David Sartor e Hijos: when everything starts happening in one place

When growth also requires changing the way you manage

As Sartor went through a period of expansion, the Human Resources team had a clear goal: support that growth without multiplying the administrative workload.

The processes were already in place and working, but many still relied on manual and operational tasks. Vacation requests were submitted by email; leave requests could begin with a conversation between an employee and their manager and end with Human Resources having to reconstruct what had actually been approved; certificates came in through different channels. Much of the follow-up also relied on spreadsheets and email threads.

The challenge was not only to digitize these processes, but also to build a more organized, traceable, and sustainable way of managing them as the organization continued to grow.

Internal communication was another process with room for improvement. Employee well-being surveys had identified the need to keep people better informed as one of the areas to work on. Until then, updates were mainly shared through email, internal WhatsApp groups, and, for some company-wide topics, in-person meetings. However, information was not available in one centralized place where employees could access and consult it on a daily basis.

From emails and spreadsheets to a single source of information

At the end of 2024, Sartor began working with Humand through a progressive implementation that started with internal communication, vacation management, and leave requests, and later expanded to include new processes such as the Service Portal, documentation, and performance management.

But the biggest change was not simply adding digital tools. It was about establishing a new way of working. Humand began to become the place where things happen.

Information that could previously remain buried in an email is now available to consult at any time. Key processes from different areas began to be organized within the platform, while requests that were once manually recorded in spreadsheets are now centralized in one place. This makes it possible to view both ongoing and pending vacation and leave requests on a monthly and annual basis, enabling teams to forecast and plan more effectively.

Today, a large part of the company’s day-to-day management relies on modules such as:

• Time off: each employee can manage their own requests, while their direct manager acts as the first approver. Human Resources maintains visibility throughout the process, and the entire record remains centralized, eliminating the need to later reconstruct which days were used, changed, or canceled. Everything can be viewed in one place.
• Service Management: travel allowance requests, hotel bookings, platform access, internal requests, and other needs are now managed from a single place, replacing emails, messages, and spreadsheets. Every request is recorded, documented, and can follow a defined approval workflow.
• Files: procedures and relevant materials from different areas are available in one centralized space. This also makes it possible to incorporate them into processes such as onboarding, so every employee can access the information they need to work from the moment they join.
• Performance Review: performance reviews no longer depend on exchanging files and spreadsheets by email. Reviewers and employees can work through the process in the same space and compare different perspectives much more easily.

The result is a more agile, organized, and efficient way of working across the entire organization. By centralizing information and processes on a single platform, Sartor has improved request traceability, reduced management time, and made it easier to follow up on each requirement, supporting its digital transformation journey and the continuous improvement of its processes.

Communication that can also be measured

Centralizing internal communication also made it possible to address one of the challenges originally identified through the well-being surveys. News, company updates, and relevant processes began to be published on Humand, making information available to all employees 24/7.

This allowed the team to start monitoring interactions and using data to understand how effectively internal communications were reaching employees.

Since implementation, communication-related indicators have improved by approximately 15 points, and the most recent measurements continue to show strong satisfaction with the platform.

From implementing a platform to making it part of the routine

During the first few months, one of the main challenges was moving away from habits that were already deeply embedded in the company culture, such as sending an email, handling a request outside the platform, or relying on the same traditional channels.

The organization decided to support this transition by increasingly directing processes through Humand. Over time, the platform stopped feeling like a new tool and became part of employees’ everyday routines. Today, whenever they have a question or need something, employees already know where to look first.

Sartor’s transformation is still ongoing. The team continues to add new functionalities and has decided to move forward with additional modules to further expand the use of the platform.