In today’s rapidly evolving digital economy, upskilling is no longer optional — it’s essential. AU Small Finance Bank has recognised this shift and moved beyond a purely IT-focused approach to embed digital transformation across its business and workforce strategies.

Manoj Tibrewal, Head of Human Resources at AU Small Finance Bank, believes that HR plays a pivotal role in driving this change. “Building a future-ready workforce requires a culture that seamlessly blends problem-solving, people orientation, and a digital-first mindset,” he says.

Reflecting on the pandemic, Tibrewal points out how it exposed gaps in digital systems and workplace cultures, highlighting the urgent need for agile, resilient teams.

"Moving beyond traditional ways of working to foster creativity, agility, and continuous learning is critical. Addressing skill gaps through targeted training — across technical and soft skills — ensures employees evolve alongside technology rather than being replaced by it,” he notes.

He emphasises that sustainable digital transformation depends not just on systems, but on people, culture, and a shared strategic vision. At AU Small Finance Bank, this vision is brought to life through a comprehensive approach that focuses on continuous learning, regulatory readiness, and leadership development.

AU Small Finance Bank’s Strategic Workforce Initiatives

It has undertaken several initiatives to future-proof its workforce:

• Regulatory and IT-Specific Learning: The bank delivers personalised training in areas such as digital banking, cybersecurity, and fintech innovation. Over 90% of employees have engaged with these modules, significantly enhancing their technical and regulatory expertise.

• Regulatory Readiness: Scenario-based learning and interactive modules help employees stay updated with evolving compliance and risk management standards. Tibrewal shares that 90% of the bank’s workforce has been trained on the latest regulatory changes through such programs.

• Agility and Continuous Learning: AU has rolled out 48 microlearning modules, with about 90% employee participation, reinforcing the organization’s commitment to ongoing professional development.

• Leadership Development: Recognising the need for digitally fluent leaders, AU invests heavily in leadership development programs that equip managers with the skills needed to drive both technological and cultural transformation.

• Employee Engagement: Regular town halls, feedback sessions, and recognition programs ensure employees remain engaged, motivated, and aligned with the bank’s broader transformation journey.

"By adopting a holistic approach to digital transformation, AU Small Finance Bank is well-positioned to thrive in an ever-evolving digital and regulatory landscape,” Tibrewal says.

Nurturing Future-Ready Leaders

In addition to building technical capabilities, Tibrewal is focused on nurturing leadership talent internally — especially for roles that demand a strong balance of technology expertise and customer-centric thinking.

“The workplace is evolving rapidly due to technological advances, market shifts, and changing customer behaviors. To stay competitive, organisations must prioritise both reskilling and upskilling,” he explains, citing a World Economic Forum report that predicts 50% of workers will need reskilling by 2025.

For banks, Tibrewal notes, the future of middle management lies in the intersection of technology and customer service. Leaders must be well-versed in AI, data analytics, cybersecurity, and fintech innovation, while also mastering empathy, communication, and critical thinking to meet evolving client expectations.

The E-A-A-T Framework: Driving Learning and Development

To build a digitally agile workforce, AU Small Finance Bank has implemented the E-A-A-T Framework:

• Evaluate: Assess current and future skill requirements, identify gaps, and analyse processes and performance metrics.
• Align: Link training initiatives to business strategies, set measurable goals, and design development plans.
• Activate: Implement targeted learning programs that promote digital growth and customer-centric capabilities.
• Track: Measure progress and performance, enabling data-driven decisions to refine training and development efforts.

Beyond formal learning, AU Small Finance Bank encourages peer learning, mentorship, and cross-functional training, while maintaining a strong culture of recognition and innovation.

"Embedding continuous learning and development isn’t just about enhancing skills — it’s about building future-ready leaders who can adapt to technological disruption and changing customer needs," Tibrewal says. "This ensures sustained growth, innovation, and competitive advantage for the bank."