Employee Experience Management Market by Component (Services, Software), Work Arrangement (Field Workforce, Hybrid, Onsite), Pricing Model, Application, Deployment Model, Organization Size, Industry Vertical - Global Forecast 2025-2032
Description
The Employee Experience Management Market was valued at USD 6.63 billion in 2024 and is projected to grow to USD 7.20 billion in 2025, with a CAGR of 9.10%, reaching USD 13.33 billion by 2032.
An executive introduction to employee experience management that frames the strategic imperative and multifaceted forces reshaping workforce outcomes
Employee experience management has emerged as a strategic imperative that intersects people, processes, and technology to shape organizational performance and resilience. Over recent years, practitioners have shifted from viewing employee experience as a human resources initiative to treating it as an enterprise-level competency that influences retention, productivity, and brand reputation. This evolution reflects a recognition that workforce sentiment, engagement systems, and operational workflows are tightly coupled and require coordinated governance across HR, IT, and business units.
As organizations scale hybrid and remote work models, decision-makers face rising complexity in ensuring consistent experiences across diverse roles and locations. Talent leaders are balancing competing priorities: enabling flexible work, maintaining compliance, and delivering meaningful professional development. At the same time, technology vendors are advancing platforms that combine engagement analytics, workflow automation, and wellbeing features, prompting buyers to reassess legacy systems and integration strategies. Consequently, leaders must craft road maps that prioritize interoperability, user experience, and measurable outcomes to ensure investments translate into sustained behavioral change and business value.
How converging technology advancements, shifting worker expectations, and governance pressures are redefining employee experience strategies across organizations
The landscape for employee experience is undergoing transformative shifts driven by technological maturation, changing worker expectations, and new operational models. Artificial intelligence and advanced analytics have moved beyond experimental pilots to become core capabilities for deriving actionable insights from feedback, engagement signals, and performance data. These capabilities are enabling more precise personalization of learning pathways, recognition programs, and wellbeing interventions that adapt to individual needs while preserving organizational standards.
Concurrently, the normalization of hybrid and remote work has elevated the role of digital-first processes and asynchronous collaboration tools. Organizations are redefining managerial practices to emphasize outcomes rather than presence, and this cultural transition requires complementary investments in manager training, clear role design, and metrics that reflect distributed team dynamics. Additionally, regulatory focus on data privacy and employee protections is shaping how experience platforms collect, process, and report insights, requiring a stronger alignment between HR, privacy, and legal teams. Taken together, these shifts demand that leaders adopt a systems-thinking approach, integrating technology selection, governance, and change management to ensure that innovations deliver consistent, equitable experiences across the workforce.
Navigating the operational and procurement implications of recent United States tariff policy shifts to safeguard continuity and control costs
Recent tariff changes in the United States introduce a new layer of operational consideration for organizations that procure hardware, international services, or software bundled with cross-border support. These trade policy adjustments can affect the total cost of ownership for globally sourced solutions and influence procurement timelines as organizations reassess vendor portfolios to mitigate exposure and maintain service continuity. Consequently, procurement and vendor management teams are increasingly factoring tariff implications into renewal decisions and contractual negotiations.
In response, many organizations are exploring strategies such as diversifying supplier footprints, negotiating localized support arrangements, and accelerating migrations to cloud-native offerings where feasible. These approaches reduce reliance on physical goods transported across tariff-affected routes while preserving access to critical software capabilities. At the same time, legal and finance functions are updating contracting clauses to account for tariff variability, ensuring that cost pass-through, escalation mechanics, and service level commitments are clearly articulated and defensible. Ultimately, leaders must treat tariff impacts as part of broader supply chain risk management, integrating scenario planning with procurement and IT road maps to sustain continuity and fiscal discipline.
