5co01 Assignment Example

The 5CO01 unit explores how organisational structure connects with the wider world of work in a commercial setting. It looks at the factors and trends shaping business strategy and workforce planning, including the shift towards a digital landscape, and it recognises how much culture, employee wellbeing and behaviour matter when an organisation is trying to manage change and improve performance.

Assessment Questions

AC 1.1 Evaluate the advantages and disadvantages of a divisional structure and a matrix structure for Artiron Motors, given the nature and size of the organisation.

Divisional Organisational Structure

A divisional structure separates an organisation into relatively independent divisions. Each division operates like a smaller organisation within the larger organisation and is typically focused on a specific type of organisational activity, product, service, or market.

This structure enables each division to operate with greater speed and respond to changes in its operating environment without relying on highly bureaucratic processes, which can slow down decision-making. It also allows individual divisions to develop their own processes and teams that are specialised in addressing the unique challenges associated with their particular market or area of operation.

When implemented effectively, each division can become highly specialised in its intended function, with its own methodologies, strategies, and culture that are aligned with its specific objectives. For Artiron Motors, the overall benefit is that senior management can manage the organisation as a collection of smaller businesses, with each division focusing on its specific responsibilities and objectives. The head of each division is accountable for its performance, which simplifies management by establishing clear responsibility and accountability (Armstrong, M., 2010).

While this approach creates significant benefits, it also has certain drawbacks.

Having a large employee base spread across multiple divisions can lead to divisional isolation, where individual divisions become overly focused on their own objectives and lose sight of the organisation’s wider goals. This may also create inter-divisional conflicts, particularly in an organisation operating across different countries and continents, where divisions may face different operational challenges while pursuing their own objectives.

Another challenge is maintaining consistent quality standards for products and services across different divisions. This is particularly important for an organisation such as Artiron Motors, where maintaining consistent global standards may be essential. However, evaluating the performance of all divisions using the same standards may not fully account for the complex and specific challenges faced by individual divisions. For example, external pressures such as tariffs may vary between countries and create challenges that affect only certain divisions operating within those markets.

Matrix Organisational Structure

A matrix organisational structure overlays two central and different types of authority simultaneously. It is intended for situations where a single form of management or authority is insufficient to effectively direct the organisation.

One of the main advantages of a matrix structure is that it allows two equally important strategic priorities to be addressed simultaneously. It can also improve the efficient use of specialised personnel because employees can be deployed flexibly across different functions or projects rather than being restricted to a single functional or divisional structure.

Matrix structures are particularly effective in situations where specialists from different areas of the organisation need to collaborate to achieve organisational objectives. The organisation does not need to duplicate specialised talent that it already possesses, as existing employees can be deployed across different projects, divisions, or functions. This can also promote a higher level of organisational knowledge because employees are not isolated within their own departments or divisions.

However, matrix structures also have several drawbacks. They can create uncertainty when the two lines of authority have conflicting objectives or priorities. This may increase the need for managerial coordination, which can slow down decision-making and create competition between managers for access to specialised personnel. It can also contribute to workplace politics because employees may be accountable to more than one manager, making authority and reporting relationships less clear. Davis and Lawrence (1977) identify this as a typical problem associated with matrix structures.

AC 1.2 Analyse how two customer preferences for eco-friendly products could impact organisational strategy at Artiron Motors.

Interest in EVs due to customer choice.

The transition towards electric vehicles (EVs) reflects a significant change in customer preferences, as EVs are generally viewed as a more environmentally friendly alternative to internal combustion engine (ICE) vehicles. Research indicates that although environmental concerns influence consumers’ willingness to purchase EVs, factors such as cost, performance, and technological capabilities also play an important role in purchasing decisions (Agoro, 2025). Therefore, if Artiron Motors aims to increase EV sales, product innovation will become a key element of the company’s strategy.

This focus is reflected in the planned upgrades to EV production plants and the organisation’s Evolve strategy. Artiron Motors would need to make additional investments in battery technology, research and development, charging infrastructure, and specialised engineering teams. These initiatives could be supported through the organisation’s early careers programme, which is designed to develop talent in engineering, manufacturing, data analytics, and product design. However, such investments may increase operational costs, particularly when combined with rising energy prices and supply chain disruptions. Despite these challenges, the strategic advantage would be the organisation’s ability to meet changing customer needs and sustain demand within key international markets (Hosseini, Mavi & Macau, 2025).

Customer preference for sustainable manufacturing.

