Change ImpactsUpdated: 6/14/18

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Changes associated with Absence - ITopic Current State In Workday Change Implication

Time off and protected leave requests

Vacation or sick leave are “automatically” associated with protected leave if required

In Workday there is no association between requested leave and protected leave; individuals must request both types of leave independently if needed

It may appear to employees that they are doing double work to request protected leave; paid or unpaid leave is requested initially then protected leave is requested; employees need to know to request both

Leave types appear in English not codes

Codes used in payroll are shown and employees must know what each code means

Codes are not used; instead time off plans will appear in English with codes as a reference

Employees don't have to memorize code or need a look-up sheet to understand what they are seeing

Records are digital and move with the employee

FMLA/OFLA coordinators maintain files which are sometimes provided to the employee’s next hiring organization

When an employee moves from one agency to another - view and access rights to FMLA/OFLA information are terminated for the sending agency and provided to the receiving agency

Electronic employee files simplify the tracking of employee information and ensure that only people with a right to know can see the information; existing paper files may transfer with the employee

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Changes associated with Absence - IITopic Current State In Workday Change Implication

Transparency to eligible time off Currently eligibility is reported separately from time off; employees cannot easily see the time off they are eligible to take

Time off and eligibility will both show on the time off calendar

Employees will be able to see their balances without special requests and will be able to forecast unprotected leave

Audit trail of time off request and approval process

Manager can deny time off without any written record explaining why; employees can request time off in many ways (verbal, email, notes, etc.)

A record of the time off request, when it was requested, who reviewed and approved it, why it was denied, and when time off was approved or denied exists

Greater transparency to time off is available; a full audit trail will be available for reporting; managers can see all time off for employees in a calendar view; employees can see why a request is denied or where their request is in the approval process

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Changes associated with Compensation

Topic Current State In Workday Change Implication

Showing eligible comp plans and amounts on Worker Profile

Employee sees only their total pay on their paystub

Employee will see all compensation, merit, or allowance plans they are eligible for on their profile

Employees will have more transparency to the plans that have been assigned to them

Pay equity information – ability to access education and experience

Currently it is difficult to find this information because it is kept in a variety of places and not centralized

Appropriate roles will be able to pull education and experience information from Workday for pay equity analysis

Getting information is easier because it is stored in Workday; however, employees will still need to keep education information current

Allowance Plans Currently the allowance plan is not always removed on time; as a result employees may owe the state back wages

In Workday the start and end date of an allowance plan can be managed and audited to ensure that it is removed appropriately.

Electronic tracking and reporting on this makes end dates more transparent; fewer instances of employees owing the state back wages should occur

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Changes associated with IT - ITopic Current State In Workday Change Implication

Agency extracts Currently data comes out of PPDB

Agency extract files are available to allow agencies a planned process for getting data that was in PPDB and is now in Workday. These files are for accommodating the orderly decommissioning of duplicative systems. Three agency extract files are available: • full employee (daily), • changes to employees (daily),• position data (weekly). Data provided from WD is – as best it can – converted to a PPDB look alike. However some fields will require analysis and changes at the agency level.

Extracts are not in the same field/order as what they get now; have to reengineer for data from a new source. Need to use Workday as much as possible

Position budgeting data

PICS is the database for position budgeting

PICS will still be active at go live and active through the biennium. Position execution is loaded into Workday.

Maintaining the current position budgeting process. But we have to create an integration to/from PICS

Reporting Pull data out of shadow systems, PICS and PPDB

Robust reports will come out of Workday. Managers will have configurable dashboards

Managers are empowered with information, and the ability to work with transparent and real-time data; employee knowledge of data, analytics, and training to pull the data will be needed

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Changes associated with IT - IITopic Current State In Workday Change Implication

Infrastructure firewalls

Current agency firewalls may not allow Workday to be accessed by everyone

Agencies will access Workday through current firewalls tied to the State Data Center (SDC). SDC provides enterprise web access. Agencies wanting continuity extract will need to access the new AIX integrations server.

Improves accessibility; may require additional bandwidth

Employees in the field Employees may use paper processes and shadow systems

Agencies will have the means to access Workday in the field (if they choose to) or have a surrogate at the base who enters information on behalf of employees and managers

All employees have access to Workday; not all employees have access to a computer or Wi-Fi for work purposes

Web services Agencies use extracts to crosswalk data back to what is needed by agencies

The goal is to have agencies utilize web services. IBM is assessing security to determine if we can properly limit agency access to that agency specific data.

When they reengineer their systems they need to know how to use web services - need to pull native data in a format they can use – or pull data in some kind of report output, e.g. pipe delimited, xml, etc.