Comprehensive segmentation insights that connect components, work models, pricing structures, applications, deployment choices, organization size, and industry needs
Insightful segmentation is essential to understand where investments in employee experience will yield the greatest operational impact, and the landscape can be deconstructed across component, work arrangement, pricing model, application, deployment model, organization size, and industry vertical. When viewed through the lens of component, services and software present distinct value propositions: managed services and professional services offer delivery and integration expertise, while software categories such as employee engagement platforms, engagement and wellness apps, feedback and survey tools, HR workflow automation tools, and sentiment analysis tools deliver the instrumentation and automation that enable continuous measurement and intervention. This differentiation influences vendor selection criteria, with some organizations prioritizing turnkey managed models to reduce internal overhead and others favoring modular software stacks to retain control over customization and data ownership.
Work arrangement segmentation reveals divergent requirements for field workforce, hybrid, onsite, and remote employees, each demanding tailored communication channels, performance metrics, and wellbeing supports. Pricing model distinctions between license-based and subscription-based arrangements affect procurement agility and capital expenditure planning, with subscription models often accelerating vendor innovation cycles and license models appealing to organizations seeking predictable long-term cost profiles. Application-based segmentation highlights where functionality is most critical, spanning compliance and risk management, employee engagement, employee feedback and insights, learning and development, onboarding and offboarding, performance and goal management, remote and hybrid work enablement, and wellbeing and work-life balance. These functional priorities dictate integration needs, reporting frameworks, and success metrics.
Deployment model choices between cloud and on premises shape implementation velocity, scalability, and security posture, while organization size dynamics, from large enterprises to small and medium enterprises, influence governance complexity and procurement sophistication. Industry vertical considerations across banking, financial services and insurance, education, government, healthcare, IT and telecom, manufacturing, and retail further calibrate solution requirements, as sectors vary in regulatory burdens, shift patterns, and talent pipelines. Taken together, these segmentation lenses offer a composite view that enables leaders to align vendor capabilities with operational realities, prioritize pilot programs, and design governance structures that balance agility, compliance, and user experience.
Regional dynamics and practical implications for employee experience strategy reflecting distinct priorities across Americas, EMEA, and Asia-Pacific
Regional dynamics continue to shape how organizations prioritize employee experience investments, with distinct strategic considerations across the Americas, Europe, Middle East & Africa, and Asia-Pacific. In the Americas, rapid adoption of cloud-native platforms and a strong emphasis on employee wellbeing and DEI initiatives are driving demand for integrated engagement and analytics capabilities. Organizations in this region are also experimenting with advanced personalization features and embedding performance insights into everyday workflows to sustain hybrid productivity.
Across Europe, the Middle East & Africa, regulatory frameworks and data protection expectations strongly influence platform architecture and vendor selection, prompting a premium on privacy-by-design solutions and localized deployment options. Buyers in these markets often prioritize compliance, multilingual support, and robust governance features, while also exploring AI-enabled insights that respect regional privacy norms. In the Asia-Pacific region, workforce heterogeneity and fast-paced digitization are accelerating adoption across both large enterprises and agile mid-market firms. Leaders in this region frequently seek solutions that can scale across geographies, support diverse operational models, and integrate with legacy HR systems as part of broader digital transformation programs. These regional nuances underscore the importance of tailoring implementation road maps and vendor evaluations to local labor markets, regulatory environments, and cultural expectations.
Key competitive trends and supplier differentiation showing how platform breadth, specialized capabilities, and partnership strategies shape procurement choices
Competitive dynamics among solution providers are maturing as vendors expand platform capabilities, invest in partnerships, and differentiate through domain expertise and integration breadth. Leading vendors are extending core engagement features with workflow automation, learning content integrations, and sentiment analysis to deliver cohesive user journeys across the employee lifecycle. Strategic partnerships between technology providers and service firms are also becoming more common, enabling combined offerings that help buyers accelerate implementations and reduce internal resource strain.