Another important customer preference is for vehicles that are produced using sustainable manufacturing methods. Manufacturers are increasingly expected to minimise waste, reduce energy consumption, and lower carbon emissions not only in vehicle production but throughout the entire manufacturing process (Jena et al., 2024). This preference is likely to influence both the operations and sustainability practices of Artiron Motors, particularly because automotive manufacturing is highly energy-intensive and relies heavily on robotics and advanced technologies.

To respond to these expectations, the organisation may need to invest in energy-efficient equipment, cleaner production methods, responsible sourcing practices, and waste reduction initiatives. The use of collaborative robots (cobots) could improve production efficiency, while automation can support safer and more sustainable working practices (Verna, Genta & Galetto, 2026). This preference aligns directly with Artiron Motors’ target of achieving carbon net zero by 2036 as outlined in its Evolve strategy.

Customer demand for sustainability may also influence supplier selection and supply chain management, as customers increasingly expect components and materials to be ethically and sustainably sourced. Although this may lead to higher procurement costs where sustainable inputs are more expensive, it can strengthen the organisation’s reputation and improve its ability to meet market expectations over the long term.

According to Guha et al. (2025), high levels of employee involvement in innovation contribute to continuous improvement. This approach could help Artiron Motors identify practical ways to minimise waste and emissions within its manufacturing processes. Overall, both customer preferences are likely to require Artiron Motors to respond to evolving market expectations by shaping product development and production strategies. Sustainability would therefore become embedded within investment decisions, technological development, talent management, operational activities, and supply chain practices.

AC 1.3 Analyse the impact of tariffs and supply chain disruption on Artiron Motors.

Tariffs and supply chain disruptions can significantly affect Artiron Motors’ objectives, particularly those related to its Evolve Strategy and carbon net zero goals.

Tariffs are taxes imposed on imported goods, and they can significantly increase costs for multinational organisations such as Artiron Motors, which is likely to rely on a complex international supply chain. Increases in the cost of essential materials such as steel, aluminium, and batteries can lead to higher production costs (Draskovic, Samardžija & Pavičić, 2025).

Although the organisation is currently reporting a pre-tax profit of £2.1 bn, the increased production costs outlined above could affect its ability to maintain similar financial results consistently. Supply chain disruptions may also make it more difficult for the organisation to achieve its sustainability objectives, as reduced availability of suppliers could limit its choice of sustainable materials and components.

These increased costs are likely to result in higher vehicle prices for Artiron Motors, potentially reducing its competitiveness within the market.

Michael Porter’s Five Forces Model (Pangarkar & Prabhudesai, 2024) explains how external pressures can influence organisational structures and day-to-day business processes. The ‘Bargaining power of suppliers’ demonstrates how supply chain disruptions and tariffs on imported goods, including specialist parts and technological equipment, can increase supplier bargaining power due to shortages and a reduced number of available suppliers (Bateh, 2024). As a result, Artiron Motors may experience delays in deliveries and interruptions to manufacturing operations, which could lead to lower customer satisfaction and damage to the organisation’s reputation.

The combined impact of tariffs and supply chain disruptions may also affect Artiron Motors’ employees, particularly those working in manufacturing and production. Employees may experience increased pressure to achieve operational targets during periods of financial and supply chain uncertainty. This pressure could be further intensified by senior management as the organisation attempts to manage rising costs and protect profitability. Consequently, these challenges may delay Artiron Motors’ efforts to address the findings of its employee survey, which identified concerns relating to employee wellbeing and requests for improved pay.

In conclusion, one effective way for Artiron Motors to reduce the long-term impact of tariffs and supply chain disruptions would be to increase local sourcing and production wherever possible. Developing stronger relationships with local suppliers could improve supply chain resilience while reducing reliance on international suppliers and imported materials. It could also strengthen Artiron Motors’ brand reputation by supporting local economic development and creating employment opportunities, ultimately contributing to improved livelihoods within the communities in which it operates. 

AC 1.4 Assess the impact of robotics and cyberattacks on the car manufacturing industry and how this impacts work at Artiron Motors.

Robotics and cyberattacks are significant technological factors that can influence the transformation and operations of Artiron Motors. While robotics can improve manufacturing efficiency and product quality, cyberattacks present significant risks to the organisation, including service interruptions, financial losses, health and safety risks, reputational damage, and the leakage of sensitive data.

