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8/10/2019 IDC_HCM Market.pdf
1/17
May2014,IDC#248745
Market Analysis
Worldwide and U.S. Human Capital Management
Applications 20142018 Forecast
LisaRowan
IDC OPINION
Thehumancapitalmanagement(HCM)marketremainedstrongin2013, butwithgrowththat
moderated abitfromprioryear-over-yeargrowth.Therewascontinuedinterestinfirst-timepurchases
ofnewsolutionsandreplacementsofagingcoresystems.Growthremainedinornear doubledigitsin
theAmericasandEMEA regionsin2013, whilein Asia/Pacific, spendingdeclined. Further:
Worldwiderevenueforthehumancapitalmanagementapplicationsmarketwas$10.4 billionin2013,representinggrowthof9.1%over2012.Theworldwidemarketisforecasttoreach$15.4billionin2018,growingataCAGRof8.2%.
Ofthemajorregions,EMEA showedthehighestgrowthin2013(12.2%), followedbytheAmericas(9.7%)andAsia/Pacific(includingJapan)(-5.4%). Outto2018,theAmericasregionpoststhehighestforecastCAGRat8.4%,followedbyEMEAat8%andAsia/Pacific(includingJapan)at6.8%.
Interestandinvestmentinhumancapitalmanagementsolutionscontinuetobestrong,outpacingmany otherapplicationmarkets. Themarket forHCMsolutionsisahighlycompetitiveone.Toremaincompetitive,suppliersareurgedtoconsiderfocusingonemployeeexperiencethroughthedeliveryofintuitiveuserinterfacesandeffectiveuseofsocialand
mobiletechnologies.
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Workforce Management
Workforcemanagementapplicationsaredesignedtoautomatethedeploymentoftheworkforcethroughworkloadplanning,scheduling,timeandattendancetracking,resourcemanagement,andrulesandcompliancemanagement.Increasingly,workforcemanagementapplicationsarebeingintegratedintocustomerrelationshipmanagementapplicationsinacontactcenterenvironment.
Recruiting
Recruitingapplicationsaredesignedtoautomatetherecruitmentprocessthrough sourcing, bettertrackingofapplicants,screeningandskillsassessment,profilingandresumeprocessing,andidentifyingtalent insideoroutsidetheorganization.
Learning Management
Learningmanagementapplicationsaredesignedtoautomatethedevelopment,tracking,anddeliveryoflearningcontentandexperiencestoemployeeswiththegoalofimprovingemployeeskillsandproductivity.Learningcontentrangesfromtraditionalclassroomtrainingtoonlinelearningobjectsto
mentoring.Learningmanagementisincreasinglyintegratedwithemployeeperformancemanagementtoprescribedevelopmentactivitiestoameliorateskillsgapsorgapsinperformance.
Workforce Performance Management
Workforceperformancemanagementapplicationsaredesignedtoautomatetheaggregationanddeliveryofinformationpertinenttothelinkingofjobrolesandthemissionandgoalsoftheorganization.Morespecifically,thesystemallowsuserstoautomatetheperformancereviewprocessbyusingmechanismssuch astrainingandkeyperformanceindicators(KPIs)toconstantlytrackandmonitortheprogressofanindividualemployee,workteam,anddivision.
Compensation Management
Compensationmanagementapplicationsaredesignedtoautomatetheprocessofplanningandadministeringworkforcecompensation, providingbothcompensationadministratorsandmanagerstoolstorationalizeandconfersalaryactions.Thiscategoryalsoincludesincentivemanagement,whichinvolvescashandnoncashincentivestoemployees,partners,andexternalusersthroughadvancedmodeling,reporting,andbuilt-ininterfacingtopayrollaccountingsystems.
SITUATION OVERVIEW
The Human Capital Management Applications Market in 2013
ThemarketforHCMapplicationsgrewin2013by9.1%toreach$10.4 billionworldwide.Growthwaslowerthanthegrowthin 20112012butstillstrong, spurredbycontinuedinterestandattentiontotalentmanagementaswellasadesiretomovetocloudcomputingtolowercostsandITcomplexity.
Ananalysisofthehumancapitalmanagementapplications marketin2013,includingvendorrevenueandshares,willbe publishedinWorldwideHumanCapitalManagementApplications2013VendorShares:TotalMarket,CoreHR,WorkforceManagement,Recruiting,LearningManagement,
PerformanceManagement,andCompensationManagement(IDC#248742,forthcoming).
