Hello everyone and thank you for attending today's webinar. The C-Suite data advantage how workday executives reduce costs and make better decisions using planning and Analytics. My name is Amanda Brown and I'm part of the marketing team here at work day. I just wanted to take a moment before we start to give a special thanks to everyone who's joining today. We hope you and your families are staying safe and healthy. We recognize that these are unusually difficult and uncertain times. We really appreciate you taking the time to join us. In fact, we're we're glad to have you. There are quite a few people on today's session and we're happy to see everyone in the virtual sense as we know, many of us are social distancing. We hope you find today's weather informative. So this webinar is part of the looking forward with work day webinar series which was designed to give you insight into how your organization can do more with work day, including additional ways part and we support how you manage your people and your business. Before we begin, I want to cover a few housekeeping items at the bottom of your screen is a great bar with multiple application widgets. All the widgets are resizeable and movable, so you can move them around to get the most out of your desktop space. Help is all the way on the left. It's where you can find tips for common technical issues may experience. The slide should already be open. You can expand them with arrows at the top right corner if you like to make that area bigger, the media player is also already open. That's where audio will come through. Today we had quite a few people on the session, so everyone's on the line is muted, but we encourage you to use QA throughout the session to submit any questions you might have. And that's not all speech bubble with a question mark there in the center. Do you know that we will try to address questions during the session if we can't get to them? We do capture all the questions as well, so if we're not able to respond either during the session or in Kunitz, and we do capture everything as well and will respond over the course of the next few days. I'd also like to mention that there's a resources list open to the upper right. You can find additional materials related to planning and Analytics there, so we encourage you to download any resources or link she might find useful. There's also a link there to register for upcoming dates of the looking forward with work day series. I would also like to note that a recording of the session will be available in approximately 24 hours and can be accessed using the same link you used to join the session today. And if you have a few moments at the end of the session, we also encourage you to take the survey. There's a little icon at the speech bubble with few lines all the way at the bottom right. That provides feedback for us about other topics you're interested in hearing about how we can improve our webinars. It's very helpful, so I encourage you to take a few moments toward the end of the session to provide that feedback. And I also like to note this web and army have forward looking statements so that the sender Safe Harbor Agreement. Thanks again for joining us and I'd like to introduce today's speakers. We're joined by Robin Cisco Co President. Greg Pryor, SCP of leadership and organizational effectiveness. Chiarina senior director of Finance and Kennedy deci seems director of corporate financial planning and analysis. Robin Greg Kite Henry. Thanks for joining us with that. I'm going to pass things over to Robin. Thank you, Amanda. Yeah well things I love about my job is I get to speak with a lot of customers and I get a lot of questions from them. As you can imagine, I often get questions around how HR, Accounting and FP and a work together to deliver value to the organization. I also get questions around the product such as what is the role of technologies like workday, prism analytics and adaptive planning and how does it work with our financial management in HTM systems? So today we brought together a team of my friends and colleagues to share our experiences running on our own systems. Enter be responsive and relevant to the global health situation we're facing today. We've oriented our discussion in two chapters. First will share our experience responding to COVID-19 and then discuss some more commonplace event emanet. And Lastly, as Amanda mentioned, will open it up to your questions. As leaders, we routinely encounter situations that we don't anticipate and it's times like these when we have to stand true to our mission and our core values. It's also precisely in these situations where encouraging initiative and decision making at all levels of our organization, and they are the most fruit. Empowering our people because they are in the best position to come up with creative ways to respond to unanticipated needs and manage continuity to learn, recover and emerge stronger and to thrive in the next new normal. So let's get started. I'm now going to turn it over to Greg to talk more about trends and data. Great thank you Robin and end up and appreciate and thank you as Amanda and Robin said to everyone joining us especially are amazing customers on the frontline. Those in healthcare Pharmaceuticals and and the retail industry. Thank you for all of your leadership as we get ready to share as we had talked about some of the ways that we wouldn't work. They are not only responding to the global health crisis but also in a more day-to-day situation dealing with mergers and acquisitions. I thought it would be helpful to just take a couple of moments that set the context with some of the trends that we're seeing. In in the democratization of data, as a way to frame some of our discussion today and at the end of the day, we really believe that these opportunities are allowing us to augment the decisions that we all make, either as human capital professionals, finance or business leaders so that we can elevate the essential human skills, and this combination is really where a big part of where we see the