Gabriela Gomez Tapia

Gabriela Gómez Tapia leads Human Resources and Internal Communications at Provident Mexico, where she plays a central role in connecting people, purpose and performance. She holds a Master’s in Business Administration and brings over 22 years of HR experience across industries and company stages.

Tapia began her career at Banamex, where she rose to Deputy Director of Learning and Development, gaining deep expertise in leadership development and talent growth. She then joined a telecom startup, building the HR function from the ground up and shaping a culture of collaboration and people-first values. At Provident, she joined in its early stages, helping to lay the foundation for a purpose-driven organization. Today, she drives initiatives that link employees’ everyday contributions to Provident’s broader mission of financial inclusion, making purpose a daily part of the employee experience.

Recognizing Tapia’s leadership in reshaping HR to focus on employee well-being and digital transformation, this interview explores how people-centered strategies are redefining workplace culture in Mexico and building a more connected, purpose-driven future of work.

Shifting Workforce Expectations: Balancing Well-being and Business Goals

In Mexico, the way people think about work is changing. I often hear employees speak about life goals and personal wellbeing without putting “work” at the center of the conversation. That’s not a sign of disengagement—it’s a sign of shifting expectations. As leaders, we need to acknowledge this change and respond with clarity, empathy and structure.

For me, it’s about defining a space where business goals and employee well-being can coexist—not as competing forces, but as parts of a stronger whole. That balance doesn’t happen on its own. It needs structure. At Provident, I’ve shaped our approach around four interconnected pillars; care, development, performance and communication. These aren’t buzzwords. They’re the foundation for how we support our teams and how we align personal growth with company direction.

“Opportunities Rarely Announce Themselves In Advance. Being Ready Means Staying Grounded And Always Open To Learning. Listening Plays A Big Role In That. When You Listen Well, You Pick Up On What Motivates People, What They Value And Where They Need Support”

What drives me is seeing real outcomes—strategies that deliver results and feel grounded in empathy. We run cultural alignment and psychological risk surveys not just to measure, but to listen. That listening turns into actionable care plans designed to respond to real concerns, not assumptions.

Internal communication has also had to evolve. Social media has changed how people engage with information—they want it fast, relevant and human. One of the most effective shifts we made was gamifying internal communication. It’s helped us celebrate wins, connect across teams and build a genuine sense of belonging. Leadership, too, plays a huge role here. We now measure how leaders engage their teams, because that connection more than any program or tool, is what builds trust and shared purpose.

This is the kind of work that excites me. Not because it ticks a policy box, but because it proves something deeper. When people feel proud, challenged and cared for, they show up not just for the job, but for each other.

AT A GLANCE:

● We run cultural alignment and psychological risk surveys not just to measure, but to listen—turning insights into actionable care plans that address real concerns rather than assumptions.

● One of our most effective shifts was gamifying internal communication, helping us celebrate wins, foster team connection and build a genuine sense of belonging.

● The My News app enhances this approach by enabling real-time connection among our geographically dispersed teams across Mexico.

Amplifying HR: Fostering Motivation with Digital Solutions

Technology is transforming how we lead in HR and finance, but I’ve always believed its real value lies in how it connects people to opportunity. That belief guided us when we started conversations with Gartner to better understand the evolving skills our workforce needs and the digital tools that can help unlock their full potential.

One of our most impactful steps has been launching an internal talent marketplace. It gives employees space to update their skills, explore growth paths and take ownership of their development. For leaders, it brings greater visibility into emerging talent, often in places we didn’t expect. It supports both performance and aspiration.

We’ve also reimagined how we engage with external and internal talent by upgrading our career portal with an applicant tracking system. It has made the candidate journey more transparent, more efficient and more human. At the same time, we introduced a digital recognition platform where great work is celebrated, not just acknowledged. It has helped us foster a culture of motivation and appreciation in real time.

Our communication strategy had to evolve, too. With teams spread across Mexico, we needed something that kept us connected quickly and meaningfully. That’s why we launched My News, a mobile app that shares project updates, promotions and key news the moment it happens. It serves as an engagement engine that keeps our people in the loop and in the conversation.

Still, what I’m most proud of is how we’re extending our impact beyond the company. We recently became partner with UN Women on a financial inclusion initiative rooted in gender equality. In our first phase, we’ll train 650 women from underserved communities. This work is deeply personal. It reflects our belief that HR has the power to influence not only the workplace but entire communities.

Technology hasn’t replaced the human side of HR. It has helped us amplify it by bringing agility, reach and purpose to everything we do.

HR is Beyond Policies: Understand People and Be Transparent

One principle that has always guided me is staying curious about the organization. Asking questions, digging deeper and proactively seeking context has helped me grow, not as an HR leader alone but as a business partner. Even when information isn’t readily available, there’s always something to learn. Conversations, whether internal or external, often reveal what numbers alone cannot.

At the core of this mindset is a focus on people. HR isn’t just about frameworks or policies. It’s about understanding individuals and helping them connect with their potential. When you take the time to listen and understand what truly matters to people, you can create environments where they thrive—and when people thrive, the business follows.

Another belief I hold firmly is never to stop preparing. Opportunities rarely announce themselves in advance. Being ready means staying grounded and open to learning always. Listening plays a big role in that. When you listen well, you pick up on what motivates people, what they value and where they need support.

Transparency is just as important. When someone asks for something, I always assess what’s possible and communicate clearly. Even if the answer isn’t what they hoped for, honesty matters. In the long run, authenticity builds trust and that trust is what sustains strong teams and lasting progress.