Without defined processes, no software works.
Maybe your HR processes need rethinking. Maybe you already have tools that no longer keep up with your reality. Either way, we start with the processes, designing them with you and, at the end, you keep a platform that runs them every day.
your specialists, not a call center"Culture eats strategy for breakfast. "
We would add: without processes, neither of them makes it to the table.
Without alignment, everyone works their own way.
Without execution, it stays just an intention.
They turn culture and strategy into the way the company actually works.
It automates processes, organises information and gives HR and management more time for what really matters: people.
If you’re scaling, you probably live one of these.
"We grew. But not in the same proportion."
More people. More cost. Not always more performance.
No clear ownership of roles, and no performance system to show where the work gets blocked.
"Everything goes through me."
If only you know how it works, it is not a process. It is dependency.
Nothing is written down, and what isn’t written down can’t be delegated.
"I only understand it when people leave."
Without data, every exit is a surprise.
No exit interviews, no turnover data, no early signal.
9.6% of payroll.
Every single year.
And it never shows up on an invoice.
Eight areas. One single cycle.
HR management does not happen in isolated modules. We map the full employee lifecycle, diagnose the eight areas and define what should happen first. Then we turn priorities into action.
A priority report, from 0 to 10.
Each area gets a score: 10 is in good shape, 0 needs urgent work. The order of the implementation comes from here.
The forhumans process.
First conversation
1 hour with a senior specialist to get to know the company and its challenges. We look at the processes, practices and tools that already exist.
1 hourDiagnosis
Eight sessions, one per lifecycle area. We talk to leadership, to HR and to the teams. It ends in a priority report.
8 weeksImplementation
Area by area, in priority order. We design the process with the people who will live it, document it, and configure the platform around it.
area by area, over 12 monthsOperation
The processes run in the platform. Stuart follows the team every day and a specialist returns whenever the process has to evolve.
ongoingThe cycle doesn't end here: Stuart follows through daily and a specialist returns whenever the process needs to evolve. We call this Expertise Embedded in Software.
Five ideas we don't negotiate.
Human
We build technology around people.
Intelligence
AI that supports better HR decisions.
Performance
Better performance through better people.
Simplicity
Fewer administrative processes. More impact.
Growth
Continuous development, for the organisation and for its people.
Six services. The same eight areas.
Each service works one or more areas of the lifecycle. It is not another map, it is the same one.
Process architecture
Areas 1 to 8From hiring to offboarding: who does what, when, and what comes next.
Payroll & compliance
Area 6Social security, tax, mandatory reporting and contracts, right and on time.
Recruitment & employer brand
Areas 2 and 3A funnel that respects candidates and decides on criteria, not urgency.
Performance & careers
Areas 5 and 7Light cycles, clear salary bands, progression people understand.
Culture & handbook
Areas 1, 4 and 8The house rules, written down, so culture survives growth.
People analytics
Areas 7 and 8Payroll cost, turnover and attrition risk, without building dashboards.
Every service ends the same way: the designed process moves into the platform and runs on its own.
After the design phase, this is where processes live.
The forhumans HR software, shown with demo data.
donut_smallThe processes can live here, or be implemented in the software you already use and like. Ours is powerful and comes included, but the choice is yours.
forhumans product interface with demo data. Fictional client and names.
The processes move forward. Stuart makes sure everything happens.
What the specialists design moves into the forhumans platform: approvals, payroll, time, documents and reviews in one system. And Stuart, the HR agent, answers the team and handles the repetitive work, always with your approval.
A pyramid, not a feature list.
Without the base, the floors above hold nothing.
Hundreds of integrations. The ones you already use.
Connect forhumans to your team's applications and stop hopping between them. Pick from the marketplace or build your own with the open API.
Slack, Microsoft 365, Google Workspace, Sage, PRIMAVERA and 100+ more via open API and Zapier.
One hour. And you leave with clarity.
1 hour with a senior specialist to get to know your company and take a first look at your processes and people management.
Book the first conversation- checkYou talk to the people who design the processes, not to a salesperson
- checkYou leave with a read on the eight lifecycle areas
- checkA reply within 24 hours, with two time slots to choose from
How we calculated this
Conservative scenario, public sources, assumptions in the open.
Model company: 60 employees in the EU, average gross salary of € 42,000 a year, € 2,520,000 payroll. Eurostat puts average hourly labour cost at € 34.90 across the EU in 2025, with non-wage costs at 24.8% of the total.
9.6% of payroll, or € 4,040 per employee, per year.
Assumptions
Voluntary turnover at 12% a year, inside the 10% to 14% range Mercer Comptryx reports for Europe and the UK, and below the 17.4% Ravio measures in European tech. Replacement cost at 50% of annual salary, the floor of the 50% to 200% range from Gallup and SHRM. Half of exits treated as preventable, below the 52% Gallup measures and well below the 75% from the Work Institute. Ten joiners a year at a 20% miss rate, each at 40% of annual salary. Of those 40%, 30 points are the minimum cost of a bad hire according to the US Department of Labor, and the other 10 are the recruitment spend it wastes: the job advert and the hours of the people running the process. Two months of half productivity treated as avoidable during ramp-up. Four weekly hours from the CEO and two from each manager spent on people matters, 40% of which disappear once processes are written down. Active disengagement at 15% of the team, which is the Gallup measured figure for Europe, at 18% of annual salary in lost productivity.
What this leaves out
Legal exposure is not counted. Undocumented performance management turns into tribunal risk, and the cost varies too much by jurisdiction for a single figure to mean anything. We left it out rather than invent it.
Europe has the least engaged workforce of any world region, fifth year running, at 13% engaged. With less conservative assumptions the same model reaches € 600,000, or 25% of payroll. We publish the floor.