future and so just a frame or paint. The context as we get into this, we see four fundamental elements that are true. More often, I think true across industry. The first is the access to now accurate and connected data, which I'll talk a little bit more about. Obviously through workdays power of one, but that's in allowing us an enabling us to distribute that information to the edges, and will all show some examples today about what that looks like and get some very specific in practical applications and stories, and ultimately that I really believe increasing and elevating the role that we all play in using data. To make decisions an at the end of the day, having a unified data architecture that's connected and allowing us to do that is enabling fundamentally new levels of augmentation or automation to that data. Let me get this a little bit more practical. Obviously, for those of you who are familiar with work day and work day, customers and thank you for being great work day. Customers, you know that we share an object oriented data model at the center and that allows us to have a connected and unified integrated perspective across not only our human Capital Management data or spend management or financial management planning and Robin and talked about as well analytics and Benchmarking and the ability to have one unified model there. We really believe is accelerating this augmentation at work day. As you know, we take these this unified data and it allows us to provide a fundamentally different experience, not only to finance and HR professionals, but ultimately to business professionals as they look to plan, execute and analyze their business and so this virtuous cycle of being able to see all of this data in one context we really believe is fundamentally accelerating and enabling organizations to make decisions to respond to some of the. The the uncertain and volatile situations that we now find ourselves in and then overtime that the extension of that will work. Day cloud platform, we believe fundamentally puts us in a different place, and that's all enabled by a common data model. An app logic that allows us to deliver to both our users but also looks to integrate with other applications, and we won't be spending too much time on it. Today, we increasingly believe that the application of machine learning is allowing for organizations. Like work day in our great customers to be able to predict Watt is important to people and to be curating that content that is increasingly relevant to folks. So we thought today we would really make that practical in 2 two chapters that you will one is it seemed appropriate and relevant to share some ideas on how we at work day or responding to the COVID-19 global health crisis. Not particularly any organization. Would you do exactly what we're doing but. Our hope is that it inspires or give you some access to to to think about some ways that you can actually apply it within your organization, just to paint some context and appreciate you, know Robin's leadership on another. Find my amazing finance, work mates and colleagues are going to talk more about this, but you know our response was really very much based on our values and driven by our core values. For those of you who know work day are we have the fundamental belief that happy employees. Uh, it lead to happy customers and so our response was fundamentally grounded really into in those two parts we were able in Anoka is going to talk a little bit about it in a moment. We were in a position where we pretty quickly provided all of our employees with the cash flow net worth 2 weeks of pay to enable them and prepare them to do what they need to do to not only keep themselves safe and well, but to safeguard their families and then equally quickly. Our commitment to help our customers. As I mentioned earlier, whether it's our great pharmaceutical customers or retail customers are healthcare customers and it can really all of our customers. We are continued to be positioned to help you all run your business smoothly and so our values really helped us think about that. And so I want to share sort of in three parts. I'm going to do a little bit of the human capital context and then turn it over to my amazing finance colleagues. That optimal finance perspective. But I was going to share very quickly 3 three ways that we thought about our employees. First is a little bit about this idea of our best work day survey. We have been lucky enough over the last 2 1/2 years to actually survey our entire company every Friday and to understand what our employees sentiment, I'm going to talk a little bit about how we're using that data, how we, using our people, experience an learning product to be curating content. And then, uh, well so a little bit of a of a newer product that's available. I want to talk a little bit about how weird at least beginning to contemplate the application of the skill cloud to understand how we can continue to ensure our business and our folks. You mean safe? So this actually, as I mentioned briefly, actually every Friday at work day is feedback Friday. We have partnered with a great place to work, Institute those of the analytic engine behind that fortunes. Best places to work around the world and I share this as one perspective and one very specific example of as well became incredibly clear for our leaders that we needed to move people. Remote working and obviously working from home. One of the data points that we were able to extract overtime. One of the things that we knew in making that decision was in general actually were able to. Who are feedback Friday day to understand in general what's the work experience of our home workers or remote workers versus our folks at typically work out of the office and we find in general that based on some of this data that for the most part actually are home workers are having a slightly better experience in our location or. Office workers may be a discussion for a different time, but it gave us just a bit more confidence as we look to saying, You know, how can we