Talent Management Market by Offering (Services, Software), Contract Type (Subscription, Perpetual, Project-Based), Deployment Model, Organization Size, End-User Industry - Global Forecast 2026-2032
Description
The Talent Management Market was valued at USD 19.91 billion in 2025 and is projected to grow to USD 22.30 billion in 2026, with a CAGR of 12.17%, reaching USD 44.51 billion by 2032.
A strategic orientation to modern talent management that frames workforce challenges, technological imperatives, and governance priorities for executive decision makers
The landscape of talent management is shifting under the combined pressure of technological innovation, changing workforce expectations, and evolving regulatory environments. Leaders are increasingly required to rethink how they identify, develop, and retain talent while ensuring practices remain compliant and scalable. Against this backdrop, organizations that adapt their talent strategies to embrace integrated systems, data-driven decision making, and flexible delivery models will create durable competitive advantage.
This report opens by framing the contemporary challenges that executives face: talent scarcity in critical roles, the need for continuous upskilling, and the imperative to deliver equitable employee experiences across geographies and cohorts. It also underscores the importance of cross-functional governance, where HR, IT, and business units collaborate to operationalize talent policies across the employee lifecycle. By setting out these themes up front, the introduction prepares readers to interpret subsequent sections in light of practical implications for organizational design, vendor selection, and change management.
How integrated technologies, refreshed workforce expectations, and stronger governance requirements are redefining core talent management strategies and vendor selection criteria
Transformations in the talent management landscape are accelerating as organizations integrate advanced analytics, artificial intelligence, and adaptable deployment models into their people practices. These shifts are changing not only the capabilities required from software vendors but also the expectations employers hold for workforce experience, personalization, and measurable outcomes. Progressive firms are moving away from siloed HR applications toward modular platforms that support continuous feedback, skills-based development, and automated administrative workflows.
Concurrently, macro trends such as remote and hybrid work models, increased focus on employee wellbeing, and rising emphasis on diversity, equity and inclusion have reshaped talent priorities. These factors demand solutions that capture richer employee data while preserving privacy and enabling actionable insights. As a result, procurement criteria now weigh integration flexibility, data governance, and user adoption pathways more heavily than feature parity alone. The net effect is a market that rewards vendors and buyers who can deliver demonstrable business impact through seamless technology and thoughtful implementation.
Understanding the operational consequences of the 2025 United States tariffs and how procurement, legal, and HR must coordinate to maintain project timelines and cost control
Tariff policies introduced by the United States in 2025 have introduced new complexities for global supply chains and technology procurement practices, with tangible implications for talent management vendors, integrators, and enterprise buyers. The imposition of tariffs on certain categories of hardware and imported software-related services has shifted total procurement equations; procurement teams must now factor in cross-border duties, revised supplier contracts, and extended lead times when planning implementation roadmaps.
As a consequence, regional sourcing and localization strategies have become more prominent. Organizations are recalibrating vendor portfolios to balance cost, compliance, and resilience, often favoring partners with local presence or hosted deployment options that minimize tariff exposure. Additionally, the tariffs have encouraged renewed attention to contract language around customs responsibilities and delivery terms, prompting legal and procurement teams to seek stronger indemnities and contingency clauses. Collectively, these dynamics require HR leaders to collaborate more closely with procurement and legal counterparts to guard project timelines and control TCO implications in this new trade environment.
Segment-based analysis that clarifies how offering types, deployment preferences, organization scale, and industry-specific requirements shape procurement decisions and vendor roadmaps
A nuanced segmentation view reveals how different parts of the talent ecosystem require distinct vendor capabilities and implementation approaches. When considering the market by offering, it clears into two principal streams: Services and Solutions. The services category subdivides into professional services that handle consulting and systems integration, support and maintenance teams that ensure ongoing reliability, and training and education functions that drive user adoption. The solutions track encompasses compensation management, employee lifecycle management, learning and learning management systems, performance management, and recruiting or talent acquisition management platforms; each solution area places unique demands on data models, integration touchpoints, and change management strategies.
