Worldwide Workforce Performance Management Services 2009-2013 Forecast: Market Is Maturing : Market Research Report

Worldwide Workforce Performance Management Services 2009-2013 Forecast: Market Is Maturing

Published by: IDC

Published: Jun. 24, 2009 - 21 Pages

Table of Contents
IDC Opinion

In This Study
Methodology
Historical Market Values and Exchange Rates
Workforce Performance Management Definition
Situation Overview
Workforce Performance Management Scope
The Current State of Workforce Performance Management
Market Penetration
Sales and Sales Process
Buyer Perspective
Vendor Perspective
Market Matu
rity
Future Outlook
Forecast and Assumptions
Market Context
Essential Guidance
Learn More
Related Research
Synopsis
Table: Strategies Used to Improve Performance and Their Level of Impact
Table: Sample of Most Recently Signed Workforce Performance Management Clients by Vendor
Table: Workforce Performance Management Providers by Number of Supported Client Employees
Table: Worldwide Workforce Performance Management Consulting Services Revenue, 2008�2013 ($M)
Table: Key Forecast Assumptions for the Worldwide Workforce Performance Management Market, 2009�2013
Table: Worldwide Workforce Performance Management Consulting Services Revenue, 2005�2013: Comparison of May 2008 and June 2009 Forecasts ($M)
Figure: Talent Management Value Cycle
Figure: Performance at the Center
Figure: Worldwide Commercial Workforce Performance Management System Penetration, 2008�2013
Figure: Delivery Mode for Performance Management
Figure: Importance of Talent Initiatives, 2007 and 2008
Figure: Workforce Performance Management Maturity Model
Figure: Worldwide Workforce Performance Management Consulting Services Revenue, 2005�2013: Comparison of May 2008 and June 2009 Forecasts

Abstract

This IDC study examines market conditions and provides a five-year forecast for the worldwide market for workforce performance management consulting services. The purposes of this study are to analyze and quantify the market opportunity for performance management consulting services and offer recommended strategies for taking advantage of opportunities.

"IDC has made a number of observations through discussions with both vendors and buyers," said Lisa Rowan, program director, HR and Talent Management Strategies. "Sales cycles are longer than they were a year ago; selection teams are larger, which contributes to project complexity and longer sales cycles; and with software as a service as the primary delivery mode, vendors' costs to serve clients are going down."

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