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Changes associated with Payroll - ITopic Current State In Workday Change Implication

Time off requests Time off requests are submitted on paper; approval works differently at different agencies

Time off requests are submitted in Workday and will be approved by managers uniformly across the state

If the time sheet and time off requested in Workday do not match, employees and managers will work together to determine which needs to be fixed OPSA or Workday

Time keeping and time off requests

Time off is tracked in OSPA, either in eTime, time sheet, or other system

Time off requests will be done in Workday and the time off taken still tracked in OSPA

Time keeping doesn't change, but your time off request process does; requests are done in Workday

W-4 and direct deposit

W-4 and direct deposit are submitted on paper forms

W-4 and direct deposit is done by the employee through employee self-service (ESS) in Workday

Employees have the ability to complete personal actions in Workday such as change withholdings (W-4) and direct deposit

Personal information changes

Personal information changes, name and address, are submitted by paper

Employees can initiate personal information changes in Workday, some will have a to-do for the employee

Electronic files simplify the tracking of employee information and ensure that only people with a right to know see information

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Changes associated with Payroll - II

Topic Current State In Workday Change Implication

Manager process Paper forms for personnelchanges are sent from HR

Work out of class and work differentials occur within Workday

Managers will need to be aware that personnel actions will come to the Workday inbox and that action is needed

Resignation process Employee talk to their manager about resignation and the manager would start the process

An employee can initiate their own resignation in Workday

Workday does not replace conversations with a manager; managers should be more aware of personnel changes

HR/Payroll changes All personnel actions are paper processes

Personnel actions and information that affect payroll, will now be recorded in Workday

Managers/HR Partners need to be clear on timing and accuracy of changes that will affect payroll

Access to personnel information

Payroll has view access to PPDB Payroll has view access to Workday More real-time data/ up-to-date information, and reports will be available to payroll; payroll will need to know where and how to find the information they need

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Changes associated with Recruiting - I Topic Current State In Workday Change Implication

Requisition in Workday holds the job posting

Manager creates a requisition, routing though necessary approvals and the recruiter creates the job posting and exam plan.

The requisition includes the job posting information. A single requisitionbusiness process assumes the manager has already gotten appropriate approvals to fill the position when the requisition is submitted.

All approvals required for posting a position will need to be obtained prior to completing the requisition in Workday; managers will need to know what approvals are required.

Editing a job posting Recruiters can edit job postings on the fly, they do not have to unpost and repost after editing.

In Workday recruiters will unpost the requisition, make the changes to the job posting and repost.

This process takes additional steps which can translate to a longer time to execute the task.

Job posting branding Agencies use different branding based on the position advertised; they can include images within the posting.

Workday requires a single statewide branding approach; agencies will not be able to customize their postings.

Job postings will have a statewide brand emphasizing that the state of Oregon is one employer.

Email verification Candidates can create an account without email validation.

A candidate’s email must be validated before they can create an account to apply for a job opening.

Managers and recruiters will havevalid email addresses to communicate with candidates.

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Changes associated with Recruiting - II Topic Current State In Workday Change Implication

Veterans preference documents

Veterans preference documentation can be uploaded by the candidate and will be available each time they apply.

Candidates will self-identify as veterans in the application. Recruiters will review input against a report and if not previously awarded, will request documents and update the profile.

Each time a veteran applies to a job with the state, their status will need to be manually verified via a report.

Mandatory priority lists

Mandatory priority lists are checked and attached to the requisition based on preference and order.

Mandatory priority lists will be a report that will be checked, candidates will be attached to a requisition based on preference and order.

Recruiters will run the Mandatory Priority List report and review candidates based on selections. If a candidate is found, Recruiters will create an application for the requisition under recruitment.

Ongoing recruitments – Utilizing the pool of candidates for multiple openings.

Ongoing recruitments are used to create a pool of candidates. This allows Recruiters to refer candidates for considerationon many eligible lists at the same time (e.g. Firefighter; Corrections Officer; etc.). You tie multiple requisitions to a posting and utilize the pool of candidates.

Evergreen requisitions (ongoing recruitments) - candidates can only be referred to one requisition at a time. To refer to multiple requisitions, an application will need to be created for the applicant on the requisition you want to forward them to (e.g. referring to a requisition for Bend at the same time as a requisition for Ontario).

An application will need to be duplicated to refer to multiple requisitions vs. currently being able to forward to multiple requisitions at the same time. Additionally, the questions are not answered when creating a new application from an Evergreen (i.e. only the base application will appear on the new application).

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Changes associated with Recruiting - III Topic Current State In Workday Change Implication

Application questions Recruiters can add questions to a recruitment in an ad hoc fashion, allowing for easy tailoring of a recruitment. There are no limits to the number of questions and the limit of answers is higher than what a normal recruitment would need.