Examining deployment models highlights a clear divergence in buyer priorities between cloud-based and on-premises options. Cloud-based deployments are increasingly favored for their scalability, continuous delivery of innovations, and reduced need for capital expenditure, whereas on-premises arrangements continue to persist in environments with strict data residency or customization requirements. Organization size also shapes purchasing behavior: large enterprises frequently require complex integrations, global rollouts, and enterprise-grade security, while small and medium-sized enterprises prioritize ease of use, speed of deployment, and predictable operating costs. Finally, industry verticals - spanning aerospace and defense, banking and financial services, consumer goods and retail, education, energy and utilities, government and public sector, healthcare and life sciences, information technology and telecommunications, manufacturing, media and entertainment, retail and e-commerce, transportation and logistics, and travel and hospitality - introduce regulatory, skills, and workforce composition considerations that materially affect solution design and implementation cadence. These segmentation lenses inform product roadmaps, go-to-market approaches, and services packaging choices across the ecosystem.
How regional market differences in regulatory environments, digital maturity, and workforce priorities demand differentiated go-to-market strategies and solution adaptations
Regional dynamics continue to exert a powerful influence on how talent management capabilities are consumed and delivered. In the Americas, there is a strong push toward integrated platform adoption, driven by investments in analytics, compliance automation, and experiential HR. Buyers in this region often prioritize scalability and rapid time-to-value, and they increasingly favor partners who can demonstrate measurable improvements to retention and productivity.
Across Europe, the Middle East and Africa, regulatory complexity and data protection frameworks shape deployment strategies, with organizations seeking solutions that offer granular control over data flows and localization. This region also presents a diverse set of maturity levels, creating opportunities for modular offerings and targeted professional services. In Asia-Pacific, rapid digital transformation and a strong appetite for skills development drive adoption of cloud-native learning and talent acquisition platforms, while local market diversity calls for configurable products and multilingual support. Each region therefore demands differentiated commercial models, partner networks, and implementation approaches to address local compliance, language, and cultural nuances, making regional go-to-market sophistication a core capability for vendors and integrators.
Competitive positioning shaped by product breadth, vertical specialization, partner ecosystems, and customer success capabilities that drive long-term adoption and value realization
Competitive dynamics in the talent management space are defined by a mix of large platform providers, specialized niche players, and systems integrators that bring domain expertise together with implementation capabilities. Leading companies compete on the basis of product breadth, integration flexibility, and the ability to demonstrate tangible business outcomes. Some vendors differentiate through deep vertical specialization, offering preconfigured workflows and compliance templates for industries such as healthcare, financial services, and manufacturing. Others focus on modular architectures that allow customers to assemble best-of-breed capabilities while maintaining consistent data models and security postures.
In addition to product and service differentiation, partnerships and ecosystems are critical. Alliances with major cloud infrastructure providers, learning content creators, and HR service providers extend the value proposition of core offerings. Similarly, investment in customer success functions that focus on adoption, ROI tracking, and governance establishes long-term account relationships. For buyers, vendor selection increasingly weighs implementation track record, partner network strength, and an ability to support multi-region deployments with consistent performance and compliance assurances.
Practical steps for executives to align procurement, governance, and change management so technology investments deliver sustained talent outcomes and operational resilience
Industry leaders should pursue a set of actionable strategies to convert market insight into measurable advantage. First, align talent technology procurement with a clear business case that ties desired workforce outcomes to measurable KPIs and governance structures. Next, prioritize modular and interoperable solutions that allow phased adoption and reduce vendor lock-in, enabling faster innovation while protecting integration investments.
Furthermore, strengthen cross-functional collaboration between HR, IT, procurement, and legal to navigate trade, data residency, and contracting complexities. Invest in data governance frameworks that balance analytical enablement with privacy and compliance. Allocate resources to change management and sustained learning programs to drive adoption and embed new ways of working. Finally, engage with a diverse partner ecosystem, including regional integrators and content providers, to ensure local market fit and reduce deployment risk. Taken together, these recommendations help organizations accelerate digital transformation while maintaining control over cost and compliance.