leverage the content the people leader support that we provided to our people leaders in the past to ensure that folks who are working remotely stay connected an feel empowered and productive with that data also allows us to see is because we're on one data platform obviously, and all of the metadata is what does that look like by location, and so this is an illustration. That we've been able to see overtime to look at the reliability of the data relative to participation in our feedback Friday surveys. And what is the employee experience look like? and I share this slide only to look at the context of. You can see the distribution by location that very often based on the context based on what's happening, we can see differences in our location, so this gives us the ability to focus our precious limited resources on those areas that maybe. Orange having the best experience and I share this as well to show a data perspective because the data isn't work day and we use Prismas Robbins and talk about what we're able to see is longitudinally overtime. Where where is the experience improving where, maybe experience be declining? Or where is the feedback that we're getting from our employees? And so in this case again we're able to see overtime where those areas we need to focus. And equally important, where are we having particular offices or office leaders? For providing a remarkable an extraordinary experience, and how can we invite them either to create work, they're learning modules to host town halls and calls for leaders to share those best practices. The other thing that we do very specifically here is using our packs or product, which is our people experience product to actually look at specifically who we can cure. Rate that content to and so there in early adopters of our people experience product and what you see here is that we can actually cure it to specific groups. In our case, for example, those who have those people, leaders who haven't yet taken leading remotely course, we can curate content to them as an announcement as a. As a card very specifically to our people leaders and they can just click after the power of one and be able to access and work day learning are leading across locations course or in a in a similar context we can curate to all employees a very specific strategy on how to say. The big users at work day, which I'll show you in a couple of moments of our anytime feedback feature and that allows us to stay connected. That's allows our workmates to show each other that they appreciate their support and just a simple ability to look at that. Into curious. We're using work day right now, the last area before I turn it over to my friends and colleagues. Finance organization is a slightly newer domain but it's this area of skills and so we have been part of our skill cloud application. For quite awhile you actually see there my my skills and as part of the skill cloud it's using machine learning to actually make recommendations and suggestions, not only of the skills you have today, but using the power of data. So based on any time based on your position based on other data points within the power of one or if they application were actually predicting, these would be skills that might be interesting that might be relevant. Are you and the reason I share that is an on the organizational side. Whether any benefits to our employees of being able to identify those skills and the way we curate career experiences. As an illustration here what you could imagine is taking some of that data and being able to apply it over publicly available data. So let's say in this illustration you were able to look at. Relative. Impact of the coronavirus by particular counties and then equally look at the distribution of your employees relative to their home addresses as opposed to their location addresses so you could get a sense of what percentage of your workforce might be at higher risk relative to them, but then we would really take that one step further because you've got the power of one data and look at a particular business function. So if we're closing the books or need to close the books, how does where is our finance function? Relative to that distribution, if we have a particular move to production, where is our move to production team? You can look at our people leaders. What's the distribution of those folks who have people leader responsibilities? Or in this case you could look at a very specific skill and say, wow, that particular skill. What's the distribution and watch the risk of that relative to our business part of the power of skill? Cloud for me is not only looking at those confirmed skills, those skills that people have accepted, but also looking at where the machine learning. I was going to head in suggested skills to us, so I believe it gives us a much broader, much richer perspective on being able to manage that risk, look at relative to various functions and scenarios where we can use that use that data. So I'm gonna turn it over to try to talk a little bit about specifically some of our responses from from a finance perspective and how the team we are working together to ensure that our workmates are first and foremost well and safe, but also as productive as possible. Hey Greg, it's gonna be I'm gonna take over first and then handed over to type. No worries, I think. Thank you so much for that. Um cap. Uhm, you know we're surely living in a different environment and trying to respond is very important. In the finance side as well. Actually, in a liter node in corporate finance, a standing joke is that the hour after you've completed your financial plan, it's already obsolete this time. It lasted a month, but jokes apart was important. Is that when you are constantly surrounded by uncertainty, an environment that is. Evolving but first depends on how quickly you can respond and how quickly you can provide credible and accurate analysis and the cold in 19 situation is a classic example of that. Early in March work these management made a decision asking workmates to work from home and