Designing a Roadmap for Human Resource Management in the Banking 4.0

Kuchciak, Iwa; Warwas, Izabela

doi:10.3390/jrfm14120615

Cited by 13 publications

(8 citation statements)

References 70 publications

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“…The authors mention individual tools and activities which should be done by the management. From those that were not mentioned before we can include tracking the competencies and the necessity of employees' development, diversity management, supporting learning and trainings, mentoring, flexibility, and talent management (Kuchciak & Warwas, 2021).…”

Section: Study Of the Authormentioning

confidence: 99%

Building Competence of Managers for Companies in Digital Transformation

Čirčová

Blštáková

2023

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Trends in business management caused by Industry 4.0 implementation and related to COVID-19 restrictions brought up new challenges. Consequently, increasing digitalization triggered a modern concept of people management accelerating new managerial skills. Digital transformation requires new strategies in training, reskilling, and upskilling. The aim of this paper is to review managerial skills in companies in digital transformation, to identify the gap between current and future competence recognized by HR leaders. By analysis of the gap, we aim to be able to recognize the need for upskilling or reskilling of managers in companies in Slovakia. The study indicates that when companies innovate to move forward in their digital transformation process, it is data protection, networking and data processing that they focus on. Within the study HR leaders have identified it is both, way of thinking as well as attitude that needs to be shaped for building future managerial competence. The study also implies that future upskilling needs to focus on competence to interact and future reskilling on competence to data processing, as these competencies are contextual to digitalization.

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Section: Study Of the Authormentioning

confidence: 99%

Building Competence of Managers for Companies in Digital Transformation

Čirčová

Blštáková

2023

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“…Authors mention individual tools and activities which should be done by the management. From those that were not mentioned before we can include tracking the competencies and the necessity of employees' development, diversity management, supporting learning and trainings, mentoring, flexibility, and talent management [19].…”

Section: Fig 1 Summary Of Industry 40 Managerial Skills Source: Own P...mentioning

confidence: 99%

Reskilling and Upskilling of Managers: People Management in the Digital Era

Čirčová

Blštáková

2023

EDAMBA 2022: Conference Proceedings

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Trends in business management caused by Industry 4.0 implementation and related COVID-19 restrictions brought up new challenges. Consequently, increasing digitalization triggered a modern concept of people management accelerating digital leadership. Newly arisen job positions require new strategies in training, reskilling, and upskilling. The role of businesses is to ensure appropriate applicable training of digital skills for their employees and mainly managers which are the main actors of organizational changes and act as digital leaders. Currently, enterprises employ number of employees with a set of skills but to fully digitalize the business process it is necessary to have more or different skills which were the subject of our research, The aim is to create a model representing new set of managerial skills necessary for digital leadership and to identify a gap in the current and desired skills of the examined enterprises and moreover to suggest a procedure of the reskilling and upskilling program implementation to ensure managerial efficiency.

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“…Additionally, the government was required to devote time to human resource management and reach the strategic goals of the banking industry ( Van Hoa et al 2022). Human resource management was even considered to be able to mitigate barriers and ensure effective and sufficient manpower in the Banking 4.0 era (Kuchciak and Warwas 2021). Additionally, human resource managers could apply human resource information systems to make strategic decisions with the help of timely and effective information .…”

Section: Human Resourcesmentioning

confidence: 99%

An Alternative to Coping with COVID-19—Knowledge Management Applied to the Banking Industry in Taiwan

Chang

Hsieh³

et al. 2022

JRFM

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This study seeks to find an alternative strategy to cope with the impact of COVID-19. Though various measures have been adopted to respond to the threat of the pandemic, the problem remains unchanged. Undoubtedly, COVID-19 is also a crisis of knowledge, so this study explores whether the banking industry in Taiwan can apply knowledge management (KM) and fight the catastrophe of the century successfully and effectively. This study adopts an actual case to analyze the relationship between KM implementation and the banking industry; applies consistent fuzzy preference relations (CFPRs) to evaluate influential criteria including computational simplicity and guarantee the consistency of decision matrices; illustrates a decision-making model with seven criteria; and conducts pairwise comparisons, which are utilized to determine the priority weights of influential criteria amongst the outcome rankings and to formulate accurate KM strategies. The results show that predictions of success probabilities are higher than those of failure probabilities among the seven influential criteria and, in particular, the headquarters system and human resources are the most important priority indicators for implementing KM successfully during the pandemic or post-pandemic. The conclusion suggests significant policy implications for policymakers within other industries or countries in coping with COVID-19.

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Designing a Roadmap for Human Resource Management in the Banking 4.0

Cited by 13 publications

References 70 publications

Building Competence of Managers for Companies in Digital Transformation

Building Competence of Managers for Companies in Digital Transformation

Reskilling and Upskilling of Managers: People Management in the Digital Era

An Alternative to Coping with COVID-19—Knowledge Management Applied to the Banking Industry in Taiwan

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