CIPD Level 5 Unit 5OS04 People Management in an International Context Assignment Example 2026

CIPD Level 5 Unit 5OS04 Assignment Example 2026

About this unit

This unit is designed to provide people practitioners with the necessary knowledge and understanding to effectively manage people in an international context.

What you will Learn

You will examine contextual factors relating to managing people from an international perspective and assess the drivers and benefits of employment in an international context. You will explain how convergent and divergent approaches can shape policy and practice and learn about the factors relevant in selecting and resourcing people with a specific skillset, as well as the challenges and cultural differences to consider. Additionally, you will evaluate the reasons expatriates are used for international working and the formation of appropriate policies and processes for selecting, preparing and managing overseas repatriation.

Learning Outcome, Assessment Criteria and Indicative Content

1 Understand people practice from an international perspective.

1.1 Examine the contextual factors of an international organisation.

Understanding of operating in the international organisational context, multinational companies, centralised, decentralised, national domestic, international resourcing, language, law, customs, national difference, technical capability/infrastructure, economic situation, dominant culture and local awareness, Hofstede’s cultural diversity and difference.

1.2 Assess the drivers and benefits of employment in an international context.

Appreciation of the transferral of technological and business knowledge, skills and behaviours for the organisation and individual; enhanced equality, diversity and inclusion; facilitation of control; improved communications; competitive advantage; talent management; increased cultural awareness; enhanced business growth; career; networking and expansion of professional connections; financial and non- financial benefits.

1.3 Explain convergent or divergent approaches to inform people management policy and practice choices.

Nature and factors that affect convergent and divergent approaches to managing the range of people practice choices across different countries or regions, for example shaping and standardisation of key people practices that are implemented across international organisations. Advantages and disadvantages of applying a ‘one country’ approach. Factors that affect the acceptance of divergence practices to allow national subsidiaries to implement their own country’s people practices accommodating localisation, including handling conflicting requirements.

2 Understand the challenges of people practice in an international context.

2.1 Assess the factors to be considered when selecting and resourcing staff for international assignments.

Permutter’s orientation of international firms, polycentric, ethnocentric, geocentric and regional- centric orientations; different factors to include identification of qualities and behaviours, awareness of EDI, difference, emotional resilience, ability to cope with long- and short- term change, wellbeing, duty of care, language, personal contexts, contractual terms and conditions, consideration of cross- national HRM dominant cultural viewpoint.

2.2 Explain why people practices can vary across international boundaries.

Consideration of how core and specialist people practices are affected, modified and disseminated in regard to local employment legislation and regulations. Differences in managing employee relations, diversity and ethical practice, discipline and grievance, performance and reward, influences of customs and cultures.

2.3 Evaluate the cultural and institutional differences to be considered when managing international people practice.

Awareness of cross- cultural comparisons, comparative models of HRM, strategies, policies and processes, isomorphic approaches; variations in national values, culture, belief and behavioural patterns and how these affect decisions; understanding of approaches to communication, concepts and social justice, pay systems and reward. Institutional differences to include the role of the state, financial sectors, law, approaches to education and training, labour force characteristics.

3 Understand the role and function of people practice in an international context.

3.1 Explain the role and function of people practice in an international organisational context.

Knowledge and ability to apply supporting people and business strategies across regional boundaries; differing role expectations between countries, for example administrative, supportive, guiding, executive; supporting leadership and management; developing and operating people practice systems; refining and developing policies and practices to support international working practices.

3.2 Consider how people practices and policies are shaped by the international context.

Awareness of applying a range of policies and practices to consider cultural and institutional differences, range of factors and choices affecting use of parent company people management policies and practices being adopted by subsidiary companies, partnership or supplier/customer organisations.

4 Understand the process and benefits of managing expatriates.

4.1 Evaluate the reasons that companies use expatriates for international working.

Identification of the benefits, for example short- term projects; requirement for specialist skills; speed and associated imperatives; commercial pressures; training, development and career advancement; and ROI for using expatriates; disadvantages of using local employees, skills differences, timeframes, cultural requirements, etc.

4.2 Explain the process for selecting, preparing and managing expatriates for overseas relocation for work.

4.2 Explain the process for selecting, preparing and managing expatriates for overseas relocation for work.Difference in selecting expatriates for domestic and overseas assignments; selection for different types of expatriation, including the use of personality traits, family situation, performance management and appraisal, job skills, cultural suitability, personal knowledge, skills, aspirations and interest, and career planning.Preparing and managing the process; preparing staff for overseas working, identification of different contractual models for overseas working.Administration in preparation for the relocation programmes; providing appropriate learning and development support for expatriates to include knowledge, skills and behaviours required; social and domestic constraints; pay and benefits; health checks and packages; travel and accommodation provision; family support.

4.3 Explain how people practice can support re- entry and resettlement of overseas workers.

Policies and processes to support the expatriate upon return; reintegration and cultural readjustment of assignees into organisational career systems; management of their wellbeing through their changing professional and personal contexts, job role, career direction, by providing practical advice, guidance and support.

Answer

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