HR Transformation Without Disruption
How Everllence Created a Scalable Foundation for the Future of HR IT
IT excellence meets HR expertise
With more than 15,000 employees across over 50 countries, Everllence is one of the world's leading energy and technology companies. A global player of this scale needs an Application Management Service for HR IT that can keep pace with its size and complexity.
To ensure that the organization and its business growth can continue to be supported over the long term with stability and innovative solutions at the same time, Everllence decided to strategically realign its setup. The new model had to meet two requirements: establish a future-proof technology foundation and guarantee an immediate, seamless transition without disrupting ongoing operations.
Legacy structures limiting flexibility and room to maneuver
The governance structures in place had evolved over time and not been adapted to organizational changes during that period. As a result, they quickly reached their limits during peaks in demand and periods of staff shortages.
This issue was amplified by the way knowledge had become distributed over the years: essential expertise was concentrated among a small number of key individuals: a genuine risk if these experts became unavailable, for example due to parental leave, a sabbatical or illness.
However, day-to-day operations were not the only priority: Everllence also had set itself ambitious future-focused HR projects. The company was at the beginning of several strategic transformations, including the migration to SAP SuccessFactors and the expansion of modern, digital HR processes. This was a challenging agenda at a time when HR IT resources were already tied up in daily operations. Without a strong operational foundation (specifically, a flexibly scalable Application Management Service), the project team would have faced long-term constraints in implementation as well.
Service-to-Service and Project-to-Service
This is where the partnership with MHP comes into play, establishing two distinct but parallel transition processes. The first was the Service-to-Service transformation: the switch from the previous SAP HCM service provider to MHP.The additional Project-to-Service transfer seamlessly transitioned the results of the SuccessFactors implementation project, which was running at the same time, into a permanent service for standard operations.
SAP HCM (Human Capital Management)
SAP HCM (Human Capital Management) is an integrated human resources management system that digitizes and automates all HR processes—from personnel administration and time management to payroll and reporting—in order to increase efficiency and transparency within the organization.
It centrally maps organizational structures and employee data, enables multi-level approval workflows and connects operational tasks with strategic workforce management.
As an on-premises solution within SAP ERP, SAP HCM helps companies comply with legal requirements and provides interfaces to other systems. Its future lies in migration to SAP S/4HANA (H4S4) or to the cloud with SAP SuccessFactors.
A common risk in transition programs of this kind is that they are conceptualized as purely technical projects. MHP, however, understood from the outset that the transformation had to go far beyond technology.
“The transition from project delivery to standard operations is more than an organizational step, it is a cultural shift toward sustainable service management. With an integrated AMS, clear governance structures and partnership-based collaboration, we are creating the foundation for continuous improvement, data-driven decision-making and stronger cross-functional problem-solving capabilities.”
Day-to-day operations versus demand-driven delivery
HR IT at Everllence is not one-dimensional. It brings together two disciplines that contribute to a shared outcome.
Discipline 1 covers Application Management on the IT side: the support and maintenance of the existing software landscape. Bugs are resolved, technical requirements are designed and implemented, and the system is maintained and optimized. The teams consist of IT specialists with different areas of focus. #
Discipline 2 covers the managed services provided for the HR function. This includes all digital processes relating to personnel administration, succession planning, variable compensation, learning management, goal setting, recruiting and the onboarding of new colleagues.
The second workstream is responsible for analyzing these processes, optimizing them from a global perspective and keeping them free of errors. HR and IT experts work hand in hand to safeguard the underlying business processes.
For operations to run smoothly with an optimal employee experience as the ultimate goal, both disciplines must function in parallel. When Everllence launches a globally significant project such as SuccessFactors, it needs capacity on both sides: IT specialists are required for consulting and technical implementation, while standard operations must continue in parallel. A highly skilled HR project and expert team is involved in the project while simultaneously managing day-to-day HR activities such as payroll and time management alongside its project responsibilities.
The importance of a demand-responsive setup on both the IT and HR sides—the ability to react flexibly to changing requirements—stems from the dynamic nature of day-to-day business. Demand volumes fluctuate considerably: periods with large numbers of requests are followed by weeks with significantly fewer inquiries. Volume, source and complexity are thus all subject to substantial variation and cannot always be forecast reliably. Everllence therefore needed a partner that could cover both sides at the same time while operating and scaling in a highly demand-driven way.
MHP as a one-stop shop
In January 2024, MHP launched a Service-to-Service transition for HCM AMS. The previous service provider was replaced, and MHP took over ongoing operations while governance structures were optimized and the expertise held by key individuals was systematically transferred.
The key success driver to this challenge was not to manage it as a conventional handover, but as an agile transition. From the very first day, the service operated without a ramp-up phase or unresolved requests. The reason was MHP’s “elastic IT” model, in which consulting teams scale flexibly in line with demand. If an employee takes parental leave, capacity is increased. When the employee returns, MHP scales it back down. Everllence pays for what it actually needs rather than for flat-rate capacity that is insufficient at peak times and underutilized during quieter periods.
The Project-to-Service transition for SuccessFactors followed in September 2024 and presented another complex challenge. The modules implemented by the joint MHP and Everllence project team (Employee Central, Recruiting, Onboarding, Learning Management and Reporting) went live (further details on the technical implementation are available in our Success Story). The modules were then transitioned from project mode into stable standard operations. At the same time, the Performance & Goals, Succession & Development, and Compensation & Variable Pay modules remained in the project phase.
Here too, the transition period passed without unwanted disruptions. The hypercare phase was concluded professionally, the handover processes took effect and Application Management was established. MHP’s project team members were not simply withdrawn; they transitioned into AMS mode in a carefully managed way, while new AMS specialists with specific module expertise joined the team.
So, what exactly was achieved?
In HCM AMS:
- Seamless takeover of operations without interrupting support for the HR function
- Knowledge transfer from key individuals, with their expertise now documented and available to the team
- Optimized governance model with a clear distinction between operational services and project service
- Professional support for the SuccessFactors implementation project alongside ongoing HCM operations
In SuccessFactors AMS:
- Standardized communication channels established: all requests, bugs and change requests are routed through a single ticketing system
- Successful onboarding of Everllence’s HR experts to the new system
- Continuous reporting based on real data: fact-based rather than driven by gut feeling
- The Support Process Guide: a living document containing all essential information about AMS, including responsibilities, support processes and governance
Stable operations, agile growth
With this realignment, Everllence has resolved a classic tension with operational excellence joining strategic agility. Day-to-day business runs reliably and precisely, while resources and expertise remain available for strategic transformation: for example, the SuccessFactors rollout, the electronic personnel file and the future architecture of the HR technology stack.
Elastic IT also means that Everllence is not tied to rigid contracts: the service grows with its requirements. New locations will be added in 2026, and AMS will scale with them. The global SuccessFactors rollout in Denmark, France and more than 25 additional locations is already in the works, with HR IT capacity adjusted flexibly and in line with demand.
“With MHP, we successfully changed AMS providers and completed the Service-to-Service transition without any disruption to the HR function. Operations and support remained stable from day one. At the same time, we sharpened governance and processes and systematically made the knowledge held in key roles available to the wider team. Today, we scale AMS in line with demand and can respond flexibly to capacity bottlenecks. Access to MHP’s expert knowledge is particularly valuable—exactly where and when we need it. The result: robust day-to-day operations and support for the HR function, as well as significantly greater room to act.”