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FUTURE OUTLOOK
Forecast and Assumptions
Human Capital Management Applications Forecast by Region,
20142018
IDC'sestimateofgrowthinspendinginthehumancapitalmanagementapplications marketthrough
2018 ispresentedinTable1.Theworldwidemarketisforecasttoreach$15.4billionin2018,growing
ataCAGRof8.2%.
IDCanalystsaroundtheglobesuppliedregionalinputandinsightintothehumancapitalmanagement
applicationsmarketforecast.Theworldwideforecastistheaggregationoftheregionaldataincludedin
Table1.
Ofthemajorregions,theEMEA showedthehighestgrowthin2013(12.2%), followedbytheAmericas
(9.7%)andAsia/Pacific(includingJapan)(-5.4%). Outto2018,theAmericasregionpoststhehighest
forecastCAGRat8.4%,followedbyEMEAat8%andAsia/Pacific(includingJapan)at6.8%.
Manyfactorsareplayingintothedriveinhumancapitalspendingin WesternEuropeand the
Americas.Inparticular,theU.S.market,whichaccountsforthemajorityoftheAmericasrevenue,
showsparticularlyrigorousspending,withmuchinvestmentinreplacingoldertechnologywithSaaS-
basedsolutionsandfirst-timepurchasesofnewer talentmanagement solutions.
TABLE 1
Worldwide Human Capital Management Applications Revenue by Region,20132018 ($M)
2013 2014 2015 2016 2017 2018
2013
Share
(%)
2018
Share
(%)
20132018
CAGR (%)
Americas 6,561.9 7,121.4 7,736.2 8,396.5 9,089.7 9,833.0 63.3 64.0 8.4
EMEA 3,007.9 3,316.0 3,573.9 3,843.6 4,127.4 4,419.9 29.0 28.8 8.0
Asia/Pacific
(including Japan)
792.4 828.4 888.3 953.1 1,023.1 1,099.9 7.6 7.2 6.8
Total 10,362.1 11,265.8 12,198.5 13,193.2 14,240.3 15,352.8 100.0 100.0 8.2
Growth (%) 9.1 8.7 8.3 8.2 7.9 7.8
Note:SeeTable4fortop3assumptionsandTable5forkeyforecastassumptions.
Source:IDC,2014
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Human Capital Management Applications Forecast by Segment,20142018
InterestinunderstandinghowthevarioussegmentsofHCMfitintothewholeisontherise.Table2
providesabreakdownofworldwideapplication spendingin2013 andafive-yearforecastbythesix
majorsegmentsinHCM coreHR,workforcemanagement,recruiting,learning,performance,and
compensation.Table3shows2013 spendingandafive-yearforecastforthesixsegmentsfortheUnitedStates.
Forvendorshares,refertoWorldwideHumanCapitalManagementApplications2013VendorShares:
TotalMarket,CoreHR,WorkforceManagement,Recruiting,LearningManagement,Performance
Management,andCompensationManagement(IDC#248742,forthcoming).
TABLE 2
Worldwide Human Capital Management Applications Revenue by Segment,
20132018 ($M)
2013 2014 2015 2016 2017 2018
20132018
CAGR (%)
Core HR 5,232.9 5,677.9 6,135.8 6,623.0 7,148.6 7,691.7 8.0
Workforce management 1,575.0 1,701.1 1,829.8 1,965.8 2,107.6 2,256.9 7.5
Recruiting 1,450.7 1,565.9 1,683.4 1,807.5 1,936.7 2,088.0 7.6
Learning 829.0 912.5 1,000.3 1,095.0 1,196.2 1,297.3 9.4
Performance 797.9 878.7 963.7 1,055.5 1,153.5 1,251.3 9.4
Compensation 476.7 529.5 585.5 646.5 697.8 767.6 10.0
Total 10,362.1 11,265.8 12,198.5 13,193.2 14,240.3 15,352.8 8.2
Note:SeeTable4fortop3assumptionsandTable5forkeyforecastassumptions.