Recruiters will have the ability to create questions and questionnaires, however, the creation and use of questions and questionnaires is more limiting (questions per questionnaire and answer selections). Additionally, questions cannot currently be added in an ad hoc fashion to a recruitment

Creation of questions and questionnaires is more limiting. Once a question or questionnaire is in use, changes to a questionnaire will require creating a new one.

Candidate screening Questions screened for minimum qualifications and knocked out based on scoring plan.

Questions will be asked to be able to screen for appropriate qualifications.

Focus will be on screening for overall qualifications of the job, not specific on knocking out persons for minimum qualifications.

Interview scheduling Applicants self-schedule interviews from a set of dates and times.

Interview scheduling may be done in a variety of ways, such as via email, telephone or third party software (Interview Stream/Vidcruiter)

Without self- scheduling, this may return a workload that was previously automated.

Electronic offer letter Mostly done outside the system as a Word document.

The offer letter is generated and the recruiter can view it while making the offer to the applicant on the phone.

Electronic offer letters streamline the process and contribute to a common look and branding of the letters.

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Topic Current State In Workday Change Implication

Resume parsing This functionality is currently not available.

Applicants will now have the ability to drop and drag their resume into theirapplication and have many of the fields filled in for them.

Applicants will be able to fill out the application much quicker and it can be used when applying to future job postings.

Reference checks The documentation of reference checks is currently done outside of the system.

Reference checks can now be documented in the system and are kept within each of the requisitions.

This will no longer be separatepieces of paper that may or may not get attached to an exam plan.

Pre-employmentchecks

These are mostly done outside of the system.

The pre-employment checks can be documented within the system and will be accessible through the requisition.

This information will now be housed within the requisition and will not be a separate step done outside of the system.

Candidate flow Currently it is very difficult to see at which point candidates are disqualified during the recruitment process.

Recruiters and hiring managers havethe ability to look at the candidate grid to see where the candidates are in the recruitment process.

Recruiters and managers will be able to quickly assess how the recruitment is going and have statistics on precisely where candidates are disqualified.

Changes associated with Recruiting - IV

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Changes associated with ReportingTopic Current State In Workday Change Implication

Historical information Some information currently lives in ancillary systems, some information is in PPDB

In Workday employees will have access to work history from PPDB

Not all historical information will be in Workday for the purposes of reporting

Report writer Agencies with appropriate ancillary systems make their own reports but other agencies rely on DAS reports

State agencies will have access to standard reports in Workday

Data will be centralized; agencies will have access to standard reports as well as have ability to create their own agency specific reports

Analytics Analysis done today is done manually, unless the agency has their own system

Workday has reporting, analytics, and audit trails built in; data will be easier to access

Centralized data provides: transparency and access to information

Real-time updates Data is not real-time Updates made in Workday are real-time Reports are dynamic. Information is current

Report Delivery Reports are created by having someone pull the raw data out of PPDB and then manually format it in Excel

Standard reports are included in Workday. Data is real-time. If desired you can download data into Excel for formatting

Managers will have access to standard management reports

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Changes associated with SafetyTopic Current State In Workday Change Implication

Various systems statewide Some agencies have well developed systems for managing safety; agencies differ on what systems they use and how detailed safety incident reporting should be

Workday is the one system of record for safety for all state agencies.

Smaller agencies without safety systems may benefit from Workday safety functionality

All records move with the employee

Someone packs up a big paper file and sends it to the new agency, maybe; the file may not contain all the records

All electronic records move with the employee in Workday; the old agency no longer has access to former employee’s records

The new safety manager can see the electronic audit trail for safety incidents

OSHA 300 & 300A report Agencies use their own reporting systems to create their own OSHA 300 & 300A logs

Workday provides a report for OSHA 300 and 300A logs

State of Oregon will have a standard report statewide and be able to access this information

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Changes associated with Security

Topic Current State In Workday Change Implication

Security, role mapping There are limited roles within the PPDB system; few people have access to PPDB

Everyone will have access to Workday; the extent of your access depends on your security and role

Employees will have access to see their own data and will manage some data. Managers will have direct access to appropriate employee information. Security will control who sees and does what. Some security role assignments will be managed at the agency level

Visibility to employee information

Honor system - only touch your organizations information because you "shouldn’t" touch others

Electronic information is available to appropriate persons based on security including information from previous agencies

State of Oregon is able to act as one employer. Managers will have access to their employees’ electronic statewide history.

