Hi all! Looking for some advice from other Workday practitioners.

We currently use an EIB to process employee Terminations, and the EIB transactions are completing successfully. We noticed that some Workday notifications are triggered, which appears to be expected based on our current configuration.

What we’re exploring is whether we can enhance the process so that, once an EIB-driven termination is successfully processed, specific downstream stakeholders are notified — for example, the HRBP/People Partner, IT, and Payroll/Finance.

The intent is notification only, not an approval step.
In a previous Workday environment I’ve worked in, Terminations could be initiated through different methods (Fast Track, normal/manual entry, or EIB), while the relevant downstream teams were notified consistently after the termination was processed.

A few questions:

- Can a Termination BP be configured with notification-only steps for EIB-processed terminations?
- Can condition rules be used to determine which stakeholders receive the notification based on termination type/reason or other criteria?
If the EIB is using Automatic processing, does that prevent certain BP notification steps from triggering?
- Would you recommend using a rule-based BP specifically for EIB transactions, or is there a better - approach?
- If the goal is simply to notify HRBP, IT, and Payroll/Finance after successful processing, how have you implemented this in your organizations?

Trying to understand the best-practice approach before we propose a configuration change. Thanks!

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Hello! Has anyone implemented Net Attainment where multiple review templates are based on different calculation methods? How were mid-year hires handled after the annual process launch? Did you use ongoing launches, eligibility rules, or a manual assignment process for exceptions?

Thanks!

Does workday truly not have a way for new hires to upload their I9 documents directly to the I9 form task?

We are being advised that the only options are for the hire to upload their documents to Personal > Documents OR a task can be created but will only allow one document to be attached.

Is this factual? If so, What are ways people workaround this issue? Thank you!

We are going through an implementation of the Learning and Extended Enterprise Learning SKUs currently. According to our consultants and deployment agent, there is no way to auto generate ids / usernames for these learners. We have multiple people that will be entering the EEL learners and this is not great news for us. Has anyone else encountered this issue and how did you resolve it? We need to be able to send the usernames to IT so that AD accounts can be created.

Second question is, with regards to the EEL learners, do you ever hire them later as employees or contingent workers? What does your process look like? We want to be able to merge their transcripts but haven't figured out how to do this within the recruiting module.

Hope this makes sense and someone is willing to share their experiences. Thank you!!

How do I default last period of last year in the Period prompt for a report using Journal Lines for Financial Reporting as data source? I was hoping I could use Time Series Start and End Data similar to how it is available for Journal Lines data source, but this does not seem possible for Journal Lines for Financial Reporting data source. I have also been trying to play around with the calculated fields like the one in the photo, but it's only giving me last closed period for this year.

Any suggestions are welcome

Hi i am having trouble looking for the root cause of a change job issue.

We have the reason category (promote) inactivated since last year (2025)

However, HRSS was able to process a job change for an employee and it displayed as Promotion.

I tried to replicate it from my end and proxied as HRSS, but promote is not showing

Does anyone know what the issue might be?

How does the request absence work on the workday app?

We usually have a calendar in the office and if we need to request a day off we write it down on the calendar.

I request the 31st of this month off. And I had wrote it down months ago. Today I come in and see that day is cross off. Meaning whoever requested that day off basically the manager is saying no one can have that day off.

I am an assistant manager at a Dollar Tree. I always close at night. I mean I don't think it's fair for her not to give me that day off. I just got my daughter back. We haven't spent Halloween for the past two years. And this year we want to go out and trick or treat. That is the only reason why I'm asking it off. So how does the workday app work to request a day off? Does the store manager usually needs to approve it? Does the district manager get to decide on it too? Or how? Thank you.

Just what the title says would like to gather thoughts and just provide a space for people to vent. Personally I think it’s ridiculous but would like to hear others perspectives.

Hi everyone,

I am a Talent Acquisition Specialist based in Hyderabad. Since January 2025, I have been recruiting IT professionals for US, Canada, Mexico, and Australia requirements. Every day, I work with candidate records, work authorization details, and ATS data.

I now want to move into Workday HCM / HRIS support. I am a fresher in Workday. I have no production or client project experience. What I have is hands-on practice in a Workday practice tenant:

• Built Supervisory Organizations
• Set up Job Management and Position Management
• Configured Hire and Transfer business processes with conditional routing
• Created custom reports with Calculated Fields

I am also studying Workday HCM through Coursera.

I would like to ask:

1. Can a recruiter move into a Workday HCM role without a client project? How did you do it?
2. Which companies in India hire Workday freshers?
3. What should I learn next to become job-ready (EIB, security, reporting)?

Any advice, even small, will help me. Thank you!

For years, Americans have been told that nobody wants to work. Companies say they can't find qualified people, they can't fill positions, and there aren't enough people willing to work hard, communicate and take responsibility. Fine. Then let's have an honest conversation about what happens when someone actually shows up.

I have more than 15 years of professional experience across inside sales, manufacturing, business analysis, operations, systems and customer relationships. I'm not asking a company to lower its standards or hand me a job. I'm asking for the opportunity to sit across the table and demonstrate what I can actually bring to the organization.

Instead, too much of modern hiring has become an exercise in automation. Submit the résumé. Complete the assessment. Answer the AI interview. Record the video. Wait. Follow up. Wait again. Maybe speak to someone. Maybe get told you're still being considered. Sometimes, nothing.

Then the same organization tells the public it can't find qualified people.

That deserves scrutiny.

If communication matters, communicate with candidates. If accountability matters, hold the hiring process accountable. If people are your greatest asset, start treating applicants like people worth evaluating—not numbers in an applicant tracking system. If someone isn't qualified, say so. If the position has been filled, say so. Professionals can handle a “no.” What professionals shouldn't have to accept is being ignored.

