1 Talent Management Systems Customer Satisfaction 2011 Executive Summary Barb Arth, Principal Analyst December 2010 BERSIN & ASSOCIATES EXECUTIVE SUMMARY V.1.0
2 Talent Management Systems Customer Satisfaction The Bersin & Associates Membership Program This document is part of the Bersin & Associates Research Library. Our research is provided exclusively to organizational members of the Bersin & Associates Research Program. Member organizations have access to the largest library of learning and talent management related research available. In addition, members also receive a variety of products and services to enable talent-related transformation within their organizations, including: Research Access to an extensive selection of research reports, such as methodologies, process models and frameworks, and comprehensive industry studies and case studies; Benchmarking These services cover a wide spectrum of HR and L&D metrics, customized by industry and company size; Tools Comprehensive tools for HR and L&D professionals, including tools for benchmarking, vendor and system selection, program design, program implementation, change management and measurement; Analyst Support Via telephone or , our advisory services are supported by expert industry analysts who conduct our research; Strategic Advisory Services Expert support for custom-tailored projects; Member Roundtables A place where you can connect with other peers and industry leaders to discuss and learn about the latest industry trends and best practices; and, IMPACT Conference: The Business Of Talent Attendance at special sessions of our annual, best-practices IMPACT conference. Workshops Bersin & Associates analysts and advisors conduct onsite workshops on a wide range of topics to educate, inform and inspire HR and L&D professionals and leaders. For more information about our membership program, please visit us at
3 Talent Management Systems Customer Satisfaction TABLE OF CONTENTS Preface 4 Introduction 5 Customer Satisfaction Research Methodology 9 Analyzing Satisfaction by Market Segment 10 Customer Satisfaction Dimensions Studied 12 The Results 14 Five Key Trends 14 Seven Key Findings 15 Provider-by-Provider Results 16 Average Scores 18 How to Use These Results 19 Final Thoughts 21 Appendix I: Table of Figures 22 About Us 23 About This Research 23
4 Talent Management Systems Customer Satisfaction Preface ANALYSIS Our talent management research shows a clear and measurable link between the adoption of integrated talent management and improved business results. Our talent management research 1 shows a clear and measurable link between the adoption of integrated talent management and improved business results. Organizations understand this and, despite the recession of the last 18 months, continue to invest in integrated talent technology. Today s market for these systems, which is around $3 billion today (please read Talent Management Systems 2011 for detailed market data 2 ) is expected to grow by more than 10 percent next year. This report summarizes our comprehensive study of customer satisfaction with these systems. Our methodology focuses on four broad areas: Product Features, performance, ease of use; Implementation Speed, success, cost; Support Service levels, communication between vendor and customers; and, Business Partnership How well a vendor partners with their customers. The full research report on this topic will be published in December 2010 and will be published as an addendum to the Bersin & Associates Talent Management Systems 2011 Report 3, our keynote research on provider solutions and the overall market. 1 For more information, Talent Management Factbook 2010: Best Practices and Benchmarks in U.S. Talent Management, Bersin & Associates / Karen O Leonard and Stacey Harris, September Available to research members at or 2 This information is based on our current research on the topic of talent management systems, the report for which is due to be published Q For more information, Talent Management Systems Customer Satisfaction 2011: A Comprehensive Study of Customer Experience with Talent Management Systems, Bersin & Associates / Barb Arth, December Available to research members at or for purchase at
5 Talent Management Systems Customer Satisfaction Introduction Consistent with our inaugural research on this topic, this year s satisfaction survey (the second year of this research) was focused on customers experience and satisfaction with providers talent management systems, not human resource management systems (HRMS) 4. For clarification, we describe both these systems as follows. KEY POINT The goal of our customer satisfaction research is to give readers the tools they need to evaluate products and vendors. The talent management systems market encompasses enabling functionality for: Talent Acquisition Applicant tracking, recruitment and e-recruitment management (including the sourcing of active and passive candidates via employee referral, Web 2.0 5, social media forums, online career site applications, job-postings, et al), screening and assessment, onboarding, and internal career management; Performance Management Performance appraisal and goal management, including cascading goals 6, goal alignment and related employee development planning; 4 For more information about the HRMS market, please see, The State of Human Resource Management Systems, Bersin & Associates / Barb Arth, August Available to research members at 5 Web 2.0 refers to a second generation of web-based communities and hosted services (such as social-networking sites, wikis, folksonomies, weblogs / blogs, social bookmarking, podcasts, RSS feeds, social software, web application programming interfaces / APIs, and online web services), that aim to facilitate creativity, collaboration and sharing between users. Although the term suggests a new version of the World Wide Web, it does not refer to an update to any technical specifications, but to changes in the ways in which software developers and end-users use the web. 6 Cascading goals is the process of adopting goals at different levels within a company to ensure alignment between the organization s objectives and employees activities and goals.