support the transition with up to a $250 type and for essential. Now from a finance perspective, that meant that we needed a way to identify the financial impact of this new policy and build it into our forecast. For the flexibility of a data model allowed us to do just that in a matter of minutes, we added two work tag, one named COVID-19 emergency work from home equipment purchase and another named COVID-19 to capture all other expenses. This was communicated to the rest of the company and all purchase orders and expenses are now being tagged in these more tags. Is there another example of how this works out? Is being used is what Greg mentioned earlier, the two week employee relief owners that work they announced staying true to our employee first culture? This unexpected expense through all the cost center level plans off, so we needed to provide an ability to our budget owners too isolated. Impact at the cost center level and we did that using the Golden 19 work time. Let me see these news. I think you expenses and policies or announced we were able to quickly react to understand the financial impact on the piano and on the operating cash. You know it, at least I'm scenario planning overall is very important in the approach we've taken is to provide a range of possible outcomes. Since the data we have at our disposal is not perfect and it's constantly changing. So while expense forecasts are evolving and we are maintaining flexible model drivers, we also serving potential scenarios on the top line as well as on cash. And to make the scenarios more effective, I encourage everyone in finance to actively reach out and engage with the operational business leaders and with accounting. That has helped out to spin up relevant scenarios that will enable Robin and our management team to make decisions that are backed by data. And work day tools like adaptive planning has been a lifesaver in this regard as being able to make a version of the plan change my revenue and expense drivers incorporated the impact of new policies and present our management with two to three Bible scenarios, both on the piano and cash flow simultaneously in a very short amount of time. And I've already experienced the power of one data model is key to moving with agility. Having an underlying single source of data which is augmented by a flexible data model allows us to add a dimension or a work bag value without breaking anything else, and I have found that to be unique to transacting and planning in work day. I think we would all agree that working off of the same data source is more than half the work done. I shouldn't example from last quarter and and it's a simple outcome, but it blew my mind how I struggled in the past to get to a similar outcome this quickly. It was the last year's clothes around 2:00 PM and the books were to close later that day. I noticed some material variances in a couple of our expense category. I quickly ran a report that summarizes actual versus forecast and sent it to our chief accounting officer. She immediately shared it with her team and in a matter of a couple hours I had answered on what was causing the variance that it was legit and that all entries that needed to be both were actually booked. The beauty year was at no time was spent on data validation between FBNN accounting since we were both using the same data source and data model. But all the time was spent on understanding the whys and giving both accounting and FB and a comfort that the numbers are correct. And all of this was done in a very short amount of time. But come to realize that agility is totally Milligan possible with work day and adapted. And the actor that the reporting tools like office connect worksheet you have reporting dashboard and management reporting that sit on top of the data and models allow us to report from the single source of truth whether it's financial data field, data plan data or operational data. And when you have one source of data, you can serve up inside trailer for each audience, right guy? After we can only I would agree with that you know the same core benefits that you were seeing if it works architecture. and I work today to model that are benefiting you on the corporate espionage side are really helping me a partner with the leadership of Gordon B organization. I don't want things that you mentioned very briefly with that Sweet of recording tools on top of the work day operate oriented model, and then I thought I do today was actually to dive in a little bit deeper into one of those tools specifically, real time management reporting and tell him that tool is really helping me in a unique situation. In these unprecedented time break over 19. You wanna call who are not as familiar with this functionality right here. I've actually outlined uh, or captured a screenshot of the dashboard that I actually use on a very regular basis and partnering with our executives and in the products and technology organization. And actually right, I've actually highlight they just a few of the things that I particularly like about this dashboard, especially when thinking back to some of the other tools that I've used in the past or the OR the thousands of spreadsheets that I've used in my career. So the first bullet points here are really about, you know, work the power of one and bringing information from multiple data sources into one place and so. When it comes to bringing HR data and financial this data together in one place is particularly important for me. Meaning partnering with the R&D organization since our conversations about budget management, for example, are primarily certain surrounded by or focus on head count, since that's their primary driver. Uh, when it comes to version data, you know we're pulling plan and forecast data from adapted inside. Someone marrying that information with Ledger detail from from our core financial and what's really unique about the way we do this in this management reporting dashboard is that it's very drillable. So with asking a question about the numbers that I'm showing to a business