A rigorous mixed-methods approach combining primary interviews, comparative feature mapping, and scenario testing to ensure context-sensitive and actionable insights for decision makers
This research synthesizes qualitative and quantitative inputs drawn from primary interviews with industry practitioners, vendor briefings, and a systematic review of secondary literature focused on talent management technologies, implementation practices, and regulatory developments. The methodology emphasizes triangulation: insights presented here are corroborated across multiple sources to reduce single-source bias and to surface convergent themes that reflect industry consensus. Primary conversations targeted senior HR leaders, IT architects, procurement officers, legal counsel, and services partners to capture end-to-end perspectives on vendor selection, implementation challenges, and outcome measurement.
Analytical techniques included thematic coding of interview transcripts, comparative feature mapping across solution categories, and scenario analysis to test the robustness of strategic recommendations under different regulatory and economic conditions. Where appropriate, the research differentiated findings by deployment model, organization size, and industry vertical to ensure recommendations were actionable and context-sensitive. Limitations are acknowledged: the research prioritizes strategic implications and adoption patterns rather than providing transactional pricing or exhaustive vendor evaluations. Readers are encouraged to use the methodology section as a guide for tailoring further due diligence to their own organizational context.
Final synthesis emphasizing the critical role of integrated technology, disciplined governance, and sustained change programs in driving workforce agility and long-term performance
In conclusion, the talent management landscape will be defined by the ability of organizations to integrate technology, process, and people practices into cohesive programs that deliver measurable workforce outcomes. The convergence of advanced analytics, adaptable deployment architectures, and heightened regulatory attention creates both opportunity and complexity for buyers and vendors alike. Success will favor organizations that pair strategic clarity with pragmatic implementation plans, leveraging modular technologies and strong partner networks to accelerate time-to-value while protecting operational resilience.
Executives should treat current market dynamics as an inflection point: the decisions taken now about platform architecture, vendor selection, and governance will influence workforce agility and productivity for years to come. Rather than seeking end-to-end monoliths or point solutions in isolation, the recommended approach blends interoperable platforms, purposeful services, and sustained change programs aimed at embedding capabilities across the employee lifecycle. This balanced posture will enable organizations to respond to talent shifts, regulatory changes, and economic pressures with greater confidence and measurable impact.
A strategic orientation to modern talent management that frames workforce challenges, technological imperatives, and governance priorities for executive decision makers
The landscape of talent management is shifting under the combined pressure of technological innovation, changing workforce expectations, and evolving regulatory environments. Leaders are increasingly required to rethink how they identify, develop, and retain talent while ensuring practices remain compliant and scalable. Against this backdrop, organizations that adapt their talent strategies to embrace integrated systems, data-driven decision making, and flexible delivery models will create durable competitive advantage.
This report opens by framing the contemporary challenges that executives face: talent scarcity in critical roles, the need for continuous upskilling, and the imperative to deliver equitable employee experiences across geographies and cohorts. It also underscores the importance of cross-functional governance, where HR, IT, and business units collaborate to operationalize talent policies across the employee lifecycle. By setting out these themes up front, the introduction prepares readers to interpret subsequent sections in light of practical implications for organizational design, vendor selection, and change management.
How integrated technologies, refreshed workforce expectations, and stronger governance requirements are redefining core talent management strategies and vendor selection criteria
Transformations in the talent management landscape are accelerating as organizations integrate advanced analytics, artificial intelligence, and adaptable deployment models into their people practices. These shifts are changing not only the capabilities required from software vendors but also the expectations employers hold for workforce experience, personalization, and measurable outcomes. Progressive firms are moving away from siloed HR applications toward modular platforms that support continuous feedback, skills-based development, and automated administrative workflows.
