Human Resource Management Market by Component (Service, Software), Deployment (Cloud, On-Premise), Organization size, Application, Industry - Global Forecast 2025-2032
Description
The Human Resource Management Market was valued at USD 26.89 billion in 2024 and is projected to grow to USD 29.37 billion in 2025, with a CAGR of 9.73%, reaching USD 56.52 billion by 2032.
A strategic orientation to the shifting priorities in human resource management highlighting how leaders must align people strategy with technology and regulatory complexity
This executive summary opens with a clear orientation to the evolving priorities that are reshaping human resource management across industries. Organizations face a convergence of technological acceleration, shifting workforce expectations, and a more complex regulatory environment, and HR leaders must align people strategy with operational resilience. The coming pages synthesize transformation signals, segmentation dynamics, regional considerations, and strategic implications that senior leaders should incorporate when planning talent, technology, and compliance road maps.
In addition to framing the macro drivers, this introduction clarifies the scope and the analytical lens applied throughout the report. Emphasis is placed on practical relevance rather than abstract theory, prioritizing actionable insights and use cases that human resources executives, CHRO offices, and operational leaders can adapt quickly. The intent is to provide a foundation for evidence-based decisions that balance innovation with risk governance while maintaining a human-centered approach to organizational design and workforce development.
An authoritative exploration of the core technological, cultural, and regulatory forces that are fundamentally redefining human resources operations and talent strategy
Human resource management is undergoing a wave of transformative shifts driven by rapid advances in automation, data analytics, and artificial intelligence, which are changing how organizations attract, develop, and retain talent. These technologies enable more individualized employee experiences, predictive workforce planning, and continuous performance feedback, but they also raise questions about ethics, transparency, and the governance of employee data. As a result, HR functions are transitioning from administrative centers to strategic partners that influence organizational agility and long-term competitiveness.
Concurrently, the workplace model itself continues to evolve with hybrid arrangements and distributed teams becoming the norm in many sectors. This change demands new approaches to engagement, learning, and career-pathing that preserve culture and cohesion across geographic dispersions. Diversity, equity, and inclusion priorities have become more visible and measurable, and organizations are integrating inclusivity into hiring, development, and reward frameworks. Finally, regulatory complexity and privacy obligations require HR to work in closer collaboration with legal, compliance, and technology teams to ensure that novel people practices are implemented responsibly and sustainably.
A focused assessment of how tariff changes and trade policy shifts initiated in 2025 ripple through talent costs, vendor risk, and the operational requirements of global HR functions
The direct and indirect consequences of new trade measures introduced in 2025 have had meaningful downstream effects on workforce planning, vendor relationships, and compensation strategies. Cost shifts in the supply chain and changes to the pricing of imported hardware and software components compel HR leaders to reassess vendor contracts, procurement timelines, and total cost of ownership for HR technology ecosystems. Those pressures lead many organizations to re-evaluate outsourcing arrangements and to consider alternative sourcing strategies that reduce exposure to tariff-driven volatility.
Moreover, tariff-induced cost adjustments influence location decisions for certain roles, particularly in functions that require close proximity to manufacturing or logistics hubs. Employers are therefore revisiting location-based compensation structures and mobility policies to ensure they remain competitive while managing labor cost variability. At the same time, cross-border payroll, benefits administration, and compliance processes require close scrutiny to avoid unintended legal and fiscal consequences. Taken together, these dynamics increase the need for HR leaders to build scenario-based workforce models and to collaborate tightly with procurement and finance teams to preserve talent continuity and operational resilience.
Comprehensive segmentation intelligence revealing how component structure, deployment model, organization size, application focus, and industry requirements collectively shape HR solution priorities
Insight into how offerings and services are structured clarifies where enterprise investment and adoption pressures are occurring. The market divides across core component types, where services complement software solutions; services span integration and deployment, support and maintenance, and training and consulting, while software portfolios include core HR systems, employee collaboration and engagement tools, recruitment and applicant tracking modules, talent management suites, and workforce planning and analytics capabilities. This composition highlights how organizations often pursue blended solutions that combine technology platforms with managed services to accelerate adoption and reduce implementation risk.
