Author
Roland O. Omongbale
Department of Business Administration,
Faculty of Management Sciences,
National Open University of Nigeria, Abuja, Nigeria.
[email protected], 08067979130
ABSTRACT
Research Objective: This study investigated how digital banking adoption influences human capital development in selected Nigerian banks, with emphasis on how emerging digital platforms drive workforce reskilling.
Methodology: A quantitative survey design was adopted, using structured questionnaires administered physically and electronically to employees of Access Bank, Zenith Bank, and Globus Bank. A sample of 396 respondents was derived from a population of 37,846 using Yamane’s (1967) formula. Instrument reliability exceeded the 0.70 Cronbach’s alpha benchmark. Data analysis was conducted using SPSS Version 27, employing descriptive statistics and Pearson correlation to assess the relationship between digital banking channels and workforce reskilling.
Findings: The study found a significant positive relationship between digital banking adoption and workforce reskilling. ATM/self-service channels showed the strongest influence on reskilling (r = 0.687, p < 0.01), followed by mobile banking (r = 0.346, p < 0.01) and internet banking (r = 0.205, p < 0.01). High usage levels were recorded across all digital platforms. Digital transformation was also shown to be reshaping job roles, increasing the need for digital literacy, cybersecurity awareness, compliance competencies, and enhanced customer service skills.
Conclusion: Digital banking adoption is a major driver of human capital development, requiring continuous employee reskilling to meet evolving technological demands.
Recommendations: The study recommends intensified training in internet and mobile banking operations, structured reskilling for ATM/self-service platforms, and institutionalization of continuous digital skill development to enhance workforce adaptability and efficiency.
Keywords: Digital Banking, Human Resource Management, Workforce Reskilling, Nigerian Banks.