Concurrently, macro trends such as remote and hybrid work models, increased focus on employee wellbeing, and rising emphasis on diversity, equity and inclusion have reshaped talent priorities. These factors demand solutions that capture richer employee data while preserving privacy and enabling actionable insights. As a result, procurement criteria now weigh integration flexibility, data governance, and user adoption pathways more heavily than feature parity alone. The net effect is a market that rewards vendors and buyers who can deliver demonstrable business impact through seamless technology and thoughtful implementation.
Understanding the operational consequences of the 2025 United States tariffs and how procurement, legal, and HR must coordinate to maintain project timelines and cost control
Tariff policies introduced by the United States in 2025 have introduced new complexities for global supply chains and technology procurement practices, with tangible implications for talent management vendors, integrators, and enterprise buyers. The imposition of tariffs on certain categories of hardware and imported software-related services has shifted total procurement equations; procurement teams must now factor in cross-border duties, revised supplier contracts, and extended lead times when planning implementation roadmaps.
As a consequence, regional sourcing and localization strategies have become more prominent. Organizations are recalibrating vendor portfolios to balance cost, compliance, and resilience, often favoring partners with local presence or hosted deployment options that minimize tariff exposure. Additionally, the tariffs have encouraged renewed attention to contract language around customs responsibilities and delivery terms, prompting legal and procurement teams to seek stronger indemnities and contingency clauses. Collectively, these dynamics require HR leaders to collaborate more closely with procurement and legal counterparts to guard project timelines and control TCO implications in this new trade environment.
Segment-based analysis that clarifies how offering types, deployment preferences, organization scale, and industry-specific requirements shape procurement decisions and vendor roadmaps
A nuanced segmentation view reveals how different parts of the talent ecosystem require distinct vendor capabilities and implementation approaches. When considering the market by offering, it clears into two principal streams: Services and Solutions. The services category subdivides into professional services that handle consulting and systems integration, support and maintenance teams that ensure ongoing reliability, and training and education functions that drive user adoption. The solutions track encompasses compensation management, employee lifecycle management, learning and learning management systems, performance management, and recruiting or talent acquisition management platforms; each solution area places unique demands on data models, integration touchpoints, and change management strategies.
Examining deployment models highlights a clear divergence in buyer priorities between cloud-based and on-premises options. Cloud-based deployments are increasingly favored for their scalability, continuous delivery of innovations, and reduced need for capital expenditure, whereas on-premises arrangements continue to persist in environments with strict data residency or customization requirements. Organization size also shapes purchasing behavior: large enterprises frequently require complex integrations, global rollouts, and enterprise-grade security, while small and medium-sized enterprises prioritize ease of use, speed of deployment, and predictable operating costs. Finally, industry verticals - spanning aerospace and defense, banking and financial services, consumer goods and retail, education, energy and utilities, government and public sector, healthcare and life sciences, information technology and telecommunications, manufacturing, media and entertainment, retail and e-commerce, transportation and logistics, and travel and hospitality - introduce regulatory, skills, and workforce composition considerations that materially affect solution design and implementation cadence. These segmentation lenses inform product roadmaps, go-to-market approaches, and services packaging choices across the ecosystem.
How regional market differences in regulatory environments, digital maturity, and workforce priorities demand differentiated go-to-market strategies and solution adaptations
Regional dynamics continue to exert a powerful influence on how talent management capabilities are consumed and delivered. In the Americas, there is a strong push toward integrated platform adoption, driven by investments in analytics, compliance automation, and experiential HR. Buyers in this region often prioritize scalability and rapid time-to-value, and they increasingly favor partners who can demonstrate measurable improvements to retention and productivity.
Across Europe, the Middle East and Africa, regulatory complexity and data protection frameworks shape deployment strategies, with organizations seeking solutions that offer granular control over data flows and localization. This region also presents a diverse set of maturity levels, creating opportunities for modular offerings and targeted professional services. In Asia-Pacific, rapid digital transformation and a strong appetite for skills development drive adoption of cloud-native learning and talent acquisition platforms, while local market diversity calls for configurable products and multilingual support. Each region therefore demands differentiated commercial models, partner networks, and implementation approaches to address local compliance, language, and cultural nuances, making regional go-to-market sophistication a core capability for vendors and integrators.