Artiron Motors already makes extensive use of robotics, including collaborative robots (cobots), which work alongside employees in activities such as painting, welding, assembly, quality checking, and material handling. These technologies can improve productivity and efficiency by reducing product defects, increasing manufacturing speed, and creating safer working environments, particularly where employees would otherwise be exposed to hazardous or repetitive tasks. This can support the organisation in achieving its carbon net zero target by 2036 while also improving its EV manufacturing capabilities.

However, the increasing use of robotics will also create changes within the organisation, as employees will require additional training and improved technical skills to adapt to the growing use of automated technologies. Senior management must therefore recognise the skills and capabilities of individual employees and provide appropriate support throughout this transition. This can help employees feel valued and supported as the organisation continues to evolve through technological innovation.

Finkelstein, Harvey and Lawton emphasise that successful strategy implementation requires organisations to deliver strategic initiatives through careful attention to employee empowerment, clear communication, and the development of a learning organisation alongside technological advancements (Finkelstein, S., Harvey, C. and Lawton, T. (2006)). This approach can be applied by Artiron Motors through its early careers programmes and employee training initiatives, which can help develop the skills required to operate effectively alongside emerging technologies.

When considering Leavitt’s Diamond model (Lea, S. (2023)) in relation to cyberattacks at Artiron Motors, the potential impact can be analysed across four interconnected areas:

Technology- Cyberattacks could affect several aspects of Artiron Motors’ technology infrastructure, including the use of its AI system, “Arti”. Cybersecurity incidents could also disrupt manufacturing operations by affecting connected systems and the use of cobots within production processes.

People- Employees may be unable to achieve organisational or divisional targets if cyberattacks disrupt normal operations. It is therefore essential for Artiron Motors to provide employees with appropriate cybersecurity training, particularly because interconnected systems mean that an attack could affect multiple stages of the manufacturing process.

Tasks- Manufacturing delays caused by cyberattacks could significantly affect customer satisfaction because Artiron Motors may be unable to fulfil orders and respond to customer demand within expected timeframes. Disruptions to production tasks could therefore have wider consequences for operational performance and the organisation’s reputation.

Structure- Artiron Motors needs to respond quickly and effectively to cyberattacks by assigning clear responsibilities to employees and establishing appropriate leadership throughout the response process. Effective management should also include wellbeing support for employees who may experience increased pressure or uncertainty while dealing with the consequences of a cyberattack. This would help the organisation navigate such incidents more effectively while maintaining employee engagement and operational resilience. 

AC 2.1 Explain how Schein’s model of organisational culture could help Artiron Motors understand their organisational culture.

Schein’s model of organisational culture (Barends, E. and Rousseau, D. (2022)) highlights the impact of organisational culture on Artiron Motors by breaking culture down into three interconnected layers. The underlying assumptions represent what an organisation truly believes at its core and what drives its actions and behaviours. These assumptions influence the organisation’s espoused values, such as its long-term goals, beliefs, and mission, which then contribute to the visible artefacts of the organisation. Together, these three layers demonstrate how deeper organisational beliefs can influence visible behaviours and practices.

1. Artifacts- This is the most visible layer of organisational culture and includes the observable and describable aspects of an organisation. At Artiron Motors, examples include open-plan offices, flexible working arrangements such as working from home, the use of AI in manufacturing, and senior staff wearing the same uniform as other employees, which can represent equality and collaboration. These visible practices can influence how employees understand what leaders value and prioritise within the organisation. As a result, employees may view leaders as role models and adapt their own behaviours to reflect the values demonstrated by senior management.
2. Espoused Values- This layer relates to the values, beliefs, and principles that an organisation communicates as desirable standards of behaviour. Employees are encouraged to reflect on events and situations within Artiron Motors and understand which behaviours are considered desirable or undesirable within the organisation. Through the early careers programme, new employees are introduced to the company’s mission and vision statements, organisational values, and the objectives of Artiron Motors’ Evolve strategy. This provides employees with a clear understanding of organisational expectations and allows leaders to assess employee behaviours against the organisation’s stated commitment to sustainability and other strategic priorities.
3. Underlying Assumptions- At this level, employee voice plays an important role in how organisations understand and maintain effective working relationships. Artiron Motors’ consultation with employees during the development of its Evolve strategy demonstrates the importance of recognising established values, beliefs, and expectations within the workforce. However, the recent survey findings relating to employee wellbeing, dissatisfaction with PPE, long working hours, and pay demonstrate areas that require further attention. Artiron Motors must respond to these concerns and adapt its practices accordingly, as the objectives of the Evolve strategy are more likely to be achieved when employee wellbeing, quality of work, operational performance, and safety are supported by shared underlying beliefs and values.