At the same time, an emerging tier of specialized vendors focuses on discrete applications-such as wellbeing, feedback orchestration, or performance enablement-providing deep functionality that can be integrated into broader ecosystems. These niche players often excel at rapid innovation and close customer co-creation, appealing to organizations that prefer modular architectures. Buyers should weigh the trade-offs between end-to-end platforms that simplify vendor management and best-of-breed approaches that maximize feature depth. Moreover, vendor maturity in privacy controls, open APIs, and professional services capability will increasingly separate suppliers that scale effectively from those that present integration and governance risk.
Actionable recommendations for leaders to align governance, technology, and change management to scale employee experience initiatives effectively
Industry leaders should adopt a pragmatic, phased approach to employee experience transformation that balances quick wins with sustainable capability building. Start by aligning senior leadership on outcome-focused objectives and a clear definition of success tied to specific behaviors and operational KPIs. This alignment creates a mandate for cross-functional collaboration, ensuring that HR, IT, legal, and business units jointly govern vendor selection, data policies, and rollout sequencing.
Next, prioritize interoperable solutions that support incremental integration with existing HR systems and collaboration platforms, reducing disruption while enabling rapid value realization. Invest in manager enablement and frontline training to translate platform capabilities into habit changes, recognizing that technology alone will not achieve sustained behavioral shifts. Additionally, embed privacy and ethical guardrails into data collection and analytics processes to maintain trust and legal compliance. Finally, establish a continuous learning loop that uses engagement signals and performance data to iterate on programs, refine communication strategies, and reallocate resources toward interventions that demonstrate measurable impact. By combining governance discipline, technical foresight, and change leadership, organizations can scale employee experience initiatives in a way that preserves agility while delivering consistent outcomes.
Research methodology that integrates structured executive interviews, vendor capability assessments, and regulatory analysis to produce actionable insights
The research underpinning this analysis employs a mixed-methods approach that synthesizes qualitative executive interviews, vendor landscape mapping, and comparative feature analysis to produce robust insights. Primary research involved structured discussions with HR leaders, technology buyers, and solution architects to capture decision criteria, implementation challenges, and success stories across a range of industries and organizational sizes. These conversations were complemented by product capability assessments that evaluated integration options, privacy controls, analytics features, and professional services offerings.
Secondary research included a review of regulatory frameworks, industry position papers, and vendor disclosures to contextualize regional considerations and tariff-related procurement implications. The methodology emphasizes triangulation, cross-validating primary inputs with documented vendor capabilities and regulatory signals to reduce bias and ensure relevance. Throughout the process, careful attention was given to confidentiality and consent, ensuring participants could speak candidly about strategic priorities. The resulting synthesis is designed to support pragmatic decision-making by combining real-world practitioner experience with systematic evaluation of platform features and deployment models.
Concluding perspective on integrating leadership alignment, interoperable technology, and disciplined change management to realize employee experience value
In closing, organizations that treat employee experience as a systems challenge rather than an isolated HR program will be best positioned to capture the strategic benefits of a more engaged and productive workforce. Achieving this requires aligning leadership, selecting interoperable technology, and investing equally in change management and governance. Organizations that move decisively will unlock improved talent retention, operational resilience, and a stronger employer brand.
Leaders should remain vigilant to regional regulatory nuances, supply chain and procurement considerations, and the ongoing evolution of analytics and AI capabilities. By adopting a disciplined, iterative approach to platform selection and program deployment, organizations can translate engagement insights into operational change while preserving privacy and compliance. Ultimately, the most successful transformations will be those that integrate strategic intent with practical execution, ensuring that investments in employee experience deliver measurable improvements in everyday work life and business outcomes.
Note: PDF & Excel + Online Access - 1 Year
An executive introduction to employee experience management that frames the strategic imperative and multifaceted forces reshaping workforce outcomes
Employee experience management has emerged as a strategic imperative that intersects people, processes, and technology to shape organizational performance and resilience. Over recent years, practitioners have shifted from viewing employee experience as a human resources initiative to treating it as an enterprise-level competency that influences retention, productivity, and brand reputation. This evolution reflects a recognition that workforce sentiment, engagement systems, and operational workflows are tightly coupled and require coordinated governance across HR, IT, and business units.