6 Talent Management Systems Customer Satisfaction Succession Management High-performer 7 and high-potential 8 identification 9, development planning, internal career development, and coaching; Talent Profile Management Employee profile information, including job / salary / location codes, certifications, language fluencies, relocation preference, flight-risk status, employee skills / competencies / capabilities, career interests and the like; Compensation Management Base, variable, incentive and executive compensation components, as well as pay for performance, total rewards planning and global compensation management; Learning Management Traditional learning management, including e-learning and blended-learning management, informal learning, social collaboration software, certification, and customer and partner education; Workforce Management / Planning Activities needed to maintain a productive, ready-now workforce, including forecasting, calculation of staff requirements, organizing schedules, tracking real-time, performance of individuals and groups, work assignments, aligning employees with appropriate qualifications to the right jobs at the right time in the right place, and workforce optimization; and, Social Collaboration Online processes that enable multiple people to interact and share information for business purposes, including problem resolution, idea generation and prioritization of goals. In contrast, the human resource systems market encompasses technology that functions as the core system of record, housing and applying business rules for entry, validation, maintenance, historical data capture 7 A high performer is an employee who is a key contributor, demonstrates high performance, is capable of a lateral move, may be qualified for a broader role within the same profession. 8 A high-potential employee is an employee who has been identified as having the potential, ability and aspiration for successive leadership positions within the company. Often, these employees are provided with focused development as part of a succession plan and are referred to as HiPos. 9 For more information, High Potential Versus High Performance: What Is the Real Difference?, Bersin & Associates / Kim Lamoureux, July 11, Available to research members at
7 Talent Management Systems Customer Satisfaction and retention, security access, and presentation of the core HR data necessary for the administration and management of the employees of an organization. The core feature set and functionality supported by most HRMS providers include: Employee lifecycle transactions; Core employee identifying information; Employment information; Job, position and contract data; Location, department and supervisor; Compensation and grade level; Performance reviews; Education, competencies and language skills; Benefits eligibility, elections and dependents; Employee and manager self-service; and, Ad-hoc and standard reporting. KEY POINT In 2010, we have seen a flurry of mergers and acquisitions in the talent management systems market. This year, there has been a flurry of mergers and acquisitions (M&A) in this market. Examples of recent mergers and acquisitions, as well as some of the associated implications for integrated solutions include the following. StepStone acquired MrTed to expand its talent acquisition offering. ADP acquired Workscape for its compensation, benefits and employee portal capabilities. Kenexa acquired Salary.com to gain considerable depth in total rewards management. Taleo acquired Learn.com to bring learning to its suite. SuccessFactors acquired InfoHRm to make business analytics, as well as workforce planning and modeling, available and then acquired CubeTree to add social networking features. SumTotal acquired Softscape for its HRMS and talent management suite.
8 Talent Management Systems Customer Satisfaction The result of this M&A activity is a talent management systems market with a tremendous amount of innovation and change, as these providers (and hundreds more) evolve their solutions from best of breed 10 to fully integrated solutions that align with their customers talent strategies. Our research shows that most customers are not interested in point solutions any longer; they seek fully integrated solutions that align with their talent strategies. In fact, our research revealed that more than onethird of all respondents stated they are now willing to sacrifice advanced features to be able to purchase an end-to-end talent management system from a single vendor (up from only 14 percent last year). Figure 1: Heritage of the Talent Technology Providers Participating in This Study Talent Heritage Core HR Heritage Performance Management Talent Acquisition Management Learning Management ERP Halogen Sonar6 SuccessFactors icims StepStone Taleo Cornerstone OnDemand Learn.com Plateau Saba SumTotal Technomedia ADP Oracle PeopleSoft Peopleclick Authoia SAP Ultimate Software Source: Bersin & Associates, Like the explosive M&A activity we are seeing, the growth of the Software as a Service (SaaS) delivery model has picked up tremendously, as well. SaaS offers a new approach to buying and deploying talent technology. With SaaS, HR and IT managers can purchase software as needed without the requirement to install and customize it internally. In exchange, SaaS providers agree to take on larger responsibilities to continuously add new features, provide data integration tools, maintain high levels of performance and security, and deliver low-cost configurable interfaces. 10 A best-of-breed or ( point ) solution refers to a provider s solution coming from a heritage and having strong competence in a single talent process area, such as performance management, talent acquisition or learning.