AC 2.2 Assess how people practices could positively support an innovative and inclusive culture at Artiron Motors.

Learning and development

An innovative and inclusive culture can be supported through learning and development by providing employees with the skills, knowledge, and confidence required to contribute effectively to organisational change (Liu et al., 2024). The Evolve strategy at Artiron Motors involves the production of EVs, the increased use of technology, and the introduction of collaborative robots (cobots). It would therefore be beneficial for the organisation to provide training in digital skills, EV technology, and new production methods so that employees do not feel “left behind” by these changes.

Obaid, Ahmad & Mumtaz (2022), through the AMO Framework, propose that employee performance is influenced by their ability to perform, motivation to perform, and opportunities to perform. Therefore, investment in learning and development can enhance employees’ capabilities and enable them to become more actively involved in innovation. It can also provide employees from different backgrounds with opportunities to develop new skills and capabilities. This can increase confidence, engagement, and collaboration, creating a workforce that is better equipped to generate and implement new ideas at Artiron Motors (Mustafa & Lleshi, 2024).

Employee involvement

Another important people practice is employee involvement, which provides employees with opportunities to contribute to organisational decisions and offer suggestions (Ullrich et al., 2023). This is particularly significant given Artiron Motors’ Evolve strategy, which was developed following comprehensive employee consultation. Employee involvement could be maintained through employee forums, team discussions, and feedback systems that encourage dialogue and innovation around EV manufacturing, sustainability, and workplace improvements.

By involving employees in decision-making, Artiron Motors can strengthen their sense of ownership and commitment to organisational change because they are given an opportunity to contribute to decisions that directly affect their work. Employee involvement can also support innovation by bringing together different experiences, knowledge, and perspectives across the workforce (Divya & Christopher, 2026). However, Artiron Motors would need to ensure that opportunities to contribute are genuinely inclusive and accessible, so that quieter employees and those from under-represented groups are not excluded from the decision-making process.

Ensuring the inclusion in the recruitment and retention of talent.

Diverse skills, experiences, and perspectives can be developed through inclusive recruitment and talent management practices, which can further support innovation. Artiron Motors’ early careers programme works with apprentices, placement students, and graduates and encompasses areas such as engineering, product design, data analytics, finance, and people management. Fair and inclusive selection processes can widen access to these opportunities and contribute to building a diverse talent pool within Artiron Motors.

Workforce diversity can provide different perspectives when addressing complex problems and may encourage creativity and alternative approaches to innovation (). Talent development can also support employee retention by demonstrating that opportunities for career progression are available to people from different backgrounds. Taking a broad approach to learning and development, employee involvement, and inclusive talent management can provide Artiron Motors with an opportunity to create an environment where employees feel valued, equipped, and capable of contributing to organisational success (Oladimeji, Abdulkareem & Ishola, 2023).

This approach can strengthen inclusion and innovation while supporting the successful delivery of the Evolve strategy and Artiron Motors’ wider sustainability objectives.

AC 2.3 Referring to at least one model or theory of change management, explain how Artiron Motors can manage its transition towards carbon net zero.

Kotter’s Eight-Step Change Model (BiteSize Learning (2024)) could help Artiron Motors manage its transition towards becoming carbon net zero by 2036. The model recognises that organisations need to continuously evolve to remain sustainable over time, while also considering the human elements involved in organisational change.

