Replace and Accelerate: How to Run a Smart HR Software Transition that Creates Value

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HR software is relevant for every employee in an organization. When it underperforms, the impact goes well beyond HR or IT – ineffective processes, fragmented data and poor reporting can holdback multiple other functions. For companies managing multiple entities or legacy systems, these inefficiencies quickly add up to overall lack of transparency. Yet replacing HR technology is often delayed because this transition seems complex and risky for the business continuity.

Client Example: A holding organization operating on several legacy HR systems sought to establish consistent processes and reporting across its portfolio. Anding supported the transformation end-to-end, positioning it as a strategic initiative rather than a pure IT replacement. We led both planning and implementation phases, enabling the organization to achieve a 60% reduction in HR IT costs by the end of the transition. Beyond cost savings, the transformation standardized the processes, established a single data layer and consistent KPI framework across all entities.

The Approach: The transition followed a structured, 7-step approach. We defined and aligned the value creation thesis, modelled a transition business case, scoped required functionalities, and selected the software provider. The implementation was staged in 3 waves to optimize for speed of cost saving and organizational availability. Anding supported all phases, from planning (defining the target picture, building the transition business case, defining unified processes) to implementation (vendor selection and onboarding, workflow setup), coordinating the HR organization, holding leadership and HR software providers.

In this paper, we share our approach for replace HR software in a simplified and format – this basic logic can be adapted various organizational setups and complexities, providing a reliable and robust blueprint for HR transformations.

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