9 Talent Management Systems Customer Satisfaction Customer Satisfaction Research Methodology The goal of our customer satisfaction research is to give readers the tools they need to evaluate products and vendors. Our research uncovered the potential issues in implementation, the types of questions to ask during the selection process, and a general sense of the strengths and limitations of each major talent technology provider. Initiated in the summer of 2010, this research represents our second annual customer experience research initiative. KEY POINT Survey respondents were asked to rate their provider s products, services and implementations in four specific service areas product quality, implementation, service and business partnership. Our methodology delivers actionable 11, accurate and validated information. We methodically collected large amounts of quantitative and qualitative data, which we carefully reviewed for accuracy. Our analysts discard any survey responses which were anonymous, may have been input by providers, or may have been provided by disgruntled employees or ex-customers. The comprehensive survey (quantitative) was distributed to hundreds of companies. We collected 715 survey responses from the customers of more than 40 talent technology providers. Additionally, we conducted interviews (qualitative) with more than 30 buyers, owners and / or implementers of talent management systems. We then analyzed this data in a variety of ways; we look for averages by vendor, by company size and by industry, and correlated against a variety of factors in organizational maturity. After analyzing all these results, we documented our findings for 17 providers (see Figure 2) whose customer responses were generalizable, predictive and valid. 11 Actionable information provides data that can be used to make specific business decisions. Actionable information is specific, consistent and credible.
10 Talent Management Systems Customer Satisfaction Figure 2: Talent Technology Providers ADP Cornerstone OnDemand Halogen icims Learn.com Oracle Peoplesoft Peopleclick Authoria Plateau Saba SAP Sonar6 StepStone SuccessFactors SumTotal Taleo Technomedia Ultimate Software Source: Bersin & Associates, Survey respondents were asked to rate their provider s products, services and implementations on a five-point scale (with one being the worst and five being the best) in four specific service areas product quality, implementation, service and business partnership (discussed later in this report). Analyzing Satisfaction by Market Segment KEY POINT Over the years, our research has consistently shown that successful software feature sets, and vendor implementation services and support needs vary widely based on company size. Over the years, our research has consistently shown that successful software feature sets, and vendor implementation services and support needs vary widely based on company size. To provide the fairest means possible for evaluating providers performance, we sorted and analyzed by market segment. Let us define the three market segments that we analyzed. Midmarket Organizations with fewer than 5,000 employees and less than $1 billion in revenues. This is the fastest-growing market for integrated talent management systems. These organizations often have very small IT and HR departments. They require pragmatic, easy-to-use and easy-to-deploy
11 Talent Management Systems Customer Satisfaction solutions. They typically prefer to buy a talent management solution that can be easily and fully integrated with the company s payroll and HRMS. KEY POINT While most talent technology providers claim to serve all markets, our research data shows that each provider best addresses the talent needs of only one (perhaps two) markets well. Enterprise Organizations with more than 5,000 employees and / or more than $1 billion in revenues. These organizations not only want to automate the programs they already have, they want to build new integrated processes, which include pay for performance, integrated performance management and succession planning, integrated development planning, or internal career management. Enterprises of this size need far more configuration capabilities from each talent process and require an integrated talent management suite to be implemented in phases, focusing primarily on one initiative at a time (e.g., performance management or learning management). Global Enterprise Organizations with more than 5,000 employees and / or more than $1 billion in revenues, with global / highly distributed and complex customers. These organizations are truly global in nature, with geographically distributed business units and governance. Their needs are very complex and their structures are matrixed. Applications must support numerous languages, multiple currencies, complex domain security and the ability for the application to be highly configured for each major geography. As large, global organizations seek to increase the sharing of talent globally and to align all employees with the business goals, they require integrated systems to support consistent, enterprisewide processes, data and reporting. While most talent technology providers claim to serve all markets, our research data shows that each provider best addresses the talent needs of only one (perhaps two) markets well. Based on the responses we received and our own understanding of these vendors core markets, they are categorized as follows (see Figure 3).