1. Create a sense of urgency- At Artiron Motors, the transition towards carbon net zero by 2036 is influenced by increasing customer demand for environmentally friendly and safer vehicles, as well as external pressures such as tariffs, protectionism, and rising energy costs. It is therefore essential that employees understand why Artiron Motors needs to change and how these changes will contribute to achieving its long-term strategic objectives (Majka, 2024).
2. Build a guiding coalition – At this stage, senior leaders within Artiron Motors can work together to promote and lead organisational change. The organisation currently uses a matrix approach for EV production, bringing together managers from areas such as engineering, manufacturing, finance, and the people team. These leaders can play an important role in inspiring employees, coordinating activities, and encouraging collaboration throughout the change process (Majka, 2024).
3. Form a strategic vision- Artiron Motors’ Evolve strategy and its target of achieving carbon net zero by 2036 provide a clear strategic vision for the organisation. It is therefore important that the organisation continually communicates this vision and its objectives to employees through induction programmes, staff meetings, training, and other internal communication channels. Employees need to understand the direction of the organisation and how their individual roles contribute to achieving the overall vision.
4. Enlist a volunteer army- Employees at Artiron Motors are exposed to significant changes, including the increased use of cobots and the introduction of AI within the organisation. As a result, employees require ongoing training and opportunities to share their experiences, concerns, and ideas. Providing these opportunities can help employees feel listened to and involved throughout the change process (King, 2025).
5. Enable action by removing barriers. – It is important for Artiron Motors to encourage employees to adopt new approaches and adapt to technological and operational changes. This could include providing appropriate training and resources to enable employees to work effectively with EV technology, AI, and cobots. Removing skills and knowledge barriers can give employees greater confidence to participate in the organisation’s transformation (King, 2025).
6. Generate short-term wins- Artiron Motors can use measurable improvements, such as increased manufacturing efficiency and reductions in carbon emissions, as evidence of progress towards its strategic objectives. Recognising these visible short-term achievements can demonstrate the benefits of change and motivate employees to maintain their efforts towards the organisation’s longer-term goals (King, 2025).
7. Sustain acceleration- At this stage, Artiron Motors should use its short-term successes as a foundation for achieving larger, long-term objectives. This could include introducing further initiatives that support the carbon net zero target and evaluating whether the implementation of AI and cobots in manufacturing plants is improving overall efficiency. Where successful, these approaches could be extended to other production sites across the UK, Europe, and USA, allowing the organisation to build on its progress and accelerate the wider transformation (Majka, 2024).
8. Institute change- It is important for Artiron Motors to embed sustainability practices within its organisational culture so that the changes become part of normal working practices. Sustainability can be incorporated into employee training, induction programmes, learning and development, and everyday organisational practices. Embedding these principles within employee behaviours, social norms, and shared values can help ensure that the changes are sustained and continue to improve organisational performance over the long term (Salman & Broten, 2017).

AC 2.4 Referring to one model of how change is experienced by employees, discuss how change could be experienced by employees at Artiron Motors during the change to introduce cobots.

Kübler-Ross Change Model (EKR Foundation (2024)) is an appropriate theory for Artiron Motors, particularly the first five stages, as it helps the organisation understand how employees may experience change and how they can be effectively supported throughout the process.

Stage 1 (Denial)- Employees at Artiron Motors may initially resist changes such as the introduction of cobots. At this stage, employees may lack an understanding of why the changes are necessary and may be concerned about how the introduction of technology could affect their job roles and employment security (Corr & Corr, 2020).

Stage 2 (Anger) – During this stage, employees may feel that they are being replaced by technology and may become concerned about having to develop new digital skills to work alongside technological enhancements. Employees may also find the changes frustrating, particularly as the employee survey has already highlighted growing concerns regarding PPE, pay, and long working hours. These issues have not been adequately addressed by Artiron Motors, while the organisation is simultaneously introducing changes that may increase employees’ workloads (Wang & Wang, 2021).

Stage 3 (Bargaining)- During this stage, employees may feel uncertain or stagnant as they hope for a delay in the introduction of cobots. To address this, management at Artiron Motors should provide employees with opportunities to share their concerns and ensure that appropriate training is provided. This would allow employees to develop the necessary skills and give them sufficient time and support to adapt to the changes (Corr & Corr, 2020).

Stage 4 (Depression) – At this stage, employees begin to fully recognise and understand the extent of the changes at Artiron Motors. They may experience self-doubt and question whether they can perform their roles effectively. Employees from different age groups may also find the increased use of technology more difficult to adapt to than others (Wang & Wang, 2021). During this stage, it is essential for leaders at Artiron Motors to monitor employee performance and wellbeing, as employees may experience fluctuations in motivation, productivity, and confidence.

Stage 5 (Acceptance) – At this stage, employees begin to accept the changes and recognise how the use of cobots can improve overall organisational efficiency. Employees are more likely to respond positively to the changes and adapt their working practices, supporting Artiron Motors in achieving its long-term Evolve strategy and embedding its carbon net zero target for 2036 into organisational practice (Corr & Corr, 2020).

AC 2.5 Assess two factors that could impact employee wellbeing at Artiron Motors including why it is important that these factors are addressed.

Maslow’s hierarchy of needs highlights how employees’ basic needs must be met for them to feel motivated to progress towards the higher levels of the hierarchy (Sowmya & Anokha, 2025). The theory provides a useful framework for analysing the concerns identified in the Artiron Motors employee survey; however, motivation is unlikely to be explained by a single theory. At Artiron Motors, concerns regarding long working hours and inadequate PPE indicate that some fundamental psychological and safety needs may not be sufficiently addressed. This is particularly significant because employees may find it difficult to remain motivated and engaged when their basic wellbeing and safety are perceived to be at risk.

