Companies are increasingly adopting technologies such as Robotic Process Automation (RPA) to reduce costs and improve productivity. RPA is deployed in areas like accounting, payroll, and finance to automate business processes. While RPA does not necessarily result in unemployment, it has notable effects on employees and company governance. This study explores the impact of RPA implementation on employees and company governance, using a qualitative methodology based on thirteen semi-structured interviews with RPA experts from four multinational companies. The results indicate that the impacts of RPA vary depending on the automation strategy adopted (task-oriented or process-oriented). In task-oriented strategies, citizen developers often play a central role, contributing to rapid implementation. In contrast, process-oriented strategies tend to rely on professional developers and require more structured governance. The findings also point out that RPA influences not only task execution but also employee upskilling, job role redefinition, and the evolution of governance models. The study proposes an integrated framework linking automation strategy, governance, upskilling, and employee adaptation, offering both practical insights and theoretical contributions to digital transformation research and for managing risks and enhancing workforce capabilities. It also advances academic understanding by linking real-world RPA implementations to organisational and technological impacts.