12 Talent Management Systems Customer Satisfaction Figure 3: Participating Providers* by Market Segment Segment Midmarket Enterprise Global Enterprise Participating Vendors Halogen ADP Oracle Peoplesoft Learn.com Cornerstone Peopleclick Authoria Sonar6 icims Plateau Ultimate Software StepStone Saba SuccessFactors SAP SumTotal Taleo Technomedia *Those listed are participating vendors, listed alphabetically, by segment. Source: Bersin & Associates, Customer Satisfaction Dimensions Studied Our research studied providers customers satisfaction in the following four areas. Product Quality How well does the product meet your functional needs? How easy is it for managers, employees, HR staff and administrators to use? How configurable is the system? How well does it perform under stress and load? Implementation How easy is it to install and configure the system to meet your needs? What level of consulting support does the provider offer? Does the provider offer a good roadmap and assistance to get started? How easy is it to integrate the system with all of your other technology systems? How long will it take you to get the system up and running? Service How well does the provider offer support and service? How do you communicate bugs and problems, and how quickly are these addressed? What level of responsiveness can you expect? Does the provider offer the right level of ongoing consulting services?
13 Talent Management Systems Customer Satisfaction Business Partnership How well does the provider understand your particular industry, business environment, talent challenges and HR process needs? What type of best-practice domain expertise does the provider offer to help you to do things in an optimized fashion? How easy is it to reach provider product people for input and direction? What other forms of support and collaboration does the provider offer to help you make the system a success? Figure 4: Four Customer Satisfaction Dimensions Studied Source: Bersin & Associates, Copyright 2010 Bersin & Associates. All rights reserved. Page 1
14 Talent Management Systems Customer Satisfaction The Results ANALYSIS Providers expertise in implementation consulting, project and change management, and service communications have the most direct impact on customers overall satisfaction and their willingness to recommend this vendor to other organizations. Our research findings showed that customer success and satisfaction with talent management systems are highly related to the provider s capability to act as a true business partner. Specifically, providers expertise in implementation consulting, project and change management, and service communications have the most direct impact on customers overall satisfaction and their willingness to recommend this vendor to other organizations. This demonstrates that technology buyers, while still not yet satisfied with product features and functionality (which customers describe as requisite to a provider making a shortlist), are looking beyond feature depth and breadth. Customers want providers who can help them implement a total solution (from planning to implementation to integration) and deliver on a technology roadmap that will support their long-term integrated talent strategies. They specifically want providers that have expertise in implementation and advisory support. Customers expect their providers to partner with them by helping them to understand best practices, implement a solution for today and give them ongoing enhancements to support their long-term rollout. Essentially, in today s market, customers are trying to bet on a company that can be a long-term partner. The following summarizes the five key trends and seven key findings that support these results. Five Key Trends Integrated Technology Platforms (rather than standalone / bestof-breed technology) Are a Customer Requirement Customers want an integrated platform that allows them to use the fewest possible vendors to implement a solution for recruiting, performance and succession, compensation, learning, and collaboration. Consolidation Is Occurring, but with Some Pain to Buyers (providers that have acquired other providers have less satisfied customers) To facilitate integrated technology offerings, providers are often merging and / or acquiring one another; vendors which acquire other companies have markedly lower satisfaction ratings than companies that built all of their own software internally, demonstrating the challenges of integrating acquired companies and products.
15 Talent Management Systems Customer Satisfaction SaaS Is the Preferred Deployment Model To bring down the cost of technology ownership and transfer ownership of system maintenance from the customer to the provider, Software as a Service is the predominant deployment model. Providers Are Demonstrating Innovation and Creativity to Build out or Acquire Feature and Functionality to Offer a Truly Integrated Solution Customers are still dissatisfied with feature and functionality depth and breadth, yet this is not a driver of satisfaction; rather, it is a provider s ticket to entry for customer consideration of the solution. Ease of use is a far bigger problem in today s systems than a lack of specific features. Technology Implementation and Talent Strategy Consulting Support from Providers Is a Customer Mandate Customers are asking for providers to act as a true business partner, not just a software vendor. Seven Key Findings KEY POINT Customers expect their providers to partner with them by helping them to understand best practices, implement a solution for today and give them ongoing enhancements to support their long-term rollout. Satisfaction Is Moderate and Widely Varying Customers feel that providers services, while not severely lacking, are uneven. There is a wide variation in customer satisfaction ratings by different vendors and those vendors that truly focus on support, service and consulting are outperforming those that focus more exclusively on the product itself. Smaller Customers Are More Satisfied Than Larger Customers Building the products and services that larger, complex organizations require is more challenging than addressing the needs of smaller customers that typically have fewer (if any) global or matrix requirements. Satisfaction Is Lowest with Learning Functionality As traditional learning approaches are giving way to more informal, blended, on-demand approaches often facilitated through social collaboration tools, customers are looking for providers to expand their learning functionality beyond the customary LMS functionality. Talent acquisition systems have the second-lowest satisfaction levels, primarily because these systems are older and must be completely reengineered to deal with the needs of social networking and new online recruiting services.
