<![CDATA[General Background: Rapid advances in artificial intelligence and digital transformation have fundamentally changed workforce needs in the banking sector. Specific Background: Bank BJB examines employees' digital competency readiness and adaptation challenges to respond to technological developments through BJB University. Knowledge Gap: Existing literature largely focuses on technology performance rather than qualitative insights into employee adaptation and human resource transformation strategies within regional development banks facing artificial intelligence. Aims: This study aims to analyze employee digital competency readiness, adaptation challenges, and human resource transformation initiatives at Bank BJB. Results: Findings reveal that competency gaps stem from generational differences and unit engagement levels, with adoption lag causing cultural friction, while BJB University serves as a learning infrastructure that improves artificial intelligence literacy, data skills, and analytical roles. Novelty: This qualitative case study uniquely documents how regional development banks leverage corporate university frameworks to manage adoption lag and human resource restructuring during automated banking shifts. Implications: Institutions must execute cohesive investments in organized educational programs, foster adaptive organizational cultures, and strengthen human resource skills to ensure sustainable digital transformation. Highlights: Employee digital competency gaps stem from generational differences and varying division engagement levels in digitalization. Adoption lag creates cultural friction between legacy systems and newly introduced digital frameworks. Institutional learning infrastructure improves artificial intelligence literacy and shifts employee duties from routine administration to analytical decision-making. Keywords: Artificial Intelligence, Digital Transformation, Employee Adaptation, Organizational Learning, Bank BJB]]>
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