As organizations scale hybrid and remote work models, decision-makers face rising complexity in ensuring consistent experiences across diverse roles and locations. Talent leaders are balancing competing priorities: enabling flexible work, maintaining compliance, and delivering meaningful professional development. At the same time, technology vendors are advancing platforms that combine engagement analytics, workflow automation, and wellbeing features, prompting buyers to reassess legacy systems and integration strategies. Consequently, leaders must craft road maps that prioritize interoperability, user experience, and measurable outcomes to ensure investments translate into sustained behavioral change and business value.
How converging technology advancements, shifting worker expectations, and governance pressures are redefining employee experience strategies across organizations
The landscape for employee experience is undergoing transformative shifts driven by technological maturation, changing worker expectations, and new operational models. Artificial intelligence and advanced analytics have moved beyond experimental pilots to become core capabilities for deriving actionable insights from feedback, engagement signals, and performance data. These capabilities are enabling more precise personalization of learning pathways, recognition programs, and wellbeing interventions that adapt to individual needs while preserving organizational standards.
Concurrently, the normalization of hybrid and remote work has elevated the role of digital-first processes and asynchronous collaboration tools. Organizations are redefining managerial practices to emphasize outcomes rather than presence, and this cultural transition requires complementary investments in manager training, clear role design, and metrics that reflect distributed team dynamics. Additionally, regulatory focus on data privacy and employee protections is shaping how experience platforms collect, process, and report insights, requiring a stronger alignment between HR, privacy, and legal teams. Taken together, these shifts demand that leaders adopt a systems-thinking approach, integrating technology selection, governance, and change management to ensure that innovations deliver consistent, equitable experiences across the workforce.
Navigating the operational and procurement implications of recent United States tariff policy shifts to safeguard continuity and control costs
Recent tariff changes in the United States introduce a new layer of operational consideration for organizations that procure hardware, international services, or software bundled with cross-border support. These trade policy adjustments can affect the total cost of ownership for globally sourced solutions and influence procurement timelines as organizations reassess vendor portfolios to mitigate exposure and maintain service continuity. Consequently, procurement and vendor management teams are increasingly factoring tariff implications into renewal decisions and contractual negotiations.
In response, many organizations are exploring strategies such as diversifying supplier footprints, negotiating localized support arrangements, and accelerating migrations to cloud-native offerings where feasible. These approaches reduce reliance on physical goods transported across tariff-affected routes while preserving access to critical software capabilities. At the same time, legal and finance functions are updating contracting clauses to account for tariff variability, ensuring that cost pass-through, escalation mechanics, and service level commitments are clearly articulated and defensible. Ultimately, leaders must treat tariff impacts as part of broader supply chain risk management, integrating scenario planning with procurement and IT road maps to sustain continuity and fiscal discipline.
Comprehensive segmentation insights that connect components, work models, pricing structures, applications, deployment choices, organization size, and industry needs
Insightful segmentation is essential to understand where investments in employee experience will yield the greatest operational impact, and the landscape can be deconstructed across component, work arrangement, pricing model, application, deployment model, organization size, and industry vertical. When viewed through the lens of component, services and software present distinct value propositions: managed services and professional services offer delivery and integration expertise, while software categories such as employee engagement platforms, engagement and wellness apps, feedback and survey tools, HR workflow automation tools, and sentiment analysis tools deliver the instrumentation and automation that enable continuous measurement and intervention. This differentiation influences vendor selection criteria, with some organizations prioritizing turnkey managed models to reduce internal overhead and others favoring modular software stacks to retain control over customization and data ownership.