Source:IDC,2014
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TABLE 3
U.S. Human Capital Management Applications Revenue by Segment,20132018 ($M)
2013 2014 2015 2016 2017 2018
20132018
CAGR (%)
Core HR 2,995.0 3,243.1 3,502.1 3,774.8 4,069.2 4,369.7 7.8
Workforce management 901.5 971.7 1,044.4 1,120.4 1,199.7 1,282.1 7.3
Recruiting 830.3 894.4 960.8 1,030.2 1,102.4 1,186.2 7.4
Learning 474.5 521.2 570.9 624.1 680.9 737.0 9.2
Performance 456.7 501.9 550.0 601.6 656.6 710.8 9.3
Compensation 272.8 302.4 334.2 368.5 397.2 436.1 9.8
Total 5,930.7 6,434.8 6,962.4 7,519.4 8,106.0 8,722.0 8.0
Note:SeeTable4fortop3assumptionsandTable5forkeyforecastassumptions.
Source:IDC,2014
WorldwideThefastest-growingsegmentiscompensationmanagement, whichisalsothenewestandsmallest in
termsofspending.Spendingoncompensationmanagementapplicationswas$477millionin2013
andis slatedtoreach$768millionin2018,aCAGRof10%.Theslowestgrowingsegmentis
workforcemanagement.Workforcemanagementisamaturemarketwithrevenueof$1.6billionin
2013 andisforecastto growto$2.3billionin2018,aCAGRof7.5%.
United States
SegmentationremainsconsistentintheU.S.market,whilegrowthratesareslightlylower acrossall
segmentsthanforworldwide.CoreHRisthelargestyetslower-growingmarket,whileperformance
andcompensationmanagementwillgrowthefastestandarethenewestandsmallestintermsof
spending.
Assumptions
Table4showsthetop3assumptionsandTable5showsthekeyforecastassumptionsunderlyingthis
worldwideandU.S.humancapitalmanagementapplicationsforecast.
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TABLE 4
Top 3 Assumptions for the Worldwide and U.S. Human Capital ManagementApplications Market, 20142018
Market Force IDC Assumption Significance
Changes to This
Assumption That
Could Affect Current
Forecast Comments
Economy The global economy was
sluggish in 2013, with volatility
in emerging markets and
weaker growth in mature
economies. The U.S.
government shutdown
dragged on the GDP in the
fourth quarter, and the
recoveries in Europe andJapan appeared to lose some
steam. China recorded its
slowest rate of growth in 14
years. 2014 will see stronger
growth in mature economies
including the United States,
but emerging markets are
vulnerable to capital flight and
will be volatile again.
The economy drives
job retention and job
growth. Continuing
global strain will
likely impact job
growth.
Should the
economy
deteriorate or GDP
targets not be hit,
employment may
not rebound,
causing HR-related
spending to
stagnate or retract.
Current economic
conditions vary
across the major
geographies, so
what may be an
accelerator in one
region may prove
an inhibitor in other
regions.
Unemployment/
job creation
Unemployment worldwide is
still hovering at high levels,
but most regions will see
gradual declines in their
jobless rates over the next two
years. In the United States,
unemployment has dropped
below 7% and the pace of job
creation seems to have
improved slightly but remains
tepid by historical standards.
Unemployment continued to
rise in some countries in
Europe in 2013, partly
because of public sector job
cuts related to austerity
measures, but is expected to
turn a corner by the end of
2014.
Many HR solution
segments are
directly related to
the size of the
workforce and
speed of job
creation. Therefore,
employment is the
most important
factor impacting
HCM solution
spending.
Should employment
rebound more
rapidly than
anticipated, certain
HR solution sectors
may see stronger
growth than
forecast.
Conversely, if
unemployment
stays at current
levels, forecast
growth may not be
realized.
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TABLE 4
Top 3 Assumptions for the Worldwide and U.S. Human Capital ManagementApplications Market, 20142018
Market Force IDC Assumption Significance
Changes to This
Assumption That
Could Affect Current
Forecast Comments
Cloud The key advantage to cloud
services should be the ability
of IT organizations to shift IT
resources from maintenance
to new initiatives. This in turn
could lead to new business
revenue and competitiveness
as well as create new
opportunities for IT vendors inSMB and emerging markets.
The benefits may be offset to
some extent by
cannibalization in the short
term, resulting in shorter
service engagements, price
model disruption, and some
hardware commoditization,
but a strong economy would
see most organizations shift
resources to new IT
development and adoption
areas in the long term. We
see cloud adoption as an ITspending driver overall,
despite these cannibalization
effects in the next two to three
years.
