Human Resource Upskilling and Reskilling Strategies in the Financial Services Industry in the Digital Era

Authors

  • Abdul Bari Universitas Muhammadiyah, Sukabumi, Indonesia
  • Novawiguna Kemalasari Universitas Mercu Buana, Jakarta, Indonesia
  • Deby Jannati Gustiwi Universitas Trisakti, Jakarta, Indonesia
  • Ahmad Badawi Saluy Universitas Paramadina, Jakarta, Indonesia

DOI:

https://doi.org/10.38035/gijea.v4i4.1429

Keywords:

Upskilling, Reskilling, Digital Human Capital, Financial Services Industry, Digital Transformation, Systematic Literature Review

Abstract

The digital transformation of the financial services industry has fundamentally shifted task structures, competency architectures, and human capital configurations. Process automation, artificial intelligence ( AI ), big data analytics, cloud computing, and distributed ledger technologies are shifting the focus of work from routine transactional activities to analytical, advisory, and professional judgment-based activities. This shift has created a structural skills gap and demands organizational responses in the form of upskilling and reskilling strategies. This study conducted a Systematic Literature Review (SLR) following the PRISMA 2020 protocol and Tranfield et al.'s (2003) three-stage procedure to map the conceptual definitions, theoretical roots, variable structures, and measurement instruments used in upskilling and reskilling research on human resources in financial services. The synthesis results indicate that: (1) Human Capital Theory (Schultz, 1961; Becker, 1964) serves as a grand theory reinforced by the Resource-Based View (Barney, 1991); (2) Dynamic Capabilities Theory, Knowledge-Based View, Social Cognitive Theory, and the technology adoption model (TAM/UTAUT/DOI) act as middle-range theories ; (3) the dominant antecedents are multilevel, encompassing technological, individual, and organizational determinants; (4) the main consequences range from individual performance to digital transformation success and workforce productivity; and (5) organizational support and digital leadership serve as moderating variables, while behavioral intention and digital knowledge management serve as mediating variables. This study offers an integrative conceptual model and a further research agenda for the Indonesian financial services context.

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Published

2026-10-27

How to Cite

Bari, A., Kemalasari, N., Gustiwi, D. J., & Saluy, A. B. (2026). Human Resource Upskilling and Reskilling Strategies in the Financial Services Industry in the Digital Era. Greenation International Journal of Economics and Accounting, 4(4), 1330–1343. https://doi.org/10.38035/gijea.v4i4.1429

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Vol. 4 No. 4 (2026): Greenation International Journal of Economics and Accounting (September - October 2026)

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