavior
strengths and weaknesses that are holding back each of the
organizations from achieving their full potential with their
performance priorities. After which areas of improvement can
be identified.
2. Clarifying the company’s initial vision after merging
This enables the company to identify ways of working together
to improve the weak areas and drive all the employees towards
supporting the company’s purpose. Moreover, it controls the
different employees’ behaviors towards achieving the vision.
3. Clarifying values and expected behaviors
This ensures that the expected behaviors are consistently
exhibited in the company through living of the clarified values.
Since people interpret values from their own perspectives,
defining the expected behaviors would help to bring out a
common ground for interpreting the values.
4. Clarifying strategic priorities
Defining the strategic priorities provides areas of focus that
should be focused on to support the performance priorities
included in the company’s initial vision (United States, 2003).
For instance, if the performance priority is growth, how will it
be achieved? Is it through new products and services, revised
sales strategies or market expansion?
5. Engaging your team in defining smart goals for your
company
These goals help to support the expected behavior for the
weaknesses that may be identified in the new company. For
example, if accountability is a weakness, the company goals
should include more disciplined plans, measures, reviews and
other approaches to support the needed behavior.
6. Clarifying and tracking key measures
This helps in determining if the expected behavior is positively
influencing the company’s performance so that it is continually
adapted or may be dropped if need be. For instance, if the key
15. measure of performance is increased sales, does a change in
working duration positively influence lead to increased sales?
(United States, 2003).
7. Maintaining a management system for priorities and goals
This helps to create adjustment to focus in additional time and
attention on the top performance priorities and value/ behavior
shifts identified in the above steps. The support must be on
results and supporting the behavior shift for example through
recognition, coaching and removing barriers (Davis & Baldwin,
2005).
8. Managing communication habits and routines
This creates transparency, genuineness and consistent
communication that are necessary to work towards attaining
company goals and making the employees have a sense of
belonging in the company. This also helps to clarify plans,
answer questions; exposé rumors and reduce drama in the
company. For example, regularly scheduled sessions with two-
way communication and extensive informal approaches helps to
emphasize the expected behaviors and results through which the
company goals can be attained.
9. Building motivation throughout the process
Feedback and recognition are key to establishing the desired
company culture. If the employees are motivated throughout the
process of unifying company culture, the desired results would
most likely be achieved faster (Davis & Baldwin, 2005). For
instance, through reward and promotions to the employees who
adapt the new company culture and work towards achieving the
company goals through the expected behaviors, other employees
would be encouraged to also adopt the expected behaviors.
References
Aquinas, P. G. (2010). Organization structure and design:
Applications and challenges. New Delhi: Excel Books.
Davis, M., & Baldwin, J. (2005). More than a name: An
introduction to branding; with a theoretical commentary by
Jonathan Baldwin. Lausanne: AVA.
Page, M. B., Withers, P., & Kennelly, P. (2005). Done deal:
16. Your guide to merger and acquisition integration. Victoria, B.C:
Authenticity Press.
United States. (2003). Results-oriented cultures:
Implementation steps to assist mergers and organizational
transformations: report to congressional subcommittees.
Washington, D.C: GAO.
