STRATEGI KNOWLEDGE MANAGEMENT UNTUK PENGEMBANGAN SUMBERDAYA MANUSIA DALAM TRANSFORMASI DIGITAL BANK TABUNGAN NEGARA

Mohammad Anwar Gani, Cecep Haryoto

Abstract


Digital transformation has become a strategic priority in the banking industry, requiring organizations to strengthen not only technological capabilities but also human resource competencies. Knowledge Management (KM) plays a crucial role in supporting human resource development by facilitating knowledge creation, acquisition, storage, sharing, and application. This study aims to analyze the implementation of Knowledge Management as a human resource development strategy to support digital transformation at PT Bank Tabungan Negara (Persero) Tbk. A qualitative approach with a case study design was employed. Data were collected through semi-structured interviews, observations, and document analysis involving managers and employees directly engaged in Knowledge Management and human resource development initiatives. Data were analyzed using the interactive model of Miles, Huberman, and Saldaña. The findings indicate that Knowledge Management has evolved beyond information management into a strategic organizational capability that enhances digital competencies, organizational learning, innovation, and employee adaptability. The implementation of Learning Management Systems, knowledge sharing, coaching, mentoring, and communities of practice significantly strengthens workforce readiness for digital transformation. Leadership commitment, learning culture, and digital infrastructure were identified as key enabling factors, while differences in digital competencies, resistance to change, and limited knowledge-sharing practices remain major challenges. The study concludes that Knowledge Management is a strategic mechanism for developing human capital and ensuring sustainable digital transformation in the banking sector.

Keywords: Digital transformation, Human resource development, Knowledge management, Learning organization, Organizational learning

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References


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DOI: https://doi.org/10.71312/mrbest.v4i3.1119

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