Deployment choices remain central to strategic architecture decisions, and the dichotomy between cloud and on-premise models continues to shape vendor road maps and buyer expectations. Cloud deployment enables faster feature delivery and scalability, whereas on-premise options persist where regulatory constraints or legacy integrations demand localized control. Organizational scale further differentiates needs: large enterprises frequently prioritize integration, governance, and advanced analytics, while small and medium enterprises emphasize ease of use, cost predictability, and rapid time to value. Applications drive functional priorities, with compliance and risk management, onboarding and employee training, payroll and benefits administration, performance management and employee engagement, and recruitment and talent acquisition each requiring tailored capabilities.
Industry-specific demands also play a decisive role, as verticals such as banking, financial services, and insurance, education, government, healthcare, IT and telecommunication, manufacturing, and retail and eCommerce exhibit distinct regulatory, talent supply, and operational profiles. These industry contours influence which modules and services organizations prioritize, and they inform how vendors package solutions to address sector-specific workflows and compliance regimes. Consequently, segmentation analysis reveals that successful adoption hinges on aligning component choice, deployment model, organizational size considerations, application focus, and industry-specific requirements to the buyer’s strategic objectives.
Regionally differentiated imperatives for HR leaders highlighting how adoption, compliance, and workforce dynamics vary across the Americas, Europe Middle East and Africa, and Asia Pacific
Regional dynamics exert a strong influence on adoption patterns, regulatory requirements, and talent strategies, producing differentiated imperatives across global markets. In the Americas, organizations tend to emphasize innovation in employee experience, talent mobility, and flexible work models, supported by relatively robust private-sector investment in HR technology and services. This orientation encourages experimentation with analytics-driven workforce planning, though regulatory variations across jurisdictions necessitate careful attention to data protection and employment law differences.
Europe, the Middle East & Africa presents a complex mosaic where data protection regimes and cross-border labor rules shape deployment choices and vendor selection. In many countries, stringent privacy requirements and local compliance expectations elevate the importance of contractual safeguards and data residency considerations. At the same time, governments and public institutions in this region often lead in setting standards for employee protections, which private employers must incorporate into policy design.
Asia-Pacific exhibits rapid adoption of cloud-based solutions and mobile-first engagement strategies, driven by dynamic labor markets, diverse regulatory environments, and strong demand for rapid upskilling. Organizations here balance centralized corporate policies with localized practices to accommodate talent pools that vary widely by country and industry. Across all regions, leadership continuity, local regulatory intelligence, and the capacity to integrate global HR programs with regional operations remain essential for effective people management.
A disciplined read on vendor strategies and competitive differentiation that elucidates how product architecture, services, and partnerships influence buyer selection and implementation success
Competitive dynamics among vendors reveal a mix of strategic behaviors that affect buyer choices and partnership ecosystems. Many firms are expanding their portfolios through alliances, targeted integrations, and vertical-specific feature sets to offer more cohesive solutions that reduce implementation friction. At the same time, select suppliers are differentiating through managed services and advisory offerings that bundle technology with human capital consulting, effectively lowering change management barriers for buyers.
Product road maps increasingly prioritize modular architectures, open APIs, and pre-built integrations with adjacent enterprise systems to support faster deployments. Companies that offer strong analytics and reporting capabilities tend to attract enterprise customers seeking to align HR investments with measurable business outcomes. Meanwhile, providers that emphasize user experience, mobile access, and employee self-service gain traction among organizations focused on engagement and retention. In this competitive landscape, buyers benefit from evaluating not only product capability but also the vendor’s delivery model, implementation methodology, and capacity to support ongoing policy and regulatory changes.
Clear strategic imperatives and practical operational steps for leadership to build resilient, ethical, and technology-enabled human resource capabilities that support business continuity
Leaders should prioritize a dual agenda that advances digital capability while investing in workforce resilience and ethical governance. Begin by accelerating the integration of analytics and automation into core HR workflows to reduce administrative burden and to create decision-grade insights for workforce planning. Complement these investments with a structured reskilling program focused on critical skills such as data literacy, digital collaboration, and leadership in hybrid environments, ensuring employees can take advantage of new ways of working.
Simultaneously, reinforce vendor and supply chain risk management practices to account for tariff and trade-policy sensitivities that may affect total cost and continuity of service. Revise compensation and mobility frameworks to reflect evolving location economics and to support strategic talent movement. Strengthen privacy and governance protocols around employee data and develop transparent communication strategies that build trust as new technologies and policies are introduced. Finally, embed scenario planning and cross-functional contingency exercises that align HR, finance, procurement, and technology teams so that people strategy remains adaptive in the face of external shocks.
