5OS04 People Management in an International Context

5OS04 People Management in an International Context

This section of the course covers a worldwide perspective on people management. When People Management experts connect with the class, their practice scope will broaden to include the entire globe. Because technical advancements have enabled businesses to function beyond borders, a broader scope is required for modern practice. In addition, people managers in such organizations are also expected to perform HR duties in many countries. As a result, the unit gives a high-level overview of ideas and challenges that could help to streamline people management practices.

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What You Will Learn

Analyses of elements found in international people management cases are included in this unit. The primary drivers and benefits of working across borders can be identified from the remarks. Entrants will learn how to make effective policies in a global setting by taking cultural differences and other variables into account, such as resourcing. Learners will also understand why expatriates are mostly employed for foreign positions, how to create effective policies, and how to choose, prepare, and manage overseas repatriation.

This Unit Is Suitable for Persons Who?

The unit will be extremely beneficial to anyone over the age of 18 who has an English language background and a desire to pursue a career in People Management. As a result, the unit is appropriate for those already employed in HR or seeking vertical career advancement to managerial roles.

Learning Outcomes

1st Learning Objective After completing the unit, students will better understand how people practise from a multi-dimensional standpoint. Therefore, after completing unit 5OS04, the CIPD foundation demands that those who are eligible for the course demonstrate the following:

 

  1. Learners must examine management in a global context, including defining international organizations and distinguishing between firms based on their structures, sizes, multi-market occupation, power distribution, resourcing activity, local or international laws, cultures, norms, and infrastructure.
  2. A student who passes the CIPD’s requirements must also examine the reasons that drive global employment and the benefits of working worldwide. For instance, if a student correctly analyses elements like talent management and professional networking, they would have met the first expectation. They will have sufficient evidence of their comprehension if they address other benefits such as streamlined transfer of business and technology skills, improved communications, performance, cultural awareness, greater business growth rates, and other advantages.
  3. Finally, entrants must provide valid explanations that debunk the myths surrounding divergent or convergent people management techniques relevant to policy-making and practice. They must address the environmental and conceptual elements that influence management techniques across areas in their descriptions. Some techniques include standardizing important HR procedures and localization, which are surrounded by factors like acceptance and rejection that arise from competing requirements.

 

2nd Learning Objective The second requirement is proof of a grasp of the issues faced in worldwide People Management, as demonstrated by the following:

 

  1. When working on multinational projects, people must consider the elements that influence selection and resourcing. They can, for example, draw on components described in Perlmutter’s international enterprises’ orientation as well as those connected to skillsets and behaviours like acceptance, resilience, and awareness of contract terms and conditions in a global setting.
  2. The provision of adequate justifications for the disparities in people’s practises in different places. This criterion investigates how key practices and solutions are ignored, customized, and relayed per local rules and regulations. Ethical practices, diversity and performance concerns, motivation, cultural effects, and employee relations will all benefit from the knowledge.
  3. Taking into account organizational and cultural variations while managing multinational employees. The CIPD recognizes the need to take cultural and institutional differences into account when it comes to leadership. Learners must first examine the variations in cross-cultural policy-making, state-imposed regulations, attitudes, procedures, beliefs, values, and behaviours to comprehend equality, compensation fully, and communication measures relevant to the international environment. Second, students can understand the roles of state legislation, labour market changes, L&D management standards, and financial sectors in the selection of management styles by comparing enterprises in different locations.

 

3rd Learning Objective Finally, the CIPD expects students to comprehend international people’s practice’s importance. Therefore, they must present the following information:

 

  1. In-depth examinations of international people management jobs will highlight students’ understanding of cross-border functions and how they may implement effective cross-national people management methods.
  2. A study of the policy and practical implications of cross-border people management.

 

4th Learning Objective Finally, those enrolled in the course must be familiar with the methods and benefits of managing expatriates. To meet the CIPD requirement, they must furnish the following:

 

  1. In-depth analyses of the elements that influence firms’ hiring expatriates for international positions. Learners in this sub-category identify perks such as specialized skillsets, high coping, and returns as factors that distinguish expatriates from international workers sourced locally.
  2. Clearly describe expatriates’ selection, onboarding, and management when they are compelled to relocate for work. Learners will mostly discuss the differences between local and international employment requirements.
  3. Identifying how people management can support the overseas workforce’s transition so that students know the procedures and policies that inspire expatriates at work.

 

What Are the Entry Requirements?

Individuals with an academic background or who work in HR should take the course, according to the CIPD Foundation. However, applicants without HR qualifications or who have never held an official HR position should not be disqualified because the CIPD Level 5 Associate Diplomas can provide them with significant benefits. As a result, anyone with or without HR job experience or academic certificates can register for the CIPD course as long as they can afford it and are sufficiently motivated to meet all learning objectives.

How Can We Help?

We are a respected company with a well-established service delivery team and support systems that ensure that our services fulfil our clients’ quality and speed criteria. Our customers can use the collaborative work schema to improve the outcomes of our services by adding and amending elements of their assignments to meet their personal and coursework requirements. Aside from our teams’ specialized expertise, we believe in long-term collaborations that ensure our clients obtain tremendous value in maximum credits and well-informed professional viewpoints.

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Reference

Brewster, C., Houldsworth, E., Sparrow, P. and Vernon, G. (2016) International human resource management. 4th ed. London: CIPD Kogan Page.

CIPD. (n.d) International Journal of Human Resource Management Available at: www.cipd.co.uk/knowledge/journals

Houldsworth, L. (2016) International culture. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/culture/working-environment/international-culture fact sheet

Houldsworth, L. (2016) International resourcing and selection. Factsheet. London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/strategy/resourcing/international-factsheet

London: Chartered Institute of Personnel and Development (CIPD). (2016) International talent management. Factsheet. Available at: www.cipd.co.uk/knowledge/strategy/resourcing/international-talent-factsheet

McNulty, Y. and Inkson, K. (2013) Managing expatriates: a return on investment approach. New York: Business Expert Press. Available at:  www.businessexpertpress.com

People Management. (n.d) Personnel Review. Available at: www.peoplemanagement.co.uk/

Taylor, S. (2018) Resourcing and talent management. 7th ed. London: CIPD Kogan Page. [Forthcoming, 8th ed., December 2021.]

The Chartered Institute of Personnel and Development (CIPD). (n.d.) Available at: www.cipd.co.uk

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