“Our commercial model and the competitive market required capabilities that the traditional approach could no longer manage or anticipate. The world is changing and we needed a more dynamic way to understand and grow.”

Karina Rodriguez
Head of CoE Learning, Culture & Talent Development, Provident México

The organization operates through a network of more than 9,500 independent commission agents (‘Estrellas’) and approximately 2,500 employees nationwide, providing financial services to people without access to traditional banking — home-delivered, fast, and responsible loans built on close, trust-based relationships with customers.

“Our purpose as a company is to create a better world through financial inclusion,” says Enrique Ortega, HR Business Partner National Head at Provident México. “We give money to the people that really need it, in the times that they need it.”

Provident’s primary customers are women in lower-income brackets, including single mothers and divorced women with limited access to formal financial services. With thousands of employees spread across branches throughout Mexico, the organization faces a unique challenge: building a world-class talent strategy for a workforce that is largely field-based and dispersed.

The Challenge

Talent decisions made without data

In a highly competitive consumer finance market, Provident México knew it needed to lead a skills-centric transformation. But the path forward was blocked by a fundamental visibility problem.

“We’re not lacking talent at Provident. We’re lacking visibility into the talent we already have.”

Enrique Ortega
HR Business Partner National Head at Provident México

Provident operates two distinct employee populations: a head office team and a large field-based workforce that isn’t always desk-connected or digitally visible. When leadership wanted to identify high-potential employees, they were essentially working blind. “When we asked managers about skills or talent on their teams, they would say, ‘okay, this is the person because they have job title X,’” Enrique recalls. “It was only in the mindset of the leaders. We didn’t have the data to confirm it. That’s why we wanted something that could give us visibility, but also clear data that would help us be more agile when making decisions.”

A growth plan that exposed the gap

The breaking point came when Provident began opening new branches across Mexico as part of its growth strategy. “We thought we had a pool of talent ready to fill those roles,” says Enrique. “But we couldn’t find the people, and the people didn’t want to move to these new locations. That was the main issue we faced at that time, and that’s why we started looking for a solution.”

Karina Rodriguez, Head of CoE Learning, Culture & Talent Development, describes the broader strategic ambition: Provident needed to consolidate all HR data into a single platform for enhanced insights, build a comprehensive and up-to-date skills inventory across the entire organization, and create individualized development pathways that would retain top talent and maximize each employee’s contribution.

The Solution

Finding a platform built for everyone

After evaluating options, Provident México partnered with 365Talents, branded internally as Talent Connect, to cover its 2,500 core employees.

The selection criteria were clear from the start. “The first thing that mattered was that the platform could be used by anyone in our company, regardless of job title or level,” says Enrique. “A lot of platforms are built for the usual suspects, the people you already have visibility on. We needed something that included everyone.”

That focus on inclusivity ultimately guided Provident México’s evaluation process and shaped their  choice of 365Talents. It enabled a skills strategy that could scale across the entire workforce, not just a select group of employees.

“When we found 365Talents, it was amazing. The Skills Galaxy feature — how they connect skills to jobs — gave us exactly the visibility and clarity we’d been searching for.”

Enrique Ortega
HR Business Partner National Head at Provident México

A 12-week rollout focused on inclusivity

The implementation was ambitious. In just 12 weeks, Provident deployed the platform with modules for internal mobility and career pathing, a custom skills taxonomy built from scratch, and integration with Oracle HRIS and ATS systems for seamless data flow. The rollout was phased across four waves, starting with field staff, chosen deliberately because they had the most to gain from visibility.

“We started with the people on the field, in the branches,” Enrique explains. “For them, it was difficult because it’s a massive population and they don’t have a lot of opportunities to grow. But when we told them, ‘now you can know what is expected from you if you want to achieve the next level,’ they started thinking: wow, now I’m going to be visible for the company.”

What set the launch apart was its radical inclusivity. Unlike many enterprise talent platforms, Talent Connect was designed for every employee, making skills a truly shared language across the whole organization. As Karina Rodriguez puts it: “Talent creates the value. Technology amplifies.”

“When we create talent opportunities and develop skills, we want people to feel real — but also connected to our purpose and mission. Job titles tell us where people are. But when we talk about capabilities, that tells us where people can be. So it’s more important that they know where they can be instead of just focusing on the job title they have right now.”

Enrique Ortega
HR Business Partner National Head at Provident México

The Results

Adoption that proved the value proposition

The numbers tell a story of genuine momentum, not passive adoption. More than 70% of employees joined the platform in the first weeks after launch, without heavy communication campaigns or pressure. People logged in, built their profiles, and came back asking what else they could do.

“We didn’t make a lot of noise,” Enrique recalls. “The only thing we did was explain the platform and the why behind it. And people believed in it. We saw the numbers; people logging in, adding their information, and asking, ‘What else do I need to do on the platform?’”

Across the full deployment, 2,500 employees are now on the platform with an 85% activation rate, a 75% profile completion rate, and an average of 15 skills declared per person. Nearly 25% of active employees have declared openness to new internal opportunities, and 100% of active profiles are public, reflecting a cultural openness and trust that no mandate could have created.

A new language for talent conversations

The shift in managerial conversations has been equally significant. “The main change — and it is a cultural evolution that we are seeing — is the way that managers are communicating now,” says Enrique. “We are talking, instead of training, about capabilities and skills needed for the next job evolution. Now when we have a conversation with leaders, it’s more about skills, not training.”

Leadership decision-making has also transformed. Provident now runs regular talent ID review meetings with C-level executives, powered directly by data from 365Talents. “We download the data from the platform and we show the leaders: how many people are ready to move, how many are willing to move, how many have the skills we identify as critical,” Enrique explains. “So now the decisions are more agile, and with accurate data.”

The hidden talent that changed everything

Gabriela Gomez, HRD & Comms at Provident, highlights perhaps the most telling story of all that happened before the full platform launched. During a major consulting project that required specialized methodology knowledge, Provident hired an external firm, not realizing that someone on their own L&D team already had those exact skills. “If we’d known then what Talent Connect shows us now,” Gabriela reflects, “that person could have contributed enormously. We had hidden talent inside our own HR team and didn’t know it.”

What’s Next

Bringing 365Talents and Docebo together

Provident Mexico’s skills transformation with 365Talents has laid a strong foundation. But Enrique sees the next chapter as bringing the full learning and talent ecosystem together under one platform.

At Docebo Inspire, Enrique saw firsthand what a unified strategy for Docebo + 365Talents could look like.”Our current LMS is not as robust as Docebo, and we know that we need to evolve,” he says. “Right now we are in an old way — we create our own content, we have the instructional design team working for us. I think if we have a tool like Docebo, we can focus our L&D team to be more strategic and have a seat at the table, rather than being at the computer designing courses.”

The vision is an outside-in strategy that completes the cycle: 365Talents surfaces the skills gaps and growth paths, and Docebo delivers the learning that closes them, all within one connected experience. When asked what he would tell another HR leader just starting down this path, his answer is simple.

“Don’t wait to have the perfect architecture. Don’t wait to have the perfect job descriptions. Just start, because this is the first step to evolve. You can be agile on the way — you are going to change, evolve, and adapt. But start, and 365Talents is a good start.”

Enrique Ortega
HR Business Partner National Head at Provident México

Ready to build a connected learning and skills ecosystem with Docebo and 365Talents? Schedule a demo today.