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Changes associated with Talent and Performance - ITopic Current State In Workday Change Implication

Data integrity between iLearn and Workday

No data is shared today; today information is voluntary

Manager will have access to talent information (skills, competencies, and training transcripts) in Workday. Information can be used for workforce planning, succession planning, talent data

Managers will be able to see the information in one place (Workday). Skills and competencies will need to be added to existing iLearn courses

Certifications and licenses Certification and license information is kept in ancillary systems

Workday will consolidate certification and license information into one statewide system, becoming the system of record; finding employees with a specific license or certification becomes easier

A statewide view of certifications and licenses is possible; ancillary systems are no longer needed

Add additional reviewers Not available today Managers and HR can add up to three additional reviewers to performance reviews

Enables a wider view of employee performance

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Changes associated with Talent and Performance - IITopic Current State In Workday Change Implication

Qualifications associated with a position

No easy way for an employee to identify talent related qualifications, needed for a job

Employees will be able to view their qualifications (certifications, competencies, education, work experience, languages, responsibilities, skills, and trainings). They can also directly compare their qualifications to those required for any position in Workday. They can also see where people progressed from their current job classification.

Employees will be empowered to do their own career pathing; people can identify their own talent gaps and initiate an Individual Development Plan to address gaps

Performance review process differs by agency

Current process is paper based; there is no automatic reminder or accountability to perform reviews annually

Workday provides a common, electronic format to document a review and posts a reminder when a review should be completed

Transparency and accountability increase with Workday; reports indicate when performance reviews are overdue

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Changes associated with Talent and Performance - IIITopic Current State In Workday Change Implication

Succession planning No easy way for employees to identify talent related qualifications needed for future jobs or for managers to identify future talent needs to perform succession planning

Workday will provide a common place to look for talent related qualifications, to fulfill a staffing need, e.g., a supervisor in need of emergency road operations personnel can search in Workday to identify people with the appropriate qualifications. Agencies will be able to use these tools to succession plan at all levels of the organization

With a statewide, common place to find talent data, managers can more easily find persons with the right qualifications to fill empty positions. Leaders will be capable of performing succession planning with information from Workday

Indicate job interests/relocation interests

Some agencies (like DHS) have ongoing "file" recruitments in NeoGov to create a geographic interest list. Otherwise this information is not captured

Employees will be able to note, within Workday, job and location interests. Hiring managers with the appropriate security rights will be able to see these preferences and act on them

Provides employees with an opportunity to relocate to a preferred location; some agencies may find this helpful to capture. Employees can see locations at other agencies which might lead to increased turnover in the short term

Opportunity graph Cannot do this today Workday will be able to show the career paths of people who have been in your classification

Employees are empowered to plan their own career path. People can identify their own talent gaps and map gaps to training

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Changes associated with Talent and Performance - IVTopic Current State In Workday Change Implication

Development plan Paper process - manager and employee together recall the last year; then they put together a training plan that will be helpful and set it as a goal

Employees and managers create individual development plans that are integrated with the performance review process; results are reviewed as part of the annual review process

Integration of the review and development processes make talent gaps easier to identify and address; managers identify courses in iLearn that have specific skills and competencies to address the talent gap. Course transcript records feed into Workday

Bank of skills and competencies

No centralized database of skills or competencies; they are hidden in the job classification specifications (PDFs); not searchable

Skills and competencies will be searchable and comparable between jobs

Recruiters can search for actual skills and competencies in reports that find candidates or workers. Competencies and skills gained from training in iLearn will “automatically” be added to Workday

Disciplinary Action This is a paper process today Disciplinary action is documented electronically in Workday; all content is auditable; managers need to follow policy and CBA

Disciplinary actions follow the employee electronically; hiring managers and HR can see past disciplinary actions; content is auditable, managers must be aware of what information is documented

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Changes associated with Talent and Performance - VTopic Current State In Workday Change Implication

Mentor/mentee Informal process Have the ability to chat and share documents in Workday and establish a dotted line relationship to a mentor

People will have an automated way to document a mentor/mentee relationship

Feedback polls Cannot do this today Automated exchange of feedback between employees, manager, peers, etc.

This information can be pulled into the performance review process

Ability to do self-evaluations

May be a paper process today Self-evaluations are an electronic process integrated with performance reviews

Information can be pulled into the performance review process

Organizational goals/agency core values

Some agencies have a paper process today

Organizational goals/agency core values can be managed in Workday

Employees will be able to associate skills and competencies with organizational goals/agency core values

Talent profile Beyond employee job application information the state does not collect and store this information

Workday will use the talent information of an applicant that is hired to start a talent profile. If the employee switches positions, their talent profile follows them

The talent profile follows the employee throughout their state career, eliminating duplicate work

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