<![CDATA[The digital transformation in banking requires a shift in the role of frontliners (tellers and customer service) from routine transactional tasks toward educational, consultative, and digital-support functions. This study aims to identify the actual state of post-training digital knowledge, evaluate the effectiveness of digital competency training based on Kirkpatrick’s Four-Level Evaluation Model (Reaction, Learning, Behavior, and Results), and analyze supporting and inhibiting factors in its implementation at Bank Nagari Lubuk Sikaping Branch. This qualitative case study involved 8 primary informants (frontliners) and supporting informants from management (Branch Manager, HR Head, Supervisor). Data were collected through in-depth interviews, observations, and documentation, analyzed using the interactive model of Miles, Huberman, and Saldaña assisted by NVivo software. The results reveal that digital competency training is highly effective at the Reaction and Learning levels, showing strong participant acceptance and technical knowledge improvement. However, at the Behavior and Results levels, a gap exists between management and frontliner perceptions due to local cultural clashes (high touch vs. high tech), dual workload pressures, network infrastructure constraints, and technical anxiety during system errors. The study discovered an emergent theme: "Digitalization Complements Human Touch," indicating that technology does not replace frontliners but enhances service value through personal and educational engagement.]]>