Competitive positioning shaped by product breadth, vertical specialization, partner ecosystems, and customer success capabilities that drive long-term adoption and value realization
Competitive dynamics in the talent management space are defined by a mix of large platform providers, specialized niche players, and systems integrators that bring domain expertise together with implementation capabilities. Leading companies compete on the basis of product breadth, integration flexibility, and the ability to demonstrate tangible business outcomes. Some vendors differentiate through deep vertical specialization, offering preconfigured workflows and compliance templates for industries such as healthcare, financial services, and manufacturing. Others focus on modular architectures that allow customers to assemble best-of-breed capabilities while maintaining consistent data models and security postures.
In addition to product and service differentiation, partnerships and ecosystems are critical. Alliances with major cloud infrastructure providers, learning content creators, and HR service providers extend the value proposition of core offerings. Similarly, investment in customer success functions that focus on adoption, ROI tracking, and governance establishes long-term account relationships. For buyers, vendor selection increasingly weighs implementation track record, partner network strength, and an ability to support multi-region deployments with consistent performance and compliance assurances.
Practical steps for executives to align procurement, governance, and change management so technology investments deliver sustained talent outcomes and operational resilience
Industry leaders should pursue a set of actionable strategies to convert market insight into measurable advantage. First, align talent technology procurement with a clear business case that ties desired workforce outcomes to measurable KPIs and governance structures. Next, prioritize modular and interoperable solutions that allow phased adoption and reduce vendor lock-in, enabling faster innovation while protecting integration investments.
Furthermore, strengthen cross-functional collaboration between HR, IT, procurement, and legal to navigate trade, data residency, and contracting complexities. Invest in data governance frameworks that balance analytical enablement with privacy and compliance. Allocate resources to change management and sustained learning programs to drive adoption and embed new ways of working. Finally, engage with a diverse partner ecosystem, including regional integrators and content providers, to ensure local market fit and reduce deployment risk. Taken together, these recommendations help organizations accelerate digital transformation while maintaining control over cost and compliance.
A rigorous mixed-methods approach combining primary interviews, comparative feature mapping, and scenario testing to ensure context-sensitive and actionable insights for decision makers
This research synthesizes qualitative and quantitative inputs drawn from primary interviews with industry practitioners, vendor briefings, and a systematic review of secondary literature focused on talent management technologies, implementation practices, and regulatory developments. The methodology emphasizes triangulation: insights presented here are corroborated across multiple sources to reduce single-source bias and to surface convergent themes that reflect industry consensus. Primary conversations targeted senior HR leaders, IT architects, procurement officers, legal counsel, and services partners to capture end-to-end perspectives on vendor selection, implementation challenges, and outcome measurement.
Analytical techniques included thematic coding of interview transcripts, comparative feature mapping across solution categories, and scenario analysis to test the robustness of strategic recommendations under different regulatory and economic conditions. Where appropriate, the research differentiated findings by deployment model, organization size, and industry vertical to ensure recommendations were actionable and context-sensitive. Limitations are acknowledged: the research prioritizes strategic implications and adoption patterns rather than providing transactional pricing or exhaustive vendor evaluations. Readers are encouraged to use the methodology section as a guide for tailoring further due diligence to their own organizational context.
Final synthesis emphasizing the critical role of integrated technology, disciplined governance, and sustained change programs in driving workforce agility and long-term performance
In conclusion, the talent management landscape will be defined by the ability of organizations to integrate technology, process, and people practices into cohesive programs that deliver measurable workforce outcomes. The convergence of advanced analytics, adaptable deployment architectures, and heightened regulatory attention creates both opportunity and complexity for buyers and vendors alike. Success will favor organizations that pair strategic clarity with pragmatic implementation plans, leveraging modular technologies and strong partner networks to accelerate time-to-value while protecting operational resilience.