Work arrangement segmentation reveals divergent requirements for field workforce, hybrid, onsite, and remote employees, each demanding tailored communication channels, performance metrics, and wellbeing supports. Pricing model distinctions between license-based and subscription-based arrangements affect procurement agility and capital expenditure planning, with subscription models often accelerating vendor innovation cycles and license models appealing to organizations seeking predictable long-term cost profiles. Application-based segmentation highlights where functionality is most critical, spanning compliance and risk management, employee engagement, employee feedback and insights, learning and development, onboarding and offboarding, performance and goal management, remote and hybrid work enablement, and wellbeing and work-life balance. These functional priorities dictate integration needs, reporting frameworks, and success metrics.
Deployment model choices between cloud and on premises shape implementation velocity, scalability, and security posture, while organization size dynamics, from large enterprises to small and medium enterprises, influence governance complexity and procurement sophistication. Industry vertical considerations across banking, financial services and insurance, education, government, healthcare, IT and telecom, manufacturing, and retail further calibrate solution requirements, as sectors vary in regulatory burdens, shift patterns, and talent pipelines. Taken together, these segmentation lenses offer a composite view that enables leaders to align vendor capabilities with operational realities, prioritize pilot programs, and design governance structures that balance agility, compliance, and user experience.
Regional dynamics and practical implications for employee experience strategy reflecting distinct priorities across Americas, EMEA, and Asia-Pacific
Regional dynamics continue to shape how organizations prioritize employee experience investments, with distinct strategic considerations across the Americas, Europe, Middle East & Africa, and Asia-Pacific. In the Americas, rapid adoption of cloud-native platforms and a strong emphasis on employee wellbeing and DEI initiatives are driving demand for integrated engagement and analytics capabilities. Organizations in this region are also experimenting with advanced personalization features and embedding performance insights into everyday workflows to sustain hybrid productivity.
Across Europe, the Middle East & Africa, regulatory frameworks and data protection expectations strongly influence platform architecture and vendor selection, prompting a premium on privacy-by-design solutions and localized deployment options. Buyers in these markets often prioritize compliance, multilingual support, and robust governance features, while also exploring AI-enabled insights that respect regional privacy norms. In the Asia-Pacific region, workforce heterogeneity and fast-paced digitization are accelerating adoption across both large enterprises and agile mid-market firms. Leaders in this region frequently seek solutions that can scale across geographies, support diverse operational models, and integrate with legacy HR systems as part of broader digital transformation programs. These regional nuances underscore the importance of tailoring implementation road maps and vendor evaluations to local labor markets, regulatory environments, and cultural expectations.
Key competitive trends and supplier differentiation showing how platform breadth, specialized capabilities, and partnership strategies shape procurement choices
Competitive dynamics among solution providers are maturing as vendors expand platform capabilities, invest in partnerships, and differentiate through domain expertise and integration breadth. Leading vendors are extending core engagement features with workflow automation, learning content integrations, and sentiment analysis to deliver cohesive user journeys across the employee lifecycle. Strategic partnerships between technology providers and service firms are also becoming more common, enabling combined offerings that help buyers accelerate implementations and reduce internal resource strain.
At the same time, an emerging tier of specialized vendors focuses on discrete applications-such as wellbeing, feedback orchestration, or performance enablement-providing deep functionality that can be integrated into broader ecosystems. These niche players often excel at rapid innovation and close customer co-creation, appealing to organizations that prefer modular architectures. Buyers should weigh the trade-offs between end-to-end platforms that simplify vendor management and best-of-breed approaches that maximize feature depth. Moreover, vendor maturity in privacy controls, open APIs, and professional services capability will increasingly separate suppliers that scale effectively from those that present integration and governance risk.
Actionable recommendations for leaders to align governance, technology, and change management to scale employee experience initiatives effectively
Industry leaders should adopt a pragmatic, phased approach to employee experience transformation that balances quick wins with sustainable capability building. Start by aligning senior leadership on outcome-focused objectives and a clear definition of success tied to specific behaviors and operational KPIs. This alignment creates a mandate for cross-functional collaboration, ensuring that HR, IT, legal, and business units jointly govern vendor selection, data policies, and rollout sequencing.
