HRTech Interview with Lívia de Bastos Martini: Gympass People Strategy, Well‑being, and People Analytics

An HRTech interview with Lívia de Bastos Martini, Chief People Officer at Gympass, explores how people strategy, technology, and well‑being intersect in a global benefits and fitness platform. This conversation highlights approaches to hybrid work, employee experience, diversity and inclusion, and people analytics that aim to support performance and retention across diverse markets.

HRTech interview: how people strategy and technology align at Gympass

Lívia de Bastos Martini emphasizes that HRTech is a tool to scale consistent people practices while keeping the employee experience human. Technology platforms support benefits delivery, learning pathways, and data‑driven decisions, but the guiding principles remain clarity of role, career mobility, and psychological safety. This balance between automation and human judgment is a recurring theme across global HR teams.

Background and role

Career and remit

As Chief People Officer, the role includes global responsibility for talent acquisition, learning and development, total rewards, organizational design, and culture programs. Leadership priorities typically involve aligning people investments with business strategy, promoting health and well‑being, and fostering inclusive leadership across distributed teams.

Operating across markets

Managing people operations in multiple countries requires harmonized policies that allow local adaptation. Best practices draw on guidance from international organizations such as the International Labour Organization (ILO) and research into cross‑cultural organizational behavior published in academic journals on human resource management.

Employee experience, well‑being, and hybrid work

Designing for flexibility and belonging

Hybrid work strategies center on flexibility while intentionally designing opportunities for connection. Structured in‑person rhythms—for onboarding, strategy sessions, and cross‑functional collaboration—are combined with remote flexibility for focused work. Psychological safety and belonging activities are used to prevent fragmentation common in distributed organizations.

Well‑being as an organizational priority

Well‑being programs include mental health resources, accessible fitness and wellness benefits, and manager training to recognize signs of burnout. Measuring well‑being involves employee surveys, utilization metrics for support services, and linking participation to broader retention and engagement indicators rather than individual medical advice.

People analytics, learning, and career mobility

Using data to inform talent decisions

People analytics supports workforce planning, pay equity reviews, and identification of skills gaps. Analytics teams commonly collaborate with HR business partners to convert data into action—prioritizing high‑impact investments such as leadership development and critical technical skills.

Learning pathways and internal mobility

Creating curated learning journeys and transparent career ladders encourages internal mobility. Investments in reskilling are often tied to business forecasts and strategic roles. Partnerships with external providers and the use of micro‑learning modules are typical patterns seen across growing companies.

Diversity, equity, and inclusion (DEI) and leadership

Long‑term DEI commitments

DEI programs aim to move beyond one‑off initiatives to measurable outcomes through hiring practices, equitable promotion processes, and inclusive leadership training. Progress is monitored with demographic metrics, pay equity analyses, and retention rates for underrepresented groups.

Leadership development and succession

Leadership development blends on‑the‑job stretch assignments, coaching, and structured feedback. Succession planning uses talent reviews that combine performance, potential, and readiness to identify internal candidates for critical roles, supported by targeted development plans.

Technology considerations and vendor partnerships

Platform selection and integration

Selection of HR platforms prioritizes data security, integration with payroll and benefits, and the ability to support multilingual, multi‑jurisdiction operations. Interoperability reduces manual work and improves reporting reliability for regulatory compliance and internal decision‑making.

Ethics and data governance

People teams implement clear policies on data use and privacy, aligning with local labor regulations and global standards. Ethical considerations include anonymization of sensitive outputs and governance structures that include HR, legal, and information security stakeholders.

Evidence and sources

Practices described align with guidance from organizations such as the Society for Human Resource Management (SHRM) and global labor organizations, and reflect themes in workforce research from institutions including the OECD and academic human resources literature. For context on future workforce trends and the interplay of technology and skills, the World Economic Forum provides overviews of emerging work themes and upskilling strategies: World Economic Forum.

Implementation tips for HR leaders

Start with strategy

Define people objectives that support business outcomes, then evaluate technology through that lens. Prioritize quick wins that demonstrate measurable impact on engagement or efficiency.

Measure what matters

Track metrics that reflect both organizational health and employee experience—engagement scores, internal mobility rates, utilization of well‑being services, and time‑to‑competency for critical roles.

Invest in manager capability

Managers are key to translating policy into practice. Training and clear expectations for hybrid leadership, feedback, and development conversations are high‑leverage investments.

Iterate with employee input

Continuous feedback loops—pulse surveys, focus groups, and town halls—help refine programs and maintain alignment with employee needs as the organization evolves.

Frequently asked questions

What topics were covered in this HRTech interview?

The interview covers people strategy, HR technology integration, employee well‑being, hybrid work design, people analytics, DEI, learning and internal mobility, and practical implementation tips for HR leaders.

How can HR teams balance technology and human judgment?

By using HRTech to automate administrative tasks and provide reliable data, while preserving human judgment for coaching, complex people decisions, and culture building. Governance and ethical guidelines help maintain appropriate boundaries.

What are recommended first steps for implementing people analytics?

Begin with clear questions tied to business priorities, ensure data quality, involve cross‑functional partners, and pilot analyses that can be translated into concrete actions and tracked over time.