Transforming a diverse and distributed organization
Managing Human Capital at Grupo Casinos involved much more than addressing the needs of a single company. Each business operated across different locations, with its own management teams and distinct ways of working. This complexity was compounded by 24/7 operations and a workforce made up primarily of employees who do not work at a computer.
One of the main challenges was ensuring that information reached every employee in real time. The existing channels did not make it possible to communicate at the same speed or ensure that everyone received the latest updates, particularly across shifts, provinces, and business units.
Training posed a similar challenge. More than 80% of employees did not use a computer during their workday, making it difficult to organize and track technical, legal, and mandatory training.
Grupo Casinos also needed to connect companies that had previously operated relatively independently and begin transforming processes that still relied on emails and manual tasks.
A transformation that began with digitalization
From the outset, the team understood that Humand needed to become a management tool capable of supporting a broader transformation within Human Capital.
To achieve this, Grupo Casinos formed a joint working team that brought together the Human Resources departments from each business unit, the corporate team, and Humand. Based on a shared vision and a clear plan, the implementation began expanding across companies with different operations and needs.
Today, more than 4,000 employees from eight companies are part of five communities within Humand. From there, they can access communications, training, and Human Capital processes directly from their phones, regardless of their location or working hours.
The solutions with the greatest impact on operations include:
Internal communications: Enables teams working across different provinces, companies, and shifts to receive real-time updates, reducing information gaps.
Learning: Makes technical, legal, and mandatory training accessible to employees who do not have regular access to a computer.
Performance reviews: Digitalizes follow-up and evaluation processes that previously required separate or manual workflows.
Updates and internal processes: Replaces processes managed through emails, spreadsheets, and individual workflows with simpler, more traceable processes.
Shift rosters and operational organization: Supports team and shift planning, an especially important aspect for an organization that operates around the clock.
Humand integrated with HC Work
One of the project’s key developments was the integration of Humand with HC Work, the management system used by Grupo Casinos.
New hires, terminations, and employee data changes are now automatically updated between both platforms three times a day, 365 days a year. The process operates without manual intervention, prevents duplicate data entry, and reduces both errors and administrative time.
This integration represents a concrete step toward the automation the company is aiming for: ensuring that its systems support day-to-day management so teams can spend less time on transactional tasks and focus more on people.
Higher adoption, fewer manual tasks
Humand adoption has become firmly established across the business units. In June 2026, 94% of active users used the platform during the month, while 77% used it weekly—well above the company’s 60% adoption target.
Across five of its business units, Grupo Casinos has already implemented 210 initiatives and estimates monthly savings of 274 working hours. At the same time, average satisfaction with Humand has reached 3.98 out of 5, with no significant differences between the various companies.
The impact can also be seen in the role of Human Capital. By moving manual and individual processes to the platform, teams have begun freeing up time previously spent on administrative tasks and redirecting it toward higher-value initiatives.
From digitalization to automation
For Grupo Casinos, the journey is structured around three major stages. The first is the digitalization of practices and processes. The second will be their standardization across companies with different realities. Finally, the goal is to move toward greater automation.
Upcoming projects include expanding automated workflows, progressing toward fully digital employee records, and increasing the use of learning, onboarding, and service management. The company is also developing the automation of shift rosters and gaming table assignments at Casino Buenos Aires, replacing tasks that are still performed manually.
The goal is not to reduce people’s involvement, but to allow Human Capital teams to focus increasingly on supporting employees and establishing themselves as true business partners.
“We are on the right path toward transformation, bringing us closer to our people and, ultimately, helping us achieve our organizational goals.”