The cloud delivery
model is disrupting
the market for
services and
inhibiting purchase
of on-premise
solutions, which
require more
lengthy and costlytransformation
services. Also,
cloud inhibits the
adoption of some
HR process and
BPO services.
A strong push to
cloud may
negatively impact
spending in HR
solutions in the
short term as the
balance will shift
from alleviating the
burden of highlycustomized on-
premise solutions to
less complex
engagements.
Cloud is
accelerating the
number of new
implementations but
has the longer-term
impact of lowering
engagement value.
Note:TheseassumptionsupdatethosefoundinWorldwideandU.S.HumanCapitalManagementApplications20132017
Forecast:TheCloudSpursContinuedGrowth(IDC#241032,May2013).
Source:IDC,2014
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TABLE 5
Key Forecast Assumptions for the Worldwide and U.S. Human CapitalManagement Applications Market, 20142018
Market Force IDC Assumption Impact
Accelerator/
Inhibitor/
Neutral
Certainty of
Assumption
Macroeconomics
Economy The global economy was sluggish
in 2013, with volatility in emerging
markets and weaker growth in
mature economies. The U.S.
government shutdown dragged
on the GDP in the fourth quarter,
and the recoveries in Europe and
Japan appeared to lose somesteam. China recorded its slowest
rate of growth in 14 years. 2014
will see stronger growth in mature
economies including the United
States, but emerging markets are
vulnerable to capital flight and will
be volatile again.
High.A down economy
affects business and
consumer confidence, the
availability of credit and
private investment, and
internal funding. A recession
would cause businesses to
delay IT upgrades and somenew projects; a rising
economy does the opposite.
Unemployment/job
creation
Unemployment worldwide is still
hovering at high levels, but most
regions will see gradual declines
in their jobless rates over the next
two years. In the United States,
unemployment has dropped
below 7% and the pace of job
creation seems to have improved
slightly but remains tepid by
historical standards.
Unemployment continued to rise
in some countries in Europe in
2013, partly because of public
sector job cuts related to austerity
measures, but is expected to turn
a corner by the end of 2014.
High. More employment
drives more need for ICT
spending and is a lagging
indicator of economic
recovery; job creation should
be accompanied by a
willingness to invest in other
areas. The flip side is also
true fewer employees
means less IT spending
and is an indicator of weak
business confidence. It's also
becoming clear that IT
spending is, in some cases, a
substitution for labor costs.
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TABLE 5
Key Forecast Assumptions for the Worldwide and U.S. Human CapitalManagement Applications Market, 20142018
Market Force IDC Assumption Impact
Accelerator/
Inhibitor/
Neutral
Certainty of
Assumption
Cloud The key advantage to cloud
services should be the ability of
IT organizations to shift IT
resources from maintenance to
new initiatives. This in turn could
lead to new business revenue
and competitiveness as well as
create new opportunities for IT
vendors in SMB and emerging
markets. The benefits may beoffset to some extent by
cannibalization in the short term,
resulting in shorter service
engagements, price model
disruption, and some hardware
commoditization, but a strong
economy would see most
organizations shift resources to
new IT development and
adoption areas in the long term.
We see cloud adoption as an IT
spending driver overall, despite
these cannibalization effects in
the next two to three years.
High. Key advantage to cloud
services should be the ability
of IT organizations to shift IT
resources from maintenance
to new initiatives. This in turn
could lead to new business
revenue and competitiveness
as well as create new
opportunities for IT vendors in
SMB and emerging markets.The short-term benefits may
be offset to some extent in
the long term by shorter
service engagements, price
model disruption, and some
hardware commoditization,
but a strong economy would
see most organizations shift
resources to new IT
development and adoption
areas.
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TABLE 5
Key Forecast Assumptions for the Worldwide and U.S. Human CapitalManagement Applications Market, 20142018
Market Force IDC Assumption Impact
Accelerator/
Inhibitor/
Neutral
Certainty of
Assumption
Convergence Convergence is a complex
phenomenon working at many
levels: convergence of the
telephone network and the
Internet, communications and IT
technologies, consumer and
enterprise technologies, and even
storage, routing, and processing
in the datacenter. Of these,
perhaps the most overarching isthe convergence of voice, video,
and data communications. This
convergence is a permanent
phenomenon and will pick up
pace as the decade wears on.
One measure is that IDC
recorded 1.9 billion users on the
Internet and 3 billion users of the
phone network by the end of
2012. The overlap will be
significant.