Executives should treat current market dynamics as an inflection point: the decisions taken now about platform architecture, vendor selection, and governance will influence workforce agility and productivity for years to come. Rather than seeking end-to-end monoliths or point solutions in isolation, the recommended approach blends interoperable platforms, purposeful services, and sustained change programs aimed at embedding capabilities across the employee lifecycle. This balanced posture will enable organizations to respond to talent shifts, regulatory changes, and economic pressures with greater confidence and measurable impact.
Table of Contents
185 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Definition
- 1.3. Market Segmentation & Coverage
- 1.4. Years Considered for the Study
- 1.5. Currency Considered for the Study
- 1.6. Language Considered for the Study
- 1.7. Key Stakeholders
- 2. Research Methodology
- 2.1. Introduction
- 2.2. Research Design
- 2.2.1. Primary Research
- 2.2.2. Secondary Research
- 2.3. Research Framework
- 2.3.1. Qualitative Analysis
- 2.3.2. Quantitative Analysis
- 2.4. Market Size Estimation
- 2.4.1. Top-Down Approach
- 2.4.2. Bottom-Up Approach
- 2.5. Data Triangulation
- 2.6. Research Outcomes
- 2.7. Research Assumptions
- 2.8. Research Limitations
- 3. Executive Summary
- 3.1. Introduction
- 3.2. CXO Perspective
- 3.3. Market Size & Growth Trends
- 3.4. Market Share Analysis, 2025
- 3.5. FPNV Positioning Matrix, 2025
- 3.6. New Revenue Opportunities
- 3.7. Next-Generation Business Models
- 3.8. Industry Roadmap
- 4. Market Overview
- 4.1. Introduction
- 4.2. Industry Ecosystem & Value Chain Analysis
- 4.2.1. Supply-Side Analysis
- 4.2.2. Demand-Side Analysis
- 4.2.3. Stakeholder Analysis
- 4.3. Porter’s Five Forces Analysis
- 4.4. PESTLE Analysis
- 4.5. Market Outlook
- 4.5.1. Near-Term Market Outlook (0–2 Years)
- 4.5.2. Medium-Term Market Outlook (3–5 Years)
- 4.5.3. Long-Term Market Outlook (5–10 Years)
- 4.6. Go-to-Market Strategy
- 5. Market Insights
- 5.1. Consumer Insights & End-User Perspective
- 5.2. Consumer Experience Benchmarking
- 5.3. Opportunity Mapping
- 5.4. Distribution Channel Analysis
- 5.5. Pricing Trend Analysis
- 5.6. Regulatory Compliance & Standards Framework
- 5.7. ESG & Sustainability Analysis
- 5.8. Disruption & Risk Scenarios
- 5.9. Return on Investment & Cost-Benefit Analysis
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Talent Management Market, by Offering
- 8.1. Services
- 8.1.1. Implementation
- 8.1.2. Consulting
- 8.1.3. Training & Enablement
- 8.2. Software
- 8.2.1. Best-Of-Breed
- 8.2.2. Platform
- 9. Talent Management Market, by Contract Type
- 9.1. Subscription
- 9.2. Perpetual
- 9.3. Project-Based
- 9.4. Pay-As-You-Go
- 10. Talent Management Market, by Deployment Model
- 10.1. Cloud-based
- 10.2. On-Premises
- 11. Talent Management Market, by Organization Size
- 11.1. Large Enterprises
- 11.2. Small & Medium-sized Enterprises (SMEs)
- 12. Talent Management Market, by End-User Industry
- 12.1. Aerospace & Defense
- 12.2. Banking, Financial Services & Insurance
- 12.3. Consumer Goods & Retail
- 12.4. Education
- 12.5. Energy & Utilities
- 12.6. Government & Public Sector
- 12.7. Healthcare & Life Sciences
- 12.8. Information Technology & Telecommunications
- 12.9. Manufacturing
- 12.10. Media & Entertainment
- 12.11. Retail & E-commerce
- 12.12. Transportation & Logistics
- 12.13. Travel & Hospitality
- 13. Talent 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. Talent Management Market, by Group
- 14.1. ASEAN
- 14.2. GCC
- 14.3. European Union
- 14.4. BRICS
- 14.5. G7
- 14.6. NATO
- 15. Talent 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. United States Talent Management Market
- 17. China Talent Management Market
- 18. Competitive Landscape
- 18.1. Market Concentration Analysis, 2025
- 18.1.1. Concentration Ratio (CR)
- 18.1.2. Herfindahl Hirschman Index (HHI)
- 18.2. Recent Developments & Impact Analysis, 2025
- 18.3. Product Portfolio Analysis, 2025
- 18.4. Benchmarking Analysis, 2025
- 18.5. 15Five, Inc.
