A practical study guide to discussing how employees may experience organisational change during the introduction of collaborative robots.
AC 2.4 asks learners to refer to one model of how change is experienced by employees and discuss how change could be experienced during the introduction of cobots.
The key command word is discuss. This requires consideration of different employee experiences and perspectives rather than assuming that everyone will respond to change in the same way.
Organisational change can affect employees emotionally as well as practically. People may interpret the same change differently depending on factors such as their role, previous experience, perceived consequences, level of involvement and confidence in adapting to new ways of working.
A model of employee experience can provide a framework for discussing these reactions, but it should not be treated as a prediction that every employee will move through identical stages.
The change curve is commonly used to illustrate how people may experience a transition through changing emotional and behavioural responses. Versions of the model use different labels, but they often describe movement from an initial reaction or uncertainty through a period of disruption or adjustment towards greater acceptance, experimentation and integration.
For AC 2.4, the model is most useful as a discussion framework. Employee reactions may overlap, repeat or occur in a different order, so avoid presenting the curve as a fixed sequence that applies identically to everyone.
When employees first learn that cobots will be introduced, reactions may vary. Some may be interested in the technology and its potential benefits, while others may feel uncertain about changes to tasks, safety, skills or job security.
The change curve can help frame these early reactions, but discussion should recognise that employee perceptions will depend on what they understand about the change and how they believe it may affect their own work.
As implementation develops, employees may need to learn new procedures and understand how responsibilities are shared between people and cobots. This adjustment period can involve uncertainty, practical learning and changing confidence levels.
Training, communication and opportunities to gain experience with new systems can influence how employees experience this stage. Employees who feel capable and supported may respond differently from those who believe they lack the skills or information needed to adapt.
Over time, some employees may become more comfortable as the technology becomes part of normal work and its practical effects become clearer. They may identify new ways of working with cobots and develop confidence in changed roles.
Acceptance should not be assumed, however. Ongoing concerns can remain if employees experience negative consequences or believe their views have not been addressed. This is why the model should support discussion rather than be used as a rigid formula.
Employee experiences of the same technological change can differ according to factors such as communication, involvement, training, trust, perceived job security, health and safety, workload and previous experience with automation.
Considering these factors strengthens the discussion because it explains why reactions may vary and why an organisation cannot assume a single universal response to the introduction of cobots.
The case study states that manufacturing processes already rely heavily on robotics for activities including painting, welding, assembly, quality checking and material handling, and that collaborative robots are planned to work alongside humans.
These facts provide context for discussing employee experience. Existing exposure to robotics may shape perceptions, while closer human-robot collaboration may create different questions about tasks, skills, safety and working relationships. Keep any conclusions proportionate to what the case study actually states.
A useful approach is to connect part of the model → possible employee reaction → reason for that reaction → implication for the change experience.
Use contrasting possibilities where appropriate. For example, one employee may view cobots as support that removes repetitive tasks, while another may interpret the same technology as a threat to role security. Exploring these different perspectives helps demonstrate discussion rather than simple description.
Useful research areas include employee experience of organisational change, change-curve models, reactions to technological change, employee readiness for change, automation and job insecurity, human-robot collaboration, training during technological change and employee involvement.
Use credible academic and professional sources to understand the chosen model, including its limitations, before deciding independently how it applies to your assessment.
This resource explains concepts and a discussion approach relevant to AC 2.4. It is not a completed assessment response. Learners should complete their own independent work and follow the academic integrity and assessment requirements provided by CIPD and their Study Centre.
Return to the 5CO01 resource directory to explore all assessment criterion study guides.
Specialist support for CIPD Level 3, Level 5 and Level 7 learners, with guidance from HR professionals.