The employee survey highlights concerns regarding long working hours and the tiredness experienced by employees. While longer working hours may initially support production demands, sustained excessive working hours can have negative consequences for employee wellbeing, productivity, and organisational performance. If these concerns remain unresolved, there is a greater risk of burnout, which could make it more difficult for employees to maintain a healthy work-life balance, reduce intrinsic motivation, and contribute to higher employee turnover rates (Channawar, 2023). For Artiron Motors, this presents a wider organisational risk because employee fatigue within manufacturing environments may increase the likelihood of errors during safety and quality checks. Such errors could affect product quality, employee safety, operational efficiency, and ultimately the organisation’s ability to achieve its strategic objectives, including its carbon net zero target.

However, simply reducing working hours may not be sufficient to address the underlying motivational issues. Artiron Motors should examine whether staffing levels, shift patterns, workload distribution, management practices, and production targets are contributing to employee fatigue. A more sustainable approach would involve reviewing staffing requirements and shift patterns while providing appropriate wellbeing support. This could improve organisational efficiency and flexibility while also demonstrating that employee wellbeing is considered alongside production requirements. Employees should also be provided with appropriate working conditions during periods of extended working hours, including improvements to Healthy and Safe Systems of Work and appropriate ergonomic considerations. These interventions could strengthen employees’ perception that Artiron Motors values their wellbeing, which may support greater engagement and commitment (Zadem & Chettouh,2024).

Health and safety represents another significant concern within Maslow’s framework, particularly given the dissatisfaction expressed by production operatives regarding PPE. This issue should not be viewed simply as an employee satisfaction problem because PPE is a fundamental control measure for protecting employees from workplace hazards. If employees perceive that the PPE provided is inadequate, this may increase their exposure to workplace risks and potentially contribute to accidents, reduced morale, and lower motivation to attend work (Al-Bayati, 2024). For Artiron Motors, failing to address this concern could therefore create both human and organisational consequences. Employees may perceive that production targets are being prioritised over their safety, which could weaken trust in management and negatively affect the employment relationship.

Nevertheless, Maslow’s hierarchy should not be applied too rigidly. Employees do not necessarily progress through the hierarchy in a fixed sequence, and individuals may value safety, belonging, recognition, and achievement differently depending on their circumstances. Therefore, addressing PPE and working hours should be regarded as a foundation for improving employee wellbeing rather than a guarantee of higher motivation. Artiron Motors should complement these interventions with opportunities for employee involvement, recognition, learning and development, and career progression. This would provide a more comprehensive approach to motivation and support the organisation in managing its wider transformation.

Consequently, Artiron Motors should actively involve employees and health and safety experts when reviewing workplace conditions. Employee feedback can help management identify practical problems with PPE, working hours, shift arrangements, and workplace safety that may not be evident through formal processes alone. Providing appropriate PPE, acting on employee suggestions, and communicating how concerns have been addressed would demonstrate that employee wellbeing is a genuine organisational priority rather than simply a compliance requirement. This could strengthen trust and engagement while supporting Artiron Motors’ wider organisational objectives. Ultimately, meeting employees’ fundamental safety and wellbeing needs should be viewed as an essential foundation for maintaining a productive and engaged workforce capable of supporting the organisation’s longer-term Evolve strategy and carbon net zero ambitions.

AC 3.1 Discuss how different roles in the People Team at Artiron Motors could support employees on early careers programmes through any three stages of the employee lifecycle.

During the recruitment stage of the employee lifecycle, the People Team is responsible for identifying and attracting employees with the skills, capabilities, and values required by Artiron Motors. The Early Careers Programme provides an opportunity to attract a diverse range of candidates who have a genuine interest in the automotive industry and are aligned with the organisation’s ambition to achieve carbon net zero. This alignment between candidates and organisational objectives is important because it can support stronger commitment and longer-term collaboration between employees and the organisation (Cattermole, 2019).