Next, prioritize interoperable solutions that support incremental integration with existing HR systems and collaboration platforms, reducing disruption while enabling rapid value realization. Invest in manager enablement and frontline training to translate platform capabilities into habit changes, recognizing that technology alone will not achieve sustained behavioral shifts. Additionally, embed privacy and ethical guardrails into data collection and analytics processes to maintain trust and legal compliance. Finally, establish a continuous learning loop that uses engagement signals and performance data to iterate on programs, refine communication strategies, and reallocate resources toward interventions that demonstrate measurable impact. By combining governance discipline, technical foresight, and change leadership, organizations can scale employee experience initiatives in a way that preserves agility while delivering consistent outcomes.
Research methodology that integrates structured executive interviews, vendor capability assessments, and regulatory analysis to produce actionable insights
The research underpinning this analysis employs a mixed-methods approach that synthesizes qualitative executive interviews, vendor landscape mapping, and comparative feature analysis to produce robust insights. Primary research involved structured discussions with HR leaders, technology buyers, and solution architects to capture decision criteria, implementation challenges, and success stories across a range of industries and organizational sizes. These conversations were complemented by product capability assessments that evaluated integration options, privacy controls, analytics features, and professional services offerings.
Secondary research included a review of regulatory frameworks, industry position papers, and vendor disclosures to contextualize regional considerations and tariff-related procurement implications. The methodology emphasizes triangulation, cross-validating primary inputs with documented vendor capabilities and regulatory signals to reduce bias and ensure relevance. Throughout the process, careful attention was given to confidentiality and consent, ensuring participants could speak candidly about strategic priorities. The resulting synthesis is designed to support pragmatic decision-making by combining real-world practitioner experience with systematic evaluation of platform features and deployment models.
Concluding perspective on integrating leadership alignment, interoperable technology, and disciplined change management to realize employee experience value
In closing, organizations that treat employee experience as a systems challenge rather than an isolated HR program will be best positioned to capture the strategic benefits of a more engaged and productive workforce. Achieving this requires aligning leadership, selecting interoperable technology, and investing equally in change management and governance. Organizations that move decisively will unlock improved talent retention, operational resilience, and a stronger employer brand.
Leaders should remain vigilant to regional regulatory nuances, supply chain and procurement considerations, and the ongoing evolution of analytics and AI capabilities. By adopting a disciplined, iterative approach to platform selection and program deployment, organizations can translate engagement insights into operational change while preserving privacy and compliance. Ultimately, the most successful transformations will be those that integrate strategic intent with practical execution, ensuring that investments in employee experience deliver measurable improvements in everyday work life and business outcomes.