Moderate. Convergence will
drive new competitive
dynamics, offer new
applications and functions to
customers, and strain the
legal and regulatory systems.
It will also drive increased ICT
spending.
Distribution of
talent
The swing to emerging
geographies is evident. The
number of scientists and
engineers in the United States
and Western Europe is falling
compared with the number of
scientists and engineers in China
and India, while growth in the
number of IT-related employees
in those countries is three times
the world average. Recent
volatility in emerging markets
may disrupt this pattern in the
short term, but we expect it to
continue in the medium term and
the long term.
Moderate. The migration will
increase the overhead costs
of finding, recruiting, and
managing talent from global
pools. It should, however,
also lower costs and may
even lead to more innovation.
Legend: very low, low,moderate, high, very high
Note:TheseassumptionsupdatethosefoundinWorldwideandU.S.HumanCapitalManagementApplications20132017
Forecast:TheCloudSpursContinuedGrowth(IDC#241032,May2013).
Source:IDC,2014
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FIGURE 1
Worldwide Human Capital Management Applications Revenue, 20092018:Comparison of May 2013 and May 2014 Forecasts
Source:IDC,2014
ESSENTIAL GUIDANCE
Interestandinvestmentinhumancapitalmanagementsolutionscontinuetobestrong,outpacingmany otherapplicationmarkets. Suppliersareurgedtoconsiderthefollowing toachievecompetitive
advantage:
Focus on employee experience. Makewhatyouoffer andhowyouofferitshine foreveryone,notjusttheHRbuyingteam.OneofHR'sperennialchallengesistogetmanagersandemployeestouseHCM systems.Toovercomethechallenge,HCM systemsneedtobeintuitivetousewhileofferingsomevaluetothe user "what'sinitforthem." Mobileandsocialwillhelpinovercomingthischallenge.
Deliver it to mobile. Mobiledevicesareeverywhere.Industryestimatesrangefrom 50%to80% forsmartphone penetration intheUnitedStates, andtabletownershipiscatchingup.AccordingtoFastCompany,79%ofsmartphoneusershavetheirphonenexttothemforall
buttwo hoursoftheworkingday.YettheHRfunctionhasmadefewmovestotakeadvantageofwhatisbecomingtheprimarywayof reachingtheworkforce.NowisthetimeforHRtostepupandtakeanactiveroleinmobile enablementacrosstheHRfunctionwiththeirsuppliers'help.
ake it social.HRexecutivesarenotyetseeingthefullimportsocialtechnologycanoffertoHRandtalentmanagement.Also,HRisnotyetleadingsocialcollaborationefforts.Thereare
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glimmers of a coming shift in attitudes where HR executives are nowseeing somesituationswhere social has its place and plan to become more involved in socialcollaboration.SuppliersneedtogetinfrontofHRbuyerswithcompellingusecases(ofwhichtherearemany).
LEARN MORE
Related Research
IDC'sSoftwareTaxonomy,2013(IDC#241527,June2013)
WorldwideandU.S.HumanCapitalManagementApplications20132017Forecast:The
CloudSpursContinuedGrowth(IDC#241032,May2013)
WorldwideHumanCapitalManagementApplications2012VendorShares:TotalMarket,Core
HR,WorkforceManagement,Recruiting,LearningManagement,PerformanceManagement,
andCompensationManagement(IDC#240959,May2013)
ThePromiseofIntegratedTalentManagement:ARealityCheck(IDC#243704,October2013)
2013HumanCapitalManagementSurvey:HCMBuyerActionsandPlans(IDC#243110,September2013)
Methodology
TheIDCsoftwaremarketsizingandforecastsarepresentedintermsofcommercialsoftwarerevenue.
IDCusesthetermcommercialsoftwaretodistinguishcommerciallyavailablesoftwarefromcustom
software.Commercialsoftwareisprogramsorcodesetsofanytypecommerciallyavailablethrough
sale,lease,rental,orasaservice.Commercialsoftwarerevenuetypicallyincludesfeesforinitialand
continuedright-to-usecommercialsoftwarelicenses.Thesefeesmayinclude,aspartofthelicense
contract,accesstoproductsupportand/orotherservicesthatareinseparablefromtheright-to-use
licensefeestructure,orthissupportmaybepricedseparately.Upgradesmaybeincludedinthe
continuingrightofuseormaybepricedseparately.AllofthesearecountedbyIDCascommercialsoftwarerevenue.