The Early Careers Programme can attract graduates and apprentices through paid work-based training and programmes that combine employment with formal study. This approach can provide Artiron Motors with access to candidates from a range of specialisms, including product design, product management, data analytics, finance, and people management, with opportunities available across different geographical locations (Cattermole, 2019). This broad recruitment approach can enable Artiron Motors to develop a workforce with diverse skills, experiences, and perspectives, which can support innovation and creativity. However, recruitment should not focus solely on technical capability. The People Team should also assess candidates’ adaptability, willingness to learn, and alignment with the organisation’s Evolve strategy, particularly given the increasing use of EV technology, AI, and cobots.

Onboarding is another important stage of the employee lifecycle, as it supports new employees in becoming effective members of the organisation. During this stage, it is essential that the People Team provides clear information about Artiron Motors’ vision, mission, and organisational values. This can help establish alignment between employees and the organisation’s Evolve strategy from the beginning of the employment relationship. Effective onboarding can also help new employees understand the organisation’s expectations and how Artiron Motors values and treats its employees (CIPD, 2025). Senior leaders have an important role during this stage because they can act as representatives of the organisation and communicate its values directly to new employees. For example, senior staff at Artiron Motors wearing the same uniform as other employees could demonstrate equality, teamwork, and a less hierarchical organisational culture.

The development stage focuses on learning and development, where Artiron Motors can identify potential skills gaps among graduates and apprentices participating in the Early Careers Programme. Identifying these gaps is particularly important because new employees may require additional training to develop the technical and professional capabilities needed to contribute effectively to EV production (CIPD, 2022).

Such training should include opportunities for employees to develop the skills required to work effectively alongside cobots and AI technologies. The People Team and learning and development specialists can also provide structured development opportunities, including coaching, mentoring, and access to further education and professional development programmes. These interventions can help employees build confidence and maintain their employability as technology and job requirements continue to change.

Furthermore, the People Team should use employee feedback, performance reviews, and learning needs analysis to evaluate whether development activities are addressing the organisation’s actual capability requirements. This creates an opportunity for Artiron Motors to identify emerging skills gaps and adjust its learning and development provision accordingly. A continuous approach to employee development can support both individual performance and organisational capability, helping Artiron Motors maintain a skilled and adaptable workforce capable of contributing to its Evolve strategy and achieving its carbon net zero target by 2036.

AC 3.2 Analyse how people practices could help Artiron Motors achieve their goal to be carbon net zero by 2036.

People practices, particularly through the Early Careers Programme and its recruitment process, can play an important role in supporting Artiron Motors’ ambition to achieve carbon net zero by 2036. The programme can provide access to specialists across manufacturing, engineering, product design, project management, data analytics, finance, and people management. Recruiting employees with diverse professional backgrounds can introduce different perspectives, knowledge, and approaches to problem-solving, potentially supporting innovation and the development of more sustainable products and processes. However, simply recruiting a diverse and highly skilled workforce will not automatically result in the achievement of carbon net zero. Artiron Motors must ensure that employees’ skills are effectively aligned with its strategic priorities and that they have opportunities to apply their expertise to sustainability-related challenges. Without appropriate leadership, resources, learning and development, and opportunities to contribute, the benefits of workforce diversity may not be fully realised. Therefore, effective people practices should focus not only on attracting talent but also on developing and retaining the capabilities required to support long-term organisational change (Stone et al., 2025).

Talent management and employee involvement can provide a further mechanism for supporting Artiron Motors’ carbon net zero ambitions. When the organisation established its ambitious carbon net zero target, senior leaders could have engaged employees through extensive consultation to identify practical opportunities and challenges associated with achieving this objective. Employee involvement in decision-making can be particularly valuable because employees working directly within operational areas possess first-hand knowledge of manufacturing processes and may identify barriers or opportunities that senior leaders are less likely to recognise. This could improve the quality and practicality of sustainability initiatives while increasing employee ownership of organisational objectives (Stone et al., 2025). However, employee involvement must be meaningful rather than simply a mechanism for senior leaders to communicate decisions that have already been made. If employees are consulted but their recommendations are consistently ignored, this could reduce trust and create resistance to future organisational initiatives. Artiron Motors should therefore demonstrate how employee feedback has influenced decisions and communicate the outcomes of consultation clearly.

Behavioural changes could also contribute to Artiron Motors’ carbon net zero objectives. For example, allowing employees in suitable roles to work remotely beyond the current two-day limit could potentially reduce emissions associated with commuting and business travel. However, this approach should not automatically be viewed as a carbon reduction measure because its actual environmental contribution depends on whether employee commuting is included within the organisation’s emissions assessment and how remote working affects other forms of energy consumption (Logan, Hastings & Nelson, 2022). There is also a potential equity issue because employees in manufacturing and other operational roles may not have the same opportunity to work remotely. If remote working is perceived as a benefit available primarily to office-based employees, it could create feelings of inequality and negatively affect employee engagement. Artiron Motors should therefore assess the environmental benefit alongside operational requirements and employee fairness before extending its remote-working policy.