A transparent description of the multi-method research approach combining primary interviews, secondary source synthesis, and rigorous triangulation to validate insights and segmentation frameworks
The research approach combines qualitative inquiry with systematic synthesis to ensure insights are grounded in practitioner experience and corroborated by multiple evidence streams. Primary research consisted of structured interviews with HR leaders, technology buyers, and industry experts, supplemented by executive roundtables to validate emerging themes and to surface implementation challenges. Secondary research included an extensive review of publicly available policy materials, vendor documentation, academic literature, and sector reports, with careful exclusion of proprietary commercial analyses referenced in the exclusion list.
Data triangulation was applied throughout the analysis to reconcile discrepancies and to identify consistent patterns across regions and industries. Segmentation frameworks were developed iteratively, reflecting component structure, deployment models, organizational size, application domains, and industry verticals, and these frameworks guided both the interview protocol and the synthesis of findings. Where applicable, the methodology notes limitations related to respondent sampling and the evolving nature of regulatory guidance, and it recommends periodic updates to capture rapid developments in technology and policy.
A concise synthesis of strategic priorities and operational implications for HR leaders seeking to reconcile human-centered culture with technology and governance to drive resilience
The collected evidence underscores the imperative for human resource functions to evolve beyond transactional models and to embrace strategic, technology-enabled roles that drive organizational resilience. Leaders who integrate analytics, prioritize ethical data governance, and align workforce development with business outcomes will be better positioned to navigate both cyclical and structural disruptions. Practical alignment across procurement, finance, legal, and HR units strengthens program delivery and mitigates exposure to trade and regulatory shifts.
Ultimately, success hinges on balancing a human-centered culture with the disciplined application of technology and governance. Organizations that commit to continuous learning, transparent communication, and scenario planning will sustain competitive advantage while supporting employee wellbeing and compliance. The insights in this summary provide a foundation for leaders to refine priorities, allocate resources effectively, and initiate targeted actions that reinforce the organization’s capacity to adapt and thrive.
Note: PDF & Excel + Online Access - 1 Year
A strategic orientation to the shifting priorities in human resource management highlighting how leaders must align people strategy with technology and regulatory complexity
This executive summary opens with a clear orientation to the evolving priorities that are reshaping human resource management across industries. Organizations face a convergence of technological acceleration, shifting workforce expectations, and a more complex regulatory environment, and HR leaders must align people strategy with operational resilience. The coming pages synthesize transformation signals, segmentation dynamics, regional considerations, and strategic implications that senior leaders should incorporate when planning talent, technology, and compliance road maps.
In addition to framing the macro drivers, this introduction clarifies the scope and the analytical lens applied throughout the report. Emphasis is placed on practical relevance rather than abstract theory, prioritizing actionable insights and use cases that human resources executives, CHRO offices, and operational leaders can adapt quickly. The intent is to provide a foundation for evidence-based decisions that balance innovation with risk governance while maintaining a human-centered approach to organizational design and workforce development.
An authoritative exploration of the core technological, cultural, and regulatory forces that are fundamentally redefining human resources operations and talent strategy
Human resource management is undergoing a wave of transformative shifts driven by rapid advances in automation, data analytics, and artificial intelligence, which are changing how organizations attract, develop, and retain talent. These technologies enable more individualized employee experiences, predictive workforce planning, and continuous performance feedback, but they also raise questions about ethics, transparency, and the governance of employee data. As a result, HR functions are transitioning from administrative centers to strategic partners that influence organizational agility and long-term competitiveness.
Concurrently, the workplace model itself continues to evolve with hybrid arrangements and distributed teams becoming the norm in many sectors. This change demands new approaches to engagement, learning, and career-pathing that preserve culture and cohesion across geographic dispersions. Diversity, equity, and inclusion priorities have become more visible and measurable, and organizations are integrating inclusivity into hiring, development, and reward frameworks. Finally, regulatory complexity and privacy obligations require HR to work in closer collaboration with legal, compliance, and technology teams to ensure that novel people practices are implemented responsibly and sustainably.