- 18.6. ADP, Inc.
- 18.7. Ascender HCM Pty Ltd
- 18.8. Avature Group
- 18.9. Bamboo HR LLC
- 18.10. Cegid SAS
- 18.11. Cornerstone OnDemand, Inc.
- 18.12. Dayforce, Inc.
- 18.13. Deltek, Inc.
- 18.14. Guidant Global by Impellam Group
- 18.15. Haufe Group
- 18.16. Infor by Koch Industries, Inc.
- 18.17. International Business Machines Corporation
- 18.18. Keka Technologies Private Limited
- 18.19. Kissflow Inc. by OrangeScape Technologies Private Limited
- 18.20. Korn Ferry
- 18.21. Leapsome GmbH
- 18.22. Learning Technologies Group
- 18.23. Motivosity Inc.
- 18.24. Oracle Corporation
- 18.25. Paylocity Holding Corporation
- 18.26. Personio SE & Co. KG
- 18.27. Randstad N.V.
- 18.28. Rencai Group
- 18.29. SAP SE
- 18.30. SHL Global Management Limited
- 18.31. UKG Inc. by Kronos SaaShr, Inc.
- 18.32. Wipro Limited
- 18.33. Workday, Inc.
- 18.34. Zoho Corporation
- 18.35. Lattice by Apple, Inc.
- FIGURE 1. GLOBAL TALENT MANAGEMENT MARKET SIZE, 2018-2032 (USD MILLION)
- FIGURE 2. GLOBAL TALENT MANAGEMENT MARKET SHARE, BY KEY PLAYER, 2025
- FIGURE 3. GLOBAL TALENT MANAGEMENT MARKET, FPNV POSITIONING MATRIX, 2025
- FIGURE 4. GLOBAL TALENT MANAGEMENT MARKET SIZE, BY OFFERING, 2025 VS 2026 VS 2032 (USD MILLION)
- FIGURE 5. GLOBAL TALENT MANAGEMENT MARKET SIZE, BY CONTRACT TYPE, 2025 VS 2026 VS 2032 (USD MILLION)
- FIGURE 6. GLOBAL TALENT MANAGEMENT MARKET SIZE, BY DEPLOYMENT MODEL, 2025 VS 2026 VS 2032 (USD MILLION)
- FIGURE 7. GLOBAL TALENT MANAGEMENT MARKET SIZE, BY ORGANIZATION SIZE, 2025 VS 2026 VS 2032 (USD MILLION)
- FIGURE 8. GLOBAL TALENT MANAGEMENT MARKET SIZE, BY END-USER INDUSTRY, 2025 VS 2026 VS 2032 (USD MILLION)
- FIGURE 9. GLOBAL TALENT MANAGEMENT MARKET SIZE, BY REGION, 2025 VS 2026 VS 2032 (USD MILLION)
- FIGURE 10. GLOBAL TALENT MANAGEMENT MARKET SIZE, BY GROUP, 2025 VS 2026 VS 2032 (USD MILLION)
- FIGURE 11. GLOBAL TALENT MANAGEMENT MARKET SIZE, BY COUNTRY, 2025 VS 2026 VS 2032 (USD MILLION)
- FIGURE 12. UNITED STATES TALENT MANAGEMENT MARKET SIZE, 2018-2032 (USD MILLION)
- FIGURE 13. CHINA TALENT MANAGEMENT MARKET SIZE, 2018-2032 (USD MILLION)
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