ABSTRACT
Background: In the coming years, HR in the banking industry will need to play a leading role to develop human capital management, based on people care, evaluation, development, and training. To properly face this change in one of the biggest Italian banks we wanted to contribute to understanding the actual HR areas of change and examine how HR roles are dealing with 'being on the frontline';of an unparalleled organisational evolution. Methods: Six focus-group sessions with up to 10 participants per session. Results: The crucial issue that emerged is a profound rupture and crisis that showed the (already existing) fragilities of the HR role interpretation: develop a new synergic relationship with the top management;define a stronger and wider organisational mandate;establish structured moments of discussion between professionals. Conclusion: HR roles in the banking context, especially after the pandemic, entail a high emotional burden related to role assumption. Specifically, our research highlighted the need to discuss the evolution of the HR role with top management, the need for synergies and a definition of the organisational mandate that allows wider participation in terms of decision-making and planning, and finally the need for supervision of HR roles.