16 Talent Management Systems Customer Satisfaction A Well-Defined Process to Communicate Service Requests Is a Differentiator Customers expect vendors to have problems, but they do not tolerate poor communication. Vendors can better serve their customers needs by honestly communicating the status of issues, and then promptly closing open bugs and cases. Over a Typical Six- to Seven-Year Engagement with a Provider, Customer Satisfaction Rises and Falls There is a predictable cycle to satisfaction with these systems. In the first two years, customers are relatively happy (excited, in fact). After the second year, customer satisfaction plummets, driven by the realities of the enterprise rollout and the complexity of integrating the system with other HR applications. Over years three through six, the satisfaction rises as the customer better trains its users and develops a more mature implementation. Then around years seven and eight, the system becomes obsolete, the customer often becomes unhappy and considers switching vendors. The Satisfaction of Each Talent Module Is Relatively Low Customers are not significantly more or less satisfied with any one or more talent processes that are included in a provider s technology solution. Customers Expect Providers to Demonstrate Project and Change Management Expertise, as well as Domain Expertise As part of the implementation consulting support, customers are asking providers to own the implementation process and to lead it efficiently and effectively by demonstrating robust project and change management skills. Vendors that offer these services outperform those which do not. This is no longer a market of just software, it is a market of real solutions. Provider-by-Provider Results Of the 17 participating talent technology providers, in their respective market segments, Halogen, SuccessFactors and Technomedia are leaders in the four customer satisfaction areas measured. Additionally, Learn. com, icims, StepStone, Plateau and Taleo are outperformers. (See Figure 5.).
17 Talent Management Systems Customer Satisfaction Figure 5: Leaders and Outperformers by Market Segment Leaders (earned overall average scores above 4.0 and beat the segment average) Segments Midmarket Enterprise Global Enterprise Halogen SuccessFactors Technomedia Outperformers (beat the segment average) Segments Midmarket Enterprise Global Enterprise Learn.com icims Plateau StepStone Taleo Source: Bersin & Associates, Segment Leaders KEY POINT Halogen, SuccessFactors and Technomedia are the three segment leaders that have earned customer satisfaction results above other providers. Halogen, SuccessFactors and Technomedia these three leaders earned customer satisfaction results above other providers. This is the second consecutive year that Halogen has merited a top score, earning the leading position in the midmarket. This consistent level of satisfaction clearly demonstrates that the company has built a world-class solution and a highly customer-centric company. We would like to congratulate Halogen for this tremendous achievement. From a heritage of performance management, but with strong business analytics and social collaboration software, SuccessFactors recently added to its platform, emerging as the leader in the enterprise market. This company focuses heavily on product quality, ease of use and a simple implementation process that most companies can successfully use.
18 Talent Management Systems Customer Satisfaction Technomedia, a relatively newer player in the integrated talent management suite market (headquartered in Montreal, Canada), emerged as leader in the global enterprise market. While the company s market share is lower than that of many of its competitors (the company has fewer than 100 customers, albeit very large implementations), the company s implementation and service-oriented approach are highly regarded by its customers. As Technomedia expands its presence in the U.S., we expect the company to continue to deliver high levels of customer success. Segment Outperformers KEY POINT Learn.com icims, StepStone, Plateau and Taleo are outperformers (right behind the three segment leaders) in all service dimensions. Learn.com (newly acquired by Taleo), icims, StepStone, Plateau and Taleo are outperformers (right behind the three segment leaders) in all service dimensions. An outperform rating means that these vendors scored above average in satisfaction for all the providers in their respective market segments. Average Scores On a scale of one to five (with one being low and five being high), the average scores for each of the four customer satisfaction categories range from 3.60 to 3.73, with 5 as high. (See Figure 6.) Product quality received the highest and lowest scores overall; while features and functionality garnered the highest rating of 3.9, overall system performance received the lowest at 3.4. Figure 6: Average Scores across All Survey Respondents for Each Customer Satisfaction Dimension Product Quality Overall Features and Functionality 3.9 Ease of Use 3.6 Configurability 3.5 System Performance 3.4 Source: Bersin & Associates, 2010.