A focused assessment of how tariff changes and trade policy shifts initiated in 2025 ripple through talent costs, vendor risk, and the operational requirements of global HR functions
The direct and indirect consequences of new trade measures introduced in 2025 have had meaningful downstream effects on workforce planning, vendor relationships, and compensation strategies. Cost shifts in the supply chain and changes to the pricing of imported hardware and software components compel HR leaders to reassess vendor contracts, procurement timelines, and total cost of ownership for HR technology ecosystems. Those pressures lead many organizations to re-evaluate outsourcing arrangements and to consider alternative sourcing strategies that reduce exposure to tariff-driven volatility.
Moreover, tariff-induced cost adjustments influence location decisions for certain roles, particularly in functions that require close proximity to manufacturing or logistics hubs. Employers are therefore revisiting location-based compensation structures and mobility policies to ensure they remain competitive while managing labor cost variability. At the same time, cross-border payroll, benefits administration, and compliance processes require close scrutiny to avoid unintended legal and fiscal consequences. Taken together, these dynamics increase the need for HR leaders to build scenario-based workforce models and to collaborate tightly with procurement and finance teams to preserve talent continuity and operational resilience.
Comprehensive segmentation intelligence revealing how component structure, deployment model, organization size, application focus, and industry requirements collectively shape HR solution priorities
Insight into how offerings and services are structured clarifies where enterprise investment and adoption pressures are occurring. The market divides across core component types, where services complement software solutions; services span integration and deployment, support and maintenance, and training and consulting, while software portfolios include core HR systems, employee collaboration and engagement tools, recruitment and applicant tracking modules, talent management suites, and workforce planning and analytics capabilities. This composition highlights how organizations often pursue blended solutions that combine technology platforms with managed services to accelerate adoption and reduce implementation risk.
Deployment choices remain central to strategic architecture decisions, and the dichotomy between cloud and on-premise models continues to shape vendor road maps and buyer expectations. Cloud deployment enables faster feature delivery and scalability, whereas on-premise options persist where regulatory constraints or legacy integrations demand localized control. Organizational scale further differentiates needs: large enterprises frequently prioritize integration, governance, and advanced analytics, while small and medium enterprises emphasize ease of use, cost predictability, and rapid time to value. Applications drive functional priorities, with compliance and risk management, onboarding and employee training, payroll and benefits administration, performance management and employee engagement, and recruitment and talent acquisition each requiring tailored capabilities.
Industry-specific demands also play a decisive role, as verticals such as banking, financial services, and insurance, education, government, healthcare, IT and telecommunication, manufacturing, and retail and eCommerce exhibit distinct regulatory, talent supply, and operational profiles. These industry contours influence which modules and services organizations prioritize, and they inform how vendors package solutions to address sector-specific workflows and compliance regimes. Consequently, segmentation analysis reveals that successful adoption hinges on aligning component choice, deployment model, organizational size considerations, application focus, and industry-specific requirements to the buyer’s strategic objectives.
Regionally differentiated imperatives for HR leaders highlighting how adoption, compliance, and workforce dynamics vary across the Americas, Europe Middle East and Africa, and Asia Pacific
Regional dynamics exert a strong influence on adoption patterns, regulatory requirements, and talent strategies, producing differentiated imperatives across global markets. In the Americas, organizations tend to emphasize innovation in employee experience, talent mobility, and flexible work models, supported by relatively robust private-sector investment in HR technology and services. This orientation encourages experimentation with analytics-driven workforce planning, though regulatory variations across jurisdictions necessitate careful attention to data protection and employment law differences.
Europe, the Middle East & Africa presents a complex mosaic where data protection regimes and cross-border labor rules shape deployment choices and vendor selection. In many countries, stringent privacy requirements and local compliance expectations elevate the importance of contractual safeguards and data residency considerations. At the same time, governments and public institutions in this region often lead in setting standards for employee protections, which private employers must incorporate into policy design.
Asia-Pacific exhibits rapid adoption of cloud-based solutions and mobile-first engagement strategies, driven by dynamic labor markets, diverse regulatory environments, and strong demand for rapid upskilling. Organizations here balance centralized corporate policies with localized practices to accommodate talent pools that vary widely by country and industry. Across all regions, leadership continuity, local regulatory intelligence, and the capacity to integrate global HR programs with regional operations remain essential for effective people management.
