7OS05 Managing People in an International Context

About this unit

Found under the CIPD level 7, 7OS05 Managing people in an international context aims at equipping learners with knowledge on how to increase their effectiveness in a cross-cultural workspace. When organisations expand to international boundaries, they risk facing significant challenges and complexities in their scope and activities. Different countries have different people management practices due to being partially cultural and institutional in nature. Therefore, this unit aims to evaluate the reasons and methods used by organisations to operate and trade internationally. It also looks into the varying forms of international business operations and the ethical and practical issues which arise in international organisations from a people management perspective.

What you will learn

This unit aims to equip the learner with people management practice in internal organisations. Hence the learner will understand how businesses trade, operate and expand globally. The learner will also gain knowledge on the various ethical issues that exist in the field of international management and employment. The learner will also understand why and how people management practices differ from region to region and country to country around the world. The learner will also gain knowledge on main staffing strategies in international organisations. This knowledge will enable the learner to comprehend the staffing strategies of multinational companies and how to manage expatriate staff in global organisations. The unit will equip the learner with knowledge on managing people in an international setting.

This unit is suitable for persons who

This unit is essential for the following groups of people who:

• Work in an organization where they are accountable for implementing human resource policies.
• Aspire to pursue a profession in human resource management and have completed CIPD Foundation Diploma in Human Resource Practice.
• Are experienced people practitioners employed in a senior people practice position seeking to broaden and deepen their capacity, knowledge, and skills to impact strategy, policy, and people
• Are in pursuit of a professional qualification to advance their career in human resources (HR) and learning and development (L&D) management.
• Desire to increase their autonomy, influence, and judgment to effectively lead and drive organizations and their people on a strategic level.

Learning outcomes

Upon completing this module, learners will be able to meet the following primary learning outcomes, which are further classified into various sub-categories. Through these learning outcomes, the learner will be able to comprehend:

• Understand the primary strategic and contextual forces that influence the management of people in multinational organizations (Learning Outcome 1).
• Understand how and why people management practices differ amongst different countries and areas worldwide (Learning Outcome 2).
• Have the ability to manage staffing and employment procedures in international organizations (Learning Outcome 3)
• Acquire an understanding of effective and long-term people management tasks in multinational environments (Learning Outcome 4).

What are the entry requirements?

The unit has a variety of formal requirements for an expert level qualification, some of which differ from institution to institution, while others are inclusive of all students enrolled for the unit. Most institutions have created their diagnostic tools to ensure that candidates have the requisite qualifications to study for Managing people in an international context (7OS05). Some universities, for example, require candidates to be at least 18 years old on or before the first of July of the academic year in which they seek to enrol in the course. Furthermore, most schools conduct interviews with their applicants before enrolling them in the course.

In most situations, universities require candidates to have a basic understanding of the English language to enrol in the course. Some, for instance, require candidates to have a GCSE score of C/4 or higher in English. However, institutions follow the CIPD recommendation, which encourages learners to seek counselling before enrolling in the program if English is not their first language. Some colleges require students with English as a second language to obtain IELTS 6.5/ESOL Level 2 or an equivalent. On the other hand, other institutions prefer to assess situations on an individual basis.

Most, if not all, schools need candidates to have a bachelor’s degree and CIPD level 5 certifications and be currently or previously employed in a human resource position. Others require candidates to have a Level 6 Bachelor’s degree (Hons) in a human resource-related field. However, a fundamental necessity is that candidates have significant expertise in human resources functions. In extreme circumstances, substantial human resource experience at the strategic level may be accepted in place of a degree but is subject to evaluation. These diagnostics ascertain that learners can complete and comprehend the units and literacy requirements successfully.

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Resources used for the unit

For students interested in pursuing this course, there are a variety of publications available. Here are a few examples that institutions across the globe extensively utilize.

Amis, J. M., Munir, K. A., Lawrence, T. B., Hirsch, P., & McGahan, A. (2018). Inequality, institutions and organizations. Organization Studies, 39(9), 1131-1152.

James, P. (2019). Major figures in the field of global studies. In The Oxford Handbook of Global Studies (pp. 50-70). New York, NY: Oxford University Press.

Lavelle, J. (2018). 13: International Human Resource Management. Human Resource Management, 252.

Lizier, A. L., & Reich, A. (2021). Learning through work and structured learning and development systems in complex adaptive organisations: ongoing disconnections. Studies in Continuing Education, 43(2), 261-276.

Mishra, P., Shukla, B., & Sujatha, R. (2021). Human Resource Management for Organisational Change: Theoretical Formulations. Routledge.

Mulvie, A. (2021). Learning and Development for a Multigenerational Workforce: Growing Talent Amongst Age Diverse Employees. Routledge.

Rees, G., & Smith, P. (Eds.). (2021). Strategic human resource management: An international perspective. Sage.

Reiche, B.S., Harzing, A.W. and Tenzer, H. (eds) (2019) International human resource management. 5th ed. London: Sage.

Steers, R.M. and Osland, J.S. (2020) Management across cultures: challenges, strategies, and skills. 4th ed. Cambridge: Cambridge University Press.

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