Over the past few years, ClaroVTR has gone through almost every transformation chapter you can imagine: a joint venture between two companies with very different cultures, process redesign, a new brand identity, pressure for efficiency and strong business results. In the middle of all that, the Talent & Culture team led by Verónica Díaz made a key decision: to look for a tech partner to support massive, high-exposure processes such as engagement, climate, performance and 9-box potential.
The outcome: a smooth, well-adopted implementation with strong participation from leaders. What can we learn from this experience when choosing a tech partner in HR?
Don’t look for software only, look for a partner
One of the strongest ideas from Verónica’s interview is that Nala is not perceived only as a platform, but as a partner.
ClaroVTR wasn’t just looking for “a tool to run surveys”; they needed someone who could:
- Understand the complexity of a joint venture and an ongoing cultural transformation.
- Co-design processes, not just provide a form.
- Be available to address both technical and strategic questions.
In simple terms: the Talent & Culture team needed someone who would be “on the field” with them, especially in processes where a single mistake is visible across the whole organization.
Key insight: the first implementation of Nala at ClaroVTR was an engagement survey deployed company-wide — a high-exposure process that often goes wrong when the experience is not well thought out. In this case, it was described as a clean, intuitive and successful rollout.
Signal to watch in your own context:
If the provider only talks about features and not about how they will build the process and adoption strategy with you, they are unlikely to become a real partner.
Evaluate user experience as if you were an employee (not just HR)
ClaroVTR had a very clear cultural ambition: they wanted to be a digital, simple and agile brand. That meant HR processes had to match that standard. “Digital” wasn’t enough — the experience had to feel modern, fluid and easy to use.
That’s why the experience with Nala was especially valued for being:
- A highly user-friendly platform.
- An enabler of leader self-management (tracking progress, monitoring participation, managing their teams).
- A way to run smooth processes that still end in real conversations and decisions.
For ClaroVTR, this translated into:
- Over 90% participation in performance.
- High participation in company-wide calibration.
- Less fatigue around measurement processes, which are usually perceived as heavy and bureaucratic.
Questions to ask yourself when evaluating a partner:
- Could a time-pressed leader use this without a manual?
- Does the platform drive action (conversations, decisions, follow-up), or does it just collect data?
- Is the experience aligned with the culture and brand you want to project?
Make sure your partner can adapt to your way of thinking (not the other way around)
ClaroVTR has very specific characteristics:
- An external workforce that is four times the internal one.
- Massive processes deployed across the whole company.
- Its own ways of structuring data and making decisions (for instance, calibrations at scale).
Verónica highlights that one of the success factors was Nala’s ability to:
- Customize the platform to ClaroVTR’s needs.
- Develop enhancements in short timeframes, following the evolution of processes.
- Structure information in ways that match how decisions are actually made inside the company.
In practice, this meant that every cycle came with new requests: extra fields, new views, different ways of segmenting results. Not to make things more complex, but to better align the tool with leader maturity and company strategy.
Practical checklist:
- Can the provider adapt flows, views and reports to your management model?
- Do the technical teams talk to HR in a language you can actually work with?
- Can you iterate from one cycle to the next, or is every change a long and expensive project?
Put leaders at the center of design and rollout
Throughout the interview, Verónica is very clear: any DO or Talent initiative depends on leaders as sponsors and main allies. Without them, the best platform can quietly fail.
ClaroVTR uses several practices to increase adoption:
a) Truly knowing their leaders
Treating leaders as internal customers: understanding their pain points, language, available time and digital maturity.
b) Supporting them in each phase of the process
- Sessions and support during performance evaluations.
- Dedicated spaces for calibration.
- Guides for feedback conversations.
- Use of formal and informal forums (executive committees, business meetings, monthly cockpits) to reinforce messages.
c) Giving autonomy with support
With Nala, leaders can:
- See their team’s progress.
- Monitor participation in real time.
- Manage their processes without depending on HR for every step.
But that autonomy works only because there was preparation, context and ongoing support, not because HR “dropped” a new tool on them.
Practical recommendations to choose an HR tech partner
From the ClaroVTR + Nala story, we can extract at least these recommendations:
- Start with your North Star
- What do you truly want to transform? Culture, leadership, speed, employee experience?
- Align processes, platform and storytelling with that purpose.
- Assess the provider as a partner, not just a license vendor
- Ask how they’ll support design, rollout, adoption and continuous improvement.
- Check the availability and closeness of their team (beyond sales).
- Prioritize simple, modern UX
- Test with real leaders, not just the HR team.
- Ensure the experience matches the brand and culture you want to reinforce.
- Look for real customization capacity
- Validate how quickly they can adapt the platform to your reality.
- Ask for concrete examples of customizations built for other clients.
- Design an adoption strategy centered on leaders
- Combine formal and informal communication.
- Provide training, toolkits and Q&A spaces.
- Offer autonomy, but with support and follow-up.
Conclusion: the right tech partner should simplify your work, not complicate it
The ClaroVTR case shows that a small Talent & Culture team can lead massive, sensitive processes — such as engagement, climate, performance and potential — when they have:
- A clear transformation roadmap.
- Leaders positioned as key allies and sponsors.
- And a tech partner that is truly agile, close, user-friendly and adaptable.
In the end, choosing a tech partner is not about “buying a system”; it is about deciding who will walk with you in your people strategy over the next years.
If, after listening to your leaders, reviewing your current processes and talking to potential providers, you don’t feel the outcome will be clean, simple and actionable, you probably haven’t found the right partner yet.