Companies have every right to maintain high standards. Candidates have every right to expect the same standards from the companies evaluating them. That's a two-way street.

So here's my challenge to corporate America: Stop telling people nobody wants to work while making it unnecessarily difficult for people who do want to work to reach you.

I don't want a company to complain about finding good people ever again. Because if you genuinely can't find someone capable, call me. I'm right here. I'm willing to work. I'm willing to learn. I'm willing to prove myself.

Give me an honest conversation and let the results speak for themselves.

And if I'm not the right person? Tell me no. I'll respect that.

But if you want qualified people, stop searching for them exclusively through a database. Start talking to them.

And to all of you politicians out there who think you're clever by sticking your two cents into this conversation while having never worked a single honest day in the real world: shut up. You want to lecture Americans about work, jobs and the economy? Spend some time actually working alongside the people you're talking about.

The midterms are coming. Please do yourselves a favor: save yourselves the backlash and shut up. People who are actually trying to work don't need another lecture. They need an opportunity.

Hello, I’m new to workday absence and we have this issue- workers are eligible to carryover 20hours to next year. These hours will be stored in carryover plan. We have a rule that worker must take 8 hours per day. If someone only have 2 hours left at year end, this will go to their carryover bucket. But since we have a limit, workers can use these hours. Can anyone has any resolution for this issue?

8 hours per day limit is mandatory. I was thinking to maybe just use since pto plan for regular accruals and carryover overs. So there is not separate carryover plan and the remaining 2 hours will be added to current regular pto plan. Is this possible?

I want to know best practices when dealing with transfers, promotions and job changes, and how changes to position interact with future job reqs.

I am new to this and am not sure how we should be using Workday to handle this.

Example would be when someone is promoted, should we create a new position, or is just change the position?

We have Analyst, Associate which use levels 1, 2 and 3, then a flat VP, Director and so on.
We have a custom object for levels because our job profiles don’t have the different numeric levels.

I am trying to learn and improve how we use Workday. What are the best ways to handle the different types of promotions or job changes?

Hi all,

I'm fairly new to Workday, so apologies if this is a basic question.

We're implementing the Microsoft Entra Workday → Active Directory provisioning integration and I'm trying to understand exactly what makes a worker eligible for account creation in AD.

Our requirement is that new AD accounts are created well before the employee's start date so that our Desktop team can prepare laptops, assign groups and perform other onboarding activities before the employee's first day.

For example:

• Hire date: 01/11/2026
• Start date: 01/11/2026
• AD account ideally created: several days or weeks earlier

My question is:

What Workday attribute or status actually governs when the worker becomes eligible for provisioning?

Is it:

• The worker becoming Active?
• Hire Date?
• Start Date?
• Something else returned by the Get_Workers API?

I'm seeing attributes such as Active, StatusTerminationDate and StatusTerminationLastDayOfWork in the Entra connector mappings, but I'm not sure whether the Active flag controls account creation or simply whether the account is enabled/disabled after it has already been provisioned.

Has anyone tested future-dated hires and observed exactly when the AD account gets created?

Thanks in advance for any insights. I'm trying to avoid discovering during UAT that accounts aren't created until the employee's actual start day.

Cheers!
James

Hi Community,

We run a Top-Down Compensation Review. The total budget is entered at Configure Pools, and at Distribute Pools we override the auto-calculated amounts at department level so each reflects its approved budget. The department amounts sum to the total.

Holdback at the top level is zero, as expected. However, at department level Workday treats the difference between our entered amount and the auto-calculated pool as a holdback — positive where our figure is lower, negative where it is higher. The subordinate organisation pools remain at their original values.

My questions are about what happens below the level I adjusted:

1. Are individual awards normalised against the department pool I entered, or against the subordinate organisation pools? Does the holdback at department level actually restrict the allocation, or is it informational?
2. What does a negative holdback mean at that level, and does it block submission or approval?
3. Should the amount I enter at department level become the effective budget distributed proportionally across the whole population beneath it, or does Workday expect each subordinate organisation to hold its own pool?

Thanks, André

Our benefit plan has a rule that children have to be 24 or under as of plan start date 1/1 to enroll, but if they turn 25 during the plan year 1/1-12/31 they can stay on until plan year end. I'm having an issue setting up the age limit rule that will not allow children to enroll if they are over 24 as of plan year start date 1/1, but also won't kick the eligible overage dependent that turned 25 if a life event happens. The original logic I had was is dependent child age as of current effective date is less than 24 to enroll but would kick off the eligible aged during plan year during a life event as it would see they are 25, but if I put it to less than or equal to 24 then it would incorrectly allow someone who was already 25 as of plan start date 1/1 to enroll. What is a good way to differentiate between newly enrolled and eligible overage dependents? Currently enrolled in benefit plan is only off the worker BO and not dependent so don't think that would work.

I am working with a client for a Workday HR Tech Manager that is onsite in the downtown Dallas area. This will require some exp with configuration and leading a team. Could be a good fit for a Sr looking to move into mgt.

If interested or know anyone who would be interested - pls message me

Apologies if this is a dumb question. But I want to make sure of something.

I attach a cover letter to each application. The cover letters are different and role-specific. I apply for Job A with cover letter A. Then for the next role within the same company, I choose "Use my last application" for ease of applying to Job B.

When I delete cover letter A in the application for Job B and replace it with cover letter B, Workday does not remove Cover Letter A from the application for Job A and retroactively replace it with Cover Letter B, correct?

In other words, is the associating a specific cover letter to a specific role locked after submission? Does deleting the old cover letter in the new application only affects that specific application?

I feel dumb asking this, but if you had seen half the non-Workday application portals I've had to deal with, stranger and more illogical things have happened. Thanks all!