A disciplined read on vendor strategies and competitive differentiation that elucidates how product architecture, services, and partnerships influence buyer selection and implementation success
Competitive dynamics among vendors reveal a mix of strategic behaviors that affect buyer choices and partnership ecosystems. Many firms are expanding their portfolios through alliances, targeted integrations, and vertical-specific feature sets to offer more cohesive solutions that reduce implementation friction. At the same time, select suppliers are differentiating through managed services and advisory offerings that bundle technology with human capital consulting, effectively lowering change management barriers for buyers.
Product road maps increasingly prioritize modular architectures, open APIs, and pre-built integrations with adjacent enterprise systems to support faster deployments. Companies that offer strong analytics and reporting capabilities tend to attract enterprise customers seeking to align HR investments with measurable business outcomes. Meanwhile, providers that emphasize user experience, mobile access, and employee self-service gain traction among organizations focused on engagement and retention. In this competitive landscape, buyers benefit from evaluating not only product capability but also the vendor’s delivery model, implementation methodology, and capacity to support ongoing policy and regulatory changes.
Clear strategic imperatives and practical operational steps for leadership to build resilient, ethical, and technology-enabled human resource capabilities that support business continuity
Leaders should prioritize a dual agenda that advances digital capability while investing in workforce resilience and ethical governance. Begin by accelerating the integration of analytics and automation into core HR workflows to reduce administrative burden and to create decision-grade insights for workforce planning. Complement these investments with a structured reskilling program focused on critical skills such as data literacy, digital collaboration, and leadership in hybrid environments, ensuring employees can take advantage of new ways of working.
Simultaneously, reinforce vendor and supply chain risk management practices to account for tariff and trade-policy sensitivities that may affect total cost and continuity of service. Revise compensation and mobility frameworks to reflect evolving location economics and to support strategic talent movement. Strengthen privacy and governance protocols around employee data and develop transparent communication strategies that build trust as new technologies and policies are introduced. Finally, embed scenario planning and cross-functional contingency exercises that align HR, finance, procurement, and technology teams so that people strategy remains adaptive in the face of external shocks.
A transparent description of the multi-method research approach combining primary interviews, secondary source synthesis, and rigorous triangulation to validate insights and segmentation frameworks
The research approach combines qualitative inquiry with systematic synthesis to ensure insights are grounded in practitioner experience and corroborated by multiple evidence streams. Primary research consisted of structured interviews with HR leaders, technology buyers, and industry experts, supplemented by executive roundtables to validate emerging themes and to surface implementation challenges. Secondary research included an extensive review of publicly available policy materials, vendor documentation, academic literature, and sector reports, with careful exclusion of proprietary commercial analyses referenced in the exclusion list.
Data triangulation was applied throughout the analysis to reconcile discrepancies and to identify consistent patterns across regions and industries. Segmentation frameworks were developed iteratively, reflecting component structure, deployment models, organizational size, application domains, and industry verticals, and these frameworks guided both the interview protocol and the synthesis of findings. Where applicable, the methodology notes limitations related to respondent sampling and the evolving nature of regulatory guidance, and it recommends periodic updates to capture rapid developments in technology and policy.
A concise synthesis of strategic priorities and operational implications for HR leaders seeking to reconcile human-centered culture with technology and governance to drive resilience
The collected evidence underscores the imperative for human resource functions to evolve beyond transactional models and to embrace strategic, technology-enabled roles that drive organizational resilience. Leaders who integrate analytics, prioritize ethical data governance, and align workforce development with business outcomes will be better positioned to navigate both cyclical and structural disruptions. Practical alignment across procurement, finance, legal, and HR units strengthens program delivery and mitigates exposure to trade and regulatory shifts.
Ultimately, success hinges on balancing a human-centered culture with the disciplined application of technology and governance. Organizations that commit to continuous learning, transparent communication, and scenario planning will sustain competitive advantage while supporting employee wellbeing and compliance. The insights in this summary provide a foundation for leaders to refine priorities, allocate resources effectively, and initiate targeted actions that reinforce the organization’s capacity to adapt and thrive.
