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5OS04optional unit6 credits · 60 hours · 25 guided

People management in an international context

Why people practice cannot simply be exported — culture, institutions, and the practicalities of moving staff between countries.

Level 5 People Management · 11 assessment criteria

Learning outcome 1

Understand people practice from an international perspective.

  • AC1.1examine

    Examine the contextual factors of an international organisation.

    What that asks for: Look at it closely and in detail, drawing out what is not obvious at a glance.

  • AC1.2assess

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

    What that asks for: Judge the significance or extent of something. Close to evaluate, but the emphasis is on how much it matters.

  • AC1.3explain

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

    What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Learning outcome 2

Understand the challenges of people practice in an international context.

  • AC2.1assess

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

    What that asks for: Judge the significance or extent of something. Close to evaluate, but the emphasis is on how much it matters.

  • AC2.2explain

    Explain why people practices can vary across international boundaries.

    What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

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

    What that asks for: Weigh it up and reach a judgement. Both sides, then a position — an answer with no verdict does not meet this.

Learning outcome 3

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

  • AC3.1explain

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

    What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

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

    What that asks for: Weigh it up and say what you make of it. Lighter than evaluate, but still a view rather than a description.

Learning outcome 4

Understand the process and benefits of managing expatriates.

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

    What that asks for: Weigh it up and reach a judgement. Both sides, then a position — an answer with no verdict does not meet this.

  • AC4.2explain

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

    What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

  • AC4.3explain

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

    What that asks for: Make it clear how or why something works. Description is enough here — you are not being asked to judge it.

Learning outcomes and assessment criteria are quoted from the CIPD CIPD Level 5 Associate Diploma in People Management qualification specification, version 2.6 (February 2026), © CIPD. MarkReady is not a CIPD approved centre and is not affiliated with or endorsed by the CIPD.

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