Commercialsoftwarerevenueexcludesservicerevenuederivedfromtraining,consulting,andsystem
integrationthatisseparate(orunbundled)fromtheright-to-uselicensebutdoesincludetheimplicit
valueofsoftwareincluded inaservicethatofferssoftwarefunctionalitybyadifferentpricingscheme.It
isthetotalcommercialsoftwarerevenuethatisfurtherallocatedtomarkets,geographicareas,and
operatingenvironments.Theworldwidesoftwaremarketincludesallcommercialsoftwarerevenue
acrossallfunctionalmarketsormarketaggregations.Forfurtherdetails,seeIDC'sSoftware
Taxonomy,2013(IDC#241527,June2013).
ThesoftwarerevenueforecastspresentedinthisstudyrepresentIDC'sbestestimatesandprojectionsbasedonthefollowing:
Top-downforecastgrowthratesbyIDCworldwidemarketanalysts
CurrentU.S.dollarexchangeratesasof4Q13
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Bottom-up/company-leveldatacollectionforcalendaryear2013beganinJanuary2014within-depth
vendorsurveysandanalysistodevelopdetailed2013companymodelsbymarket,geographicregion,
andoperatingenvironment.Thisactivitywillformthebasisofvendorshare,updatedforecast,and
competitiveanalysisstudiesthatwillbepublishedlaterintheyear.
Historical Market Values and Exchange Rates
HistoricalmarketvaluespresentedhereareaspublishedinpriorIDCdocumentsbasedonthemarket
taxonomiesandcurrentU.S.dollarexchangeratesexistingatthetimethedatawasoriginally
published.FormarketsotherthantheUnitedStates,theseas-publishedvaluesarethereforebasedon
adifferentexchangerateeachyear.
Becausemanyindividualcountriescontributetoregionaltotals,itisdifficulttogiveprecisedifferences
betweencurrentandconstantcurrencyvaluesinthisdocument.However,thescaleofthedifference
canbeunderstoodfromthemovementoftheU.S.dollaragainstmajorregionalcurrencies.Customers
shouldconsidermultiplyingregionalhistoricalmarketvaluesforeachyearbythechangeinvalueof
theU.S.dollaragainstrepresentativecurrenciesin theregionasshowninTable7.Thiswillprovidea
betterapproximationoflocalmarketgrowth.Forexample,torestate2012eurozonevaluesinto2013dollars,onewouldadjustthe2012valueupwardby3%(becausethedollarweakenedslightlyagainst
theeuroin2013).
PleaserefertoIDC'sregionalresearchstudiescontaininghistoricalforecastsformultiplecountriesfor
moreaccurateregionalgrowthinlocalcurrencies.Notethatthisdiscussionappliesonlytohistorical
valuespriorto2013.2013andallfutureyearsareforecastataconstantexchangerate.
TABLE 7
Exchange Rates, 20062013 (%)
2006 2007 2008 2009 2010 2011 2012 2013
Euro 106 97 91 95 100 95 103 100
Pound 85 78 85 100 101 97 99 100
Yen 119 121 106 96 90 82 82 100
Canadian dollar 110 104 104 111 100 96 97 100
Mexican peso 86 86 87 106 99 97 103 100
Brazilian real 101 90 85 93 82 77 90 100
Note:Torestateprior-yearU.S.dollars,multiplyhistoricalmarketvaluesbythepercentageindicatedinthetable.
Source:IDC,January2014
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Synopsis
ThisIDCstudyprovidesasizingofthehumancapitalmanagement(HCM)applicationsmarketin2013
alongwitha20142018 forecast.Historicalandforecastrevenuedataisshownforthetotalworldwide
marketbygeographicregionandbyHCMsegmentandfortheUnitedStatesbyHCMsegment.
"Interestandinvestmentinhumancapitalmanagementsolutionscontinuetobestrong, outpacing
manyotherapplicationmarkets," saysLisaRowan,researchvicepresident,HR,TalentandLearning
StrategiesforIDC. "ThemarketforHCMsolutionsisahighlycompetitiveone.Toremaincompetitive,
suppliersareurgedtoconsiderfocusingonemployeeexperiencethroughthedeliveryofintuitiveuser
interfacesandeffectiveuseofsocialandmobiletechnologies."
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