WorkSimple is creating a revolution in performance management with the declaration of a Social Performance platform, which caters to the needs of employees and HR execs alike.
Social performance is becoming more crucial in today’s complex work environment as it encourages organizational and individual success through the channels in which the public spends the most of its time.
The PricewaterhouseCoopers’ (News - Alert) (PwC) 15th Annual Global CEO Survey suggested that in 2011, the productivity dropped sharply and employee engagement was poor. When massive investment is made in human capital analytics, the future of effective performance management depends on the rise of social performance platforms that disrupt the status quo.
Why did the company launch a Social Performance revolution?
Morgan Norman, cofounder and CEO at WorkSimple, the industry’s pure-play Social Performance Management provider, said in a statement that “WorkSimple’s industry-first innovations broaden the reach of Social Performance and change the rules of the talent management game. Our next-generation platforms are driving a new age in social technology that’s easier for employees to adopt, more engaging, and puts an end to dread performance reviews.”
Whether it’s Salesforce.com, Oracle, SAP (News - Alert) or even smaller niche players, the most modern enterprise apps are not particularly engaging and employees are demanding social collaboration, real-time feedback and dynamic recognition.
Social Performance is addressing the requirement of agile organizations – and fulfilling an age-old pursuit of HR and leadership – by making work more fun and engaging with feedback, recognition and clear results.
"U.S. business leaders face a significant challenge as they work to achieve aggressive growth targets with a workforce that is already stretched thin," said Katie Lemaire, vice president of Hay Group. "To fully harness the power of their employees, executives need to take a fresh look at how performance is really managed to ensure people are enabled to drive organizational performance."
Edited by Braden Becker