19 Talent Management Systems Customer Satisfaction Figure 6: Average Scores across All Survey Respondents for Each Customer Satisfaction Dimension (cont d) Implementation Overall Ease of Data Integration 3.7 Length of Time to Implement 3.6 Implementation Consulting Support 3.9 Service Overall Communications Process 3.6 Response on Service Tickets 3.8 Follow-through on Service Tickets 3.7 Business Partnership Overall Domain Expertise 3.7 Understands Business Needs 3.7 Input to Product Development 3.8 Source: Bersin & Associates, How to Use These Results KEY POINT While many of the participating solution providers in our research are excellent companies, not every solution is right for every buyer. Year after year, our HR systems research reveals continued adoption of HR technologies that bring value to organizations. To select the right provider, HR and IT managers must create detailed sets of user specifications, RFPs (requests for proposal) and demonstration scripts. Most buyers go through customized demonstrations, and meet frequently with provider sales representatives and executives. Ideally, they talk with references (many of which were hand-picked by the providers). While many of the participating solution providers in our research (as well as those providers whose data was insufficient to include in our research) are excellent companies, not every solution is right for every buyer. Moreover, there are provider-, product- and customer-
20 Talent Management Systems Customer Satisfaction ANALYSIS Our technology evaluation and selection research shows that the process of choosing a system is a combination of looking for the best product quality, a partnership approach and, ultimately, the best fit for your organization. related factors that influence satisfaction. Our technology evaluation and selection research shows that the process of choosing a system is a combination of looking for the best product quality, a partnership approach and, ultimately, the best fit for your organization. There is no perfect software company and all vendors must continue to add new features and capabilities to stay current with buyers needs. Customers learn from their implementation of these systems; vendors must design their organizations to enable them to listen to customers needs, and continuously evolve their products and services. The goal of this research is to make this process easier, providing guidance and additional clarity to organizations and individuals involved in evaluating and selecting talent technology. We share our survey results to help organizations benchmark their use of talent technologies, prioritize which applications to implement next and make the business case for them. In no way do we advocate making technology provider selections based solely on the survey results reported in this study. While this research will not necessarily help you pick the best solution for your individual organization s needs, it should give you new and unique insights into the performance of different vendors in their chosen markets. We will continue to conduct this research on a continuous basis, so we welcome inquiries from anyone about current vendor satisfaction performance as the market evolves.
21 Talent Management Systems Customer Satisfaction Final Thoughts We hope this research helps you plan, select and implement a talent management system with great success. The full report of detailed analysis and findings on this annual customer satisfaction research will be available at the end of Additionally, please watch for our Talent Management Systems Customer Satisfaction 2011 report in early As with all our research, we welcome your direct feedback and comments. This year, we have proactively collected ideas from both providers and customers to improve this very important research initiative. We are committed to incorporating thoughts and changes that will improve the overall experience and outputs. Please continue to offer your comments to us. We may be reached at Sincerely, Barb Arth Principal Analyst, Systems
22 Talent Management Systems Customer Satisfaction Appendix I: Table of Figures Figure 1: Heritage of the Talent Technology Providers Participating in This Study 8 Figure 2: Talent Technology Providers 10 Figure 3: Participating Providers by Market Segment 12 Figure 4: Four Customer Satisfaction Dimensions Studied 13 Figure 5: Leaders and Outperformers by Market Segment 17 Figure 6: Average Scores across All Survey Respondents for Each Customer Satisfaction Dimension 18
23 Talent Management Systems Customer Satisfaction About Us Bersin & Associates is the only research and advisory consulting firm focused solely on WhatWorks research in enterprise learning and talent management. With more than 25 years of experience in enterprise learning, technology and HR business processes, Bersin & Associates provides actionable, research-based services to help learning and HR managers and executives improve operational effectiveness and business impact. Bersin & Associates research members gain access to a comprehensive library of best practices, case studies, benchmarks and in-depth market analyses designed to help executives and practitioners make fast, effective decisions. Member benefits include: in-depth advisory services, access to proprietary webcasts and industry user groups, strategic workshops, and strategic consulting to improve operational effectiveness and business alignment. More than 3,500 organizations in a wide range of industries benefit from Bersin & Associates research and services. Bersin & Associates can be reached at or at (510) About This Research Copyright 2010 Bersin & Associates. All rights reserved. WhatWorks and related names such as Rapid e-learning: WhatWorks and The High-Impact Learning Organization are registered trademarks of Bersin & Associates. No materials from this study can be duplicated, copied, republished, or reused without written permission from Bersin & Associates. The information and forecasts contained in this report reflect the research and studied opinions of Bersin & Associates analysts.