Note: PDF & Excel + Online Access - 1 Year
Table of Contents
184 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. Increasing reliance on artificial intelligence and machine learning in talent acquisition strategies to improve candidate matching accuracy and reduce bias
- 5.2. Integration of continuous performance management systems with real-time feedback loops to enhance employee development and productivity
- 5.3. Expansion of comprehensive mental health and well-being support services embedded in employee benefits to promote workforce resilience
- 5.4. Adoption of advanced people analytics platforms for predictive workforce planning and employee turnover risk mitigation
- 5.5. Transition towards skills-based hiring models and internal talent marketplaces to optimize career progression and reduce external recruitment costs
- 5.6. Emphasis on transparent diversity, equity, and inclusion analytics to drive unbiased recruitment, promotion, and retention initiatives
- 5.7. Implementation of virtual reality and simulation-based training programs to boost remote onboarding engagement and skill acquisition
- 5.8. Development of blockchain-enabled credential verification solutions for secure and efficient employee background screening processes
- 5.9. Deployment of hybrid work enablement technologies for seamless collaboration and digital workspace management across distributed teams
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Human Resource Management Market, by Component
- 8.1. Service
- 8.1.1. Integration & Deployment
- 8.1.2. Support & Maintenance
- 8.1.3. Training & Consulting
- 8.2. Software
- 8.2.1. Core HR
- 8.2.2. Employee Collaboration & Engagement
- 8.2.3. Recruitment & Applicant Tracking
- 8.2.4. Talent Management
- 8.2.5. Workforce Planning & Analytics
- 9. Human Resource Management Market, by Deployment
- 9.1. Cloud
- 9.2. On-Premise
- 10. Human Resource Management Market, by Organization size
- 10.1. Large Enterprises
- 10.2. Small & Medium Enterprises
- 11. Human Resource Management Market, by Application
- 11.1. Compliance & Risk Management
- 11.2. Onboarding & Employee Training
- 11.3. Payroll & Benefits Administration
- 11.4. Performance Management & Employee Engagement
- 11.5. Recruitment & Talent Acquisition
- 12. Human Resource Management Market, by Industry
- 12.1. Banking, Financial Services, & Insurance
- 12.2. Education
- 12.3. Government
- 12.4. Healthcare
- 12.5. IT & Telecommunication
- 12.6. Manufacturing
- 12.7. Retail & eCommerce
- 13. Human Resource Management Market, by Region
- 13.1. Americas
- 13.1.1. North America
- 13.1.2. Latin America
- 13.2. Europe, Middle East & Africa
- 13.2.1. Europe
- 13.2.2. Middle East
- 13.2.3. Africa
- 13.3. Asia-Pacific
- 14. Human Resource Management Market, by Group
- 14.1. ASEAN
- 14.2. GCC
- 14.3. European Union
- 14.4. BRICS
- 14.5. G7
- 14.6. NATO
- 15. Human Resource Management Market, by Country
- 15.1. United States
- 15.2. Canada
- 15.3. Mexico
- 15.4. Brazil
- 15.5. United Kingdom
- 15.6. Germany
- 15.7. France
- 15.8. Russia
- 15.9. Italy
- 15.10. Spain
- 15.11. China
- 15.12. India
- 15.13. Japan
- 15.14. Australia
- 15.15. South Korea
- 16. Competitive Landscape
- 16.1. Market Share Analysis, 2024
- 16.2. FPNV Positioning Matrix, 2024
- 16.3. Competitive Analysis
- 16.3.1. Accenture PLC
- 16.3.2. ADP, Inc.
- 16.3.3. BambooHR, Inc.
- 16.3.4. Bullhorn, Inc.
- 16.3.5. Cegid Group
- 16.3.6. ClearCompany, Inc.
- 16.3.7. Cornerstone Galaxy
- 16.3.8. Dayforce, Inc.,
- 16.3.9. Gusto, Inc.
- 16.3.10. iCIMS, Inc.
- 16.3.11. Infor, Inc.
- 16.3.12. Insperity Services, L.P.
- 16.3.13. International Business Machines Corporation
- 16.3.14. Jobvite, Inc.
- 16.3.15. Lever by Employ Inc.
- 16.3.16. Namely, Inc.
- 16.3.17. Oracle Corporation
- 16.3.18. Paycom Software, Inc.
- 16.3.19. Paycor, Inc.
- 16.3.20. Paylocity Corporation
- 16.3.21. Rippling, Inc.
- 16.3.22. SAP SE
- 16.3.23. TriNet Group, Inc.
- 16.3.24. UKG Inc.
- 16.3.25. Workday, Inc.
- 16.3.26. WorkForce Software, LLC
- 16.3.27. Zoho Corporation
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