The introduction of cobots provides another important opportunity for employee involvement. Manufacturing employees should be encouraged to suggest how they can be supported in developing the technological skills required to work effectively alongside cobots. As frontline employees, they are directly exposed to changes in production processes and are therefore well positioned to identify practical concerns relating to training, workload, safety, productivity, and changes to job roles. Their involvement could help Artiron Motors identify potential implementation barriers before they become significant problems. However, employee involvement alone will not guarantee successful technological adoption. Artiron Motors must also provide appropriate training, resources, leadership support, and opportunities for employees to develop confidence in using new technologies. Failure to do so could result in resistance, reduced morale, or under-utilisation of the technology, potentially limiting the expected efficiency and sustainability benefits.

Consequently, Artiron Motors should adopt a strategic approach in which recruitment, talent management, employee involvement, learning and development, and behavioural change are integrated rather than treated as separate people initiatives. Recruiting skilled employees can provide the capabilities required for innovation, while employee involvement can ensure that sustainability initiatives reflect operational realities. At the same time, appropriate training and communication can enable employees to adapt to technological and organisational change. This integrated approach is more likely to create employee commitment and organisational capability than relying on individual interventions in isolation. Ultimately, effective people practices can support progress towards carbon net zero, but their success will depend on whether Artiron Motors creates the conditions in which employees are able and motivated to contribute to the organisation’s sustainability objectives.

AC 3.3 Discuss how Artiron Motors could consult and engage with employees to improve wellbeing.

Herzberg’s two-factor theory (Galanakis, M. and Peramatzis, G. (2022)) suggests that employee motivation and job satisfaction are influenced by two categories of factors: hygiene factors and motivators. At Artiron Motors, the employee survey identifies concerns relating to hygiene factors, including PPE, long working hours, and pay. If these issues remain unresolved, employees may perceive that their wellbeing is not valued, potentially increasing dissatisfaction and reducing engagement. Artiron Motors should therefore use appropriate employee voice mechanisms, such as one-to-one meetings, appraisals, and structured discussions, to understand concerns and identify suitable solutions.

Employee feedback could also help line managers respond effectively to challenges arising from organisational change. For example, during the introduction of cobots, some employees may lack the skills or confidence required to work alongside new technologies. Line managers could respond by providing targeted learning and development opportunities to support employees in adapting to new ways of working. However, training alone will not resolve dissatisfaction if fundamental issues such as excessive working hours, inadequate PPE, and pay remain unaddressed. These working conditions therefore need to be considered alongside development opportunities when improving the employee experience.

The Science of Happiness in the Workplace white paper (Workhuman (2021)) highlights the relationship between employee wellbeing, feeling valued and recognised, and positive organisational outcomes such as retention, collaboration, innovation, and business performance. For Artiron Motors, this indicates that employee wellbeing should be viewed as a strategic consideration rather than solely an HR responsibility. This is particularly relevant during significant technological and organisational change, where employees who feel supported and valued may be more willing to engage with new ways of working and contribute to organisational objectives.

Overall, Herzberg’s theory provides Artiron Motors with a useful framework for distinguishing between reducing dissatisfaction and creating genuine motivation. Addressing hygiene factors such as PPE, pay, and working hours is necessary to establish acceptable working conditions, but it will not necessarily motivate employees by itself (Galanakis, M. and Peramatzis, G. (2022)). Artiron Motors should therefore complement these improvements with motivators such as recognition, responsibility, development, achievement, and career progression. This balanced approach could strengthen employee wellbeing and engagement while encouraging employees to contribute to the organisation’s Evolve strategy and long-term carbon net zero ambition.

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References or bibliography: what does your centre expect?

Students often mix these up, and the difference matters for your 5CO01 submission. A reference list contains only the sources you have actually cited in your answers, while a bibliography also includes anything you read for background but did not cite. Most CIPD centres ask for a reference list in Harvard style, which is what this example uses, with every in-text citation matched to an entry above. A few centres request a bibliography as well or use the two terms interchangeably, so check the wording on your assessment brief or ask your assessor before you submit. Whichever your centre requires, keep the formatting consistent, arrange entries alphabetically by author surname, and remember that the list sits outside your word count.

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