This study examines the transformation of Human Resource (HR) models in Indian banking between 2015 and 2025 through a qualitative comparative case study of the State Bank of India (SBI) and ICICI Bank. Drawing on 25 semi-structured interviews with managers and employees, along with HR manuals, training circulars, and policy documents, the research explores how digitalization, competition, and evolving employee expectations have reshaped HR practices. Findings reveal a clear shift from administrative control to strategic human capital management, marked by the adoption of digital HR tools, data-driven performance systems, and enhanced employee engagement initiatives. While both public and private banks are converging toward strategic, technology-enabled HRM, significant differences persist in organizational culture, reward systems, and decision-making autonomy. The study reinforces the AMO and RBV frameworks, highlighting institutional inertia as a moderating factor in digital HR adoption. Overall, it provides one of the first decade-long qualitative syntheses of HR transformation in Indian banking, offering theoretical and policy insights for future workforce modernization
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