Melanie Lenke from DKB in an interview about human resources work

Human resources management: Ms. Lenke, the AI ​​transformation depends on whether the employees participate? In your experience, what are the biggest obstacles here?
Melanie Lenke: DKB (Deutsche Kreditbank, editor’s note) is an AI pioneer in the German banking market and is already using generative AI very broadly in the front end towards our customers and in our processes. My observation is that employees are generally open to AI when they personally experience the benefits in their work environment. Many people use AI tools almost every day and have numerous ideas about how AI can have a positive impact on their work. The real hurdle arises when this curiosity meets organizational reality.

What do you mean?
While privately you can decide for yourself which data you use, in companies there are stricter framework conditions and therefore a somewhat slower pace. It is important to create transparency here: What comes when, what can I use for what and what happens to my data?

To what extent does skill management regarding AI differ from the previous approach to personnel development?
When it comes to AI, the classic personnel development approach with learning programs is no longer sufficient. We not only have to impart knowledge, but also promote attitude, willingness to experiment and digital sovereignty. Employees need orientation: Which skills are becoming more important and which are becoming less important? At the same time, we need low-threshold learning opportunities and a culture in which trying things out is allowed and desired. AI skill management is therefore less of a training program and more of an organizational learning process for everyone.

Can you give examples from your company here?
An example from IT is our innovation cooperation with OpenAI, which focuses on knowledge transfer and early access to new technologies. We are also currently working on democratizing AI in the company: with an AI Enterprise Chat and a platform that enables all employees to develop AI solutions for their own work environment without any programming or IT knowledge. The AI ​​Enterprise Chat is an internal, security-compliant chat system in which employees can use AI to ask questions, access knowledge and automate work processes. In this way, we are taking the topic of AI out of the tech corner and enabling employees to take more responsibility when using new technologies.

How can HR drive AI transformation? What cornerstones is it based on at DKB?
HR has a dual role in AI transformation: We design the framework conditions for the entire organization and we transform ourselves. On the one hand, HR has a decisive influence on the skill strategy, the cultural guardrails and responsible governance, especially in cooperation with co-determination. On the other hand, we also need to further develop our own HR processes using AI and build the appropriate skills in the HR team. But that’s not all.

What else is important for HR to drive AI transformation?
At DKB, AI is a key pillar of the new corporate strategy “DKB 2030” and is therefore no longer a technology for the experimental space. This is how we anchor AI as an integral part of our business model and the associated success factors. This helps HR to drive forward the AI ​​transformation in a more committed manner. In addition, we have founded an AI transformation team in the company that works closely with HR and is intended to strategically manage the topic of AI holistically.

What have been the biggest hurdles you have encountered so far in AI transformation and associated skill management?
A key hurdle was the different pace between technological possibilities and the regulatory requirements in the banking environment. This quickly leads to gaps in expectations: employees want to use AI, but at the same time we are required to ensure security, governance and co-determination. The multitude of parallel skill initiatives also makes orientation challenging.

What skill initiatives are these, for example?
By this I mean offers for everyone, such as onboarding sessions for new tools such as the AI ​​Enterprise Chat, company-wide information sessions, learning videos, basic AI training, prompting sessions and a prompt library, deep dive formats on individual tools and mandatory training on AI for all employees.

What helped you overcome these challenges?
The fact that we strategically positioned ourselves early and clearly on AI helped us a lot: by prioritizing and focusing, we were able to quickly create added value and thus build motivation. Supplemented by transparency, interdisciplinary collaboration, low-threshold qualifications and targeted AI skill development – ​​also in HR – we reduce uncertainty and create a common goal. At the same time, we first created the technological requirements in the IT infrastructure to increase flexibility and scalability.

What are you most looking forward to at the HR Forum Banking?
I am particularly looking forward to exchanging ideas with colleagues from the industry. AI and skill management are developing rapidly, and we are all facing similar questions, especially in the banking sector. Talking together about experiences, challenges and best practices provides impetus and new energy to further drive the transformation forward.

Lena Onderka is editorially responsible for the Employee Experience & Retention area – which also includes, for example, the topics of BGM and employee surveys. She also looks after the topic of diversity. She is also the editorial contact for the German Human Resources Summit and the HR Forum Banking.