Note: PDF & Excel + Online Access - 1 Year
Table of Contents
194 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Integration of AI-driven sentiment analysis tools for real-time employee feedback
- 5.2. Deployment of personalized career pathing platforms to boost internal mobility
- 5.3. Use of immersive virtual reality onboarding experiences to enhance remote engagement
- 5.4. Implementation of continuous learning ecosystems powered by microlearning modules
- 5.5. Adoption of advanced people analytics dashboards for predictive workforce planning
- 5.6. Integration of wellbeing and mental health monitoring tools into daily employee workflows
- 5.7. Surge in digital employee experience (DEX) platforms that use endpoint telemetry to proactively resolve device and app friction
- 5.8. Growth of recognition and rewards ecosystems that connect peer kudos, spot bonuses, and values-aligned behaviors to outcomes
- 5.9. Adoption of ISO-aligned human capital metrics and board-level reporting that elevate EX accountability and investment decisions
- 5.10. Real-time translation and localization in EX platforms to deliver equitable experiences for multilingual and globally distributed workforces
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Employee Experience Management Market, by Component
- 8.1. Services
- 8.1.1. Managed Services
- 8.1.2. Professional Services
- 8.2. Software
- 8.2.1. Employee Engagement Platforms
- 8.2.2. Engagement & Wellness Apps
- 8.2.3. Feedback & Survey Tools
- 8.2.4. HR Workflow Automation Tools
- 8.2.5. Sentiment Analysis Tools
- 9. Employee Experience Management Market, by Work Arrangement
- 9.1. Field Workforce
- 9.2. Hybrid
- 9.3. Onsite
- 9.4. Remote
- 10. Employee Experience Management Market, by Pricing Model
- 10.1. License-Based
- 10.2. Subscription Based
- 11. Employee Experience Management Market, by Application
- 11.1. Compliance & Risk Management
- 11.2. Employee Engagement
- 11.3. Employee Feedback & Insights
- 11.4. Learning & Development
- 11.5. Onboarding & Offboarding
- 11.6. Performance & Goal Management
- 11.7. Remote & Hybrid Work Enablement
- 11.8. Wellbeing & Work-Life Balance
- 12. Employee Experience Management Market, by Deployment Model
- 12.1. Cloud
- 12.2. On Premises
- 13. Employee Experience Management Market, by Organization Size
- 13.1. Large Enterprises
- 13.2. Small And Medium Enterprises
- 14. Employee Experience Management Market, by Industry Vertical
- 14.1. BFSI
- 14.2. Education
- 14.3. Government
- 14.4. Healthcare
- 14.5. It And Telecom
- 14.6. Manufacturing
- 14.7. Retail
- 15. Employee Experience Management Market, by Region
- 15.1. Americas
- 15.1.1. North America
- 15.1.2. Latin America
- 15.2. Europe, Middle East & Africa
- 15.2.1. Europe
- 15.2.2. Middle East
- 15.2.3. Africa
- 15.3. Asia-Pacific
- 16. Employee Experience Management Market, by Group
- 16.1. ASEAN
- 16.2. GCC
- 16.3. European Union
- 16.4. BRICS
- 16.5. G7
- 16.6. NATO
- 17. Employee Experience Management Market, by Country
- 17.1. United States
- 17.2. Canada
- 17.3. Mexico
- 17.4. Brazil
- 17.5. United Kingdom
- 17.6. Germany
- 17.7. France
- 17.8. Russia
- 17.9. Italy
- 17.10. Spain
- 17.11. China
- 17.12. India
- 17.13. Japan
- 17.14. Australia
- 17.15. South Korea
- 18. Competitive Landscape
- 18.1. Market Share Analysis, 2024
- 18.2. FPNV Positioning Matrix, 2024
- 18.3. Competitive Analysis
- 18.3.1. SAP SE
- 18.3.2. Microsoft Corporation
- 18.3.3. 15Five, Inc.
- 18.3.4. Achievers Solutions Inc. by Blackhawk Network
- 18.3.5. Awardco
- 18.3.6. Blink by Super Smashing Ltd.
- 18.3.7. Bonusly
- 18.3.8. ClearCompany, Inc.
- 18.3.9. Culture Amp Pty Ltd,
- 18.3.10. Jostle Corporation
- 18.3.11. Kudos
- 18.3.12. Lattice by Apple, Inc.
- 18.3.13. Mo by ThanksBox Limited
- 18.3.14. Motivosity Inc.
- 18.3.15. Oracle Corporation
- 18.3.16. Pixida GmbH
- 18.3.17. Qualtrics
- 18.3.18. Quantum Workplace
- 18.3.19. SurveySparrow Inc.
- 18.3.20. Vantage Circle
- 18.3.21. Workday, Inc. by Accenture PLC
- 18.3.22. Workleap Platform Inc.
- 18.3.23. WorkTango, Inc. by Kazoo
- 18.3.24. Zoom Video Communications, Inc.
- 18.3.25. Bamboo HR LLC
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