Human Resource Management in Banks amid Digital Transformation and Global Uncertainties: Challenges, Tools, and Development Directions

Abstract

Digital transformation in banking is reshaping employment structures, employee competency requirements, and approaches to workforce resilience amid global uncertainty. The purpose of the article is to substantiate a model of human resource management in banks under conditions of digital transformation and global uncertainties. The study employs systemic, comparative, and structural-functional methods, along with an analysis of academic publications and statistical data from international and national institutions, as well as a systematization method to assess contemporary digital HR tools. The findings demonstrate that the digitalization of banking processes is changing the content of job functions and driving a shift from predominantly operational competencies toward digital, analytical, cybersecurity, and managerial competencies. A shortage of digital specialists is identified as one of the factors constraining the human resource capacity required for the digital transformation of banks. Based on European Union data, it was established that in 2024, more than 10 million information and communication technology (ICT) specialists accounted for approximately 5% of total employment, while 57.5% of enterprises that recruited or attempted to recruit ICT specialists in 2023 experienced difficulties filling these vacancies. Contemporary digital human resource management tools in banks are systematized, including digital recruitment and onboarding, competency management, continuous learning and reskilling, digital performance assessment, HR analytics, talent management, and the use of artificial intelligence. The study establishes that the effectiveness of individual tools depends on the quality of HR data, digital infrastructure, the preparedness of HR units, and the alignment of digital solutions with the bank's business processes. The practical application of the results lies in the possibility for banks to use the proposed model to audit digital competencies, plan reskilling initiatives, develop internal workforce mobility, and strengthen workforce resilience.