Tennis is an elegant and simple sport. Players stand on opposite sides of a rectangle, divided by a net that can’t be crossed. The gameplay is full of invisible geometry: Viewers might trace parabolas, angles, and lines depending on how the players move and where they hit the ball. It’s an ideal representation of conflict, a perfect stage for pitting one competitor against another, so it’s no wonder that the game comes to stand in for all sorts of different things off the court.

The “Battle of Sexes” match in 1973, between Billie Jean King and then-retired Bobby Riggs, has since been mythologized as a turning point for women’s sports. If the social allegory of the Ashe-Graeber match was subtextual, the one in this spectacle—which ended in a decisive victory for King over the cartoonishly chauvinistic Riggs—was glaringly explicit. At a time when women’s liberation was becoming a force that threw all sorts of conventions into question, and plenty of people were for or against the gains of the movement, seeing the debate represented by a game of tennis surely had a comforting appeal. For those with more regressive beliefs, rooting for Bobby was certainly easier than really articulating a justification for maintaining massive pay disparities between men and women, both within and outside of professional tennis.

Within their love triangle, tension arises with the dawning recognition that in a one-on-one sport, there’s always another person who doesn’t have a place on the court. Save for the night they meet, when Tashi induces Art and Patrick to kiss each other for her entertainment, the three of them rarely engage with one another at the same time: Someone is always watching from the stands, whether literally or metaphorically.

During Patrick and Tashi’s brief romance, a post-coital conversation seamlessly transitions into a discussion about Patrick’s poor performance as a pro, and eventually becomes a referendum on why their relationship doesn’t work. Confused, and trying to make sense of it all as their banter swiftly changes definitions, Patrick asks: “Are we still talking about tennis?” “We’re always talking about tennis,” Tashi replies. Frustrated, Patrick tersely retorts: “Can we not?”

As the linguists George Lakoff and Mark Johnson argue in their 1980 book,Metaphors We Live By, “Our ordinary conceptual system, in terms of which we both think and act, is fundamentally metaphorical in nature.” In other words, we’re always talking about things in terms of other things—even if it’s not always as obvious as it is in Challengers. Metaphors are more than just a poetic device; they’re fundamental to the way language is structured.

No matter what issue is at stake, or how grand it may be, it can always be reduced to an individual’s performance on the court.

While Patrick is still dating Tashi, and Art is transparently trying to steal his best friend’s girl, Patrick playfully accuses Art of playing “percentage tennis”—a patient strategy of hitting low-risk shots and waiting for your opponent to mess up

Art asks for Tashi’s permission to retire once the season is over. Art knows that this would be the end of their professional relationship—he would no longer be able to play dutiful pupil to Tashi. But it might also be the end of whatever spark animated their love in the first place, as you can’t play “good fucking tennis” in retirement. Tashi says she will leave Art if he doesn’t beat Patrick in the final. Tired of playing, but unable to escape the game, Art curls up in his wife’s lap and cries.

LinkedIn, Reddit, and Blind abound with enraged job applicants and employees sharing tales of how difficult it is to book paid leave, how Kafkaesque it is to file an expense, how nerve-racking it is to close out a project. "I simply hate Workday. Fuck them and those who insist on using it for recruitment," one Reddit user wrote. "Everything is non-intuitive, so even the simplest tasks leave me scratching my head," wrote another. "Keeping notes on index cards would be more effective." Every HR professional and hiring manager I spoke with — whose lives are supposedly made easier by Workday — described Workday with a sense of cosmic exasperation.

If candidates hate Workday, if employees hate Workday, if HR people and managers processing and assessing those candidates and employees through Workday hate Workday — if Workday is the most annoying part of so many workers' workdays — how is Workday everywhere? How did a software provider so widely loathed become a mainstay of the modern workplace?

This is a saying in systems thinking: The purpose of a system is what it does (POSIWID), not what it fails to do. And the reality is that what Workday — and its many despised competitors — does for organizations is far more important than the anguish it causes everyone else.

In 1988, PeopleSoft, backed by IBM, built the first fully fledged Human Resources Information System. In 2004, Oracle acquired PeopleSoft for $10.3 billion. One of its founders, David Duffield, then started a new company that upgraded PeopleSoft's model to near limitless cloud-based storage — giving birth to Workday, the intractable nepo baby of HR software.

Workday is indifferent to our suffering in a job hunt, because we aren't Workday's clients, companies are. And these companies — from AT&T to Bank of America to Teladoc — have little incentive to care about your application experience, because if you didn't get the job, you're not their responsibility. For a company hiring and onboarding on a global scale, it is simply easier to screen fewer candidates if the result is still a single hire.

A search on a job board can return hundreds of listings for in-house Workday consultants: IT and engineering professionals hired to fix the software promising to fix processes.

For recruiters, Workday also lacks basic user-interface flexibility. When you promise ease-of-use and simplicity, you must deliver on the most basic user interactions. And yet: Sometimes searching for a candidate, or locating a candidate's status feels impossible. This happens outside of recruiting, too, where locating or attaching a boss's email to approve an expense sheet is complicated by the process, not streamlined. Bureaucratic hell is always about one person's ease coming at the cost of someone else's frustration, time wasted, and busy work. Workday makes no exceptions.

Workday touts its ability to track employee performance by collecting data and marking results, but it is employees who must spend time inputting this data. A creative director at a Fortune 500 company told me how in less than two years his company went "from annual reviews to twice-annual reviews to quarterly reviews to quarterly reviews plus separate twice-annual reviews." At each interval higher-ups pressed HR for more data, because they wanted what they'd paid for with Workday: more work product. With a press of a button, HR could provide that, but the entire company suffered thousands more hours of busy work. Automation made it too easy to do too much. (Workday's "customers choose the frequency at which they conduct reviews, not Workday," said the spokesperson.)

At the scale of a large company, this is simply too much work to expect a few people to do and far too user-specific to expect automation to handle well. It's why Workday can be the worst while still allowing that Paychex is the worst, Paycom is the worst, Paycor is the worst, and Dayforce is the worst. "HR software sucking" is a big tent.

Workday finds itself between enshittification steps two and three. The platform once made things faster, simpler for workers. But today it abuses workers by cutting corners on job-application and reimbursement procedures. In the process, it provides the value of a one-stop HR shop to its paying customers. It seems it's only a matter of time before Workday and its competitors try to split the difference and cut those same corners with the accounts that pay their bills.

Workday reveals what's important to the people who run Fortune 500 companies: easily and conveniently distributing busy work across large workforces. This is done with the arbitrary and perfunctory performance of work tasks (like excessive reviews) and with the throttling of momentum by making finance and HR tasks difficult. If your expenses and reimbursements are difficult to file, that's OK, because the people above you don't actually care if you get reimbursed. If it takes applicants 128% longer to apply, the people who implemented Workday don't really care. Throttling applicants is perhaps not intentional, but it's good for the company.