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.
- AC2.3evaluate
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.
- AC3.2consider
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.
- AC4.1evaluate
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.
- 5CO01Organisational performance and culture in practice
- 5CO02Evidence-based practice
- 5CO03Professional behaviours and valuing people
- 5HR01Employment relationship management
- 5HR02Talent management and workforce planning
- 5HR03Reward for performance and contribution
- 5OS01Specialist employment law
- 5OS02Advances in digital learning and development
- 5OS03Learning and development essentials
- 5OS05Equality, diversity and inclusion
- 5OS06Leadership and management development
- 5OS07Wellbeing at work
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