partner, it's very easy to real-time. Actually drill into the number and pull up anything from a purchase purchase requisition. I just you know what the details behind it or we can also pull up an employee record or we can pull up an actual Journal entry itself. So it's really powerful. How do you control an all from one place? And everything that I'm super passionate about and and Kerri mentioned this a little bit in her previous section, is work tag Attribution? So whether it's the COVID-19 work tag that we just introduced, or in my case I'm actually using job function work tags or product work ties to attribute data on each other. Fastest time as well as our financial data and our plan data. It's really amazing to me. The level of analysis that we can do when we're using work times across all of all of our data infrastructure. Of course, is important for us to have real-time actuals, especially when we're dealing with situations like the ones that we're having today and just generally the paper which would say works on a normal basis. And then finally, it's it's very important to me that these dashboards are enabling self-service for my business partners, so the same dashboard that were showing me today is actually the same one that might be partners log into on their own without my help. So one topic I self service reporting. Actually thought I'd highlighted an example of how particularly self service is helping me in this situation today with COVID-19. So, like many of you on the call in PNA leadership positions, I'm sure you could thinking about how we can best prepare filled up coming back, not knowing kind of the macroeconomic shift. But that may happen were really thinking about different scenario planning. I personally in thinking about how I can enable my business partners with the right data in order to help them make the right decisions in the next few days and weeks and months ahead. Now this is different about this situation that happened to me just a few days ago. Why is actually business partner of mine had an idea for a scenario that they wanted to run? And it was different. Is that person actually went into management reporting and pull the data themselves, branding analysis themselves and then only came to me when they actually wanted to have a discussion and wanted some advice. I want to do that. And this is such a refreshing experience for me that I have never seen it any other company using other rituals because we really skipped over a lot of the things that I normally would have done in. The only situation there is no data reconciliation required. You know there is no debate of whose number was correct. I'm really it really empowered my business partners to actually, you know, skip with you steps ahead and act more quickly than if they were relying on my follow for my team to pull data for them so it really removes finances. The gatekeeper of data, and it's really empowering. The users with that data. And finally, the most important, or that my favorite part of the example is really how I feel like this situation is really elevating the role applying it. You know it's moving quickly, pass just the data collection and reconciliation stage to really elevating finances role as an advisor to the business, and so those are all really getting to insights and learning more quickly and hopefully helping us make better decisions as we navigated the current situation. So just to wrap up this overall topic. I hope that grad Canary and I had given you some examples and some ideas that might help you navigate the situation in your in your own company you can see that all the examples that we gave, whether it's the best workplace survey or the code in 19 work tags that we've introduced the new policies and self service reporting we've seen across all of these examples, is the democratization of data and allowing the business the broad base of business users to access data quickly. And to learn from the bad information into hopefully make much better decisions instead of better in the coming weeks and months ahead. So with that I'm actually going to hand it back to Canary to introduce those to the next topic, where work days again, helping us be more agile and ever changing environment. Think I, that that was a great example with your business partners. So now shifting gears just a bit into an event that can also be very disruptive. Let's talk about Eminem. So. We've made two relatively large acquisitions recently. Adaptive insights and scout. Acquisitions are great for company but are also disrupted from an operational perspective and finance is not immune to that. Every time I hear of a potential acquisition, the questions that immediately popped in my mind are. How are we financing this? Do we have enough cash on hand? What is it gonna take to integrate the new company from our people and finance perspective? How quickly will I be able to see new revenue, only products integrated into our system? How am I going to report an forecast? The stand alone as well as we combine business. And I'm sure I'm not the only one thing about these. The full financial picture is important, and so it be experience. Our workmates have in the process of integration. Like I said earlier events like these cause disruption and our role is to allow finance to introduce change without making it overly complex. We need to provide teams with the ability to move fast. Agility is key. So to give you an example of that, we close the gold acquisition in December and were able to integrate scout from the financial reporting and forecasting perspective in under two months, right in time for a year end reporting and plant cycle. This was possible because the flexibility in our data model allowed us to create new cost centers in work day, right in the middle of the plant cycle you work mate were added to the con centers in HTM. Those cost centers and workmates or added to adaptive insights for planning purposes in the same data structure and expense. Drivers were applied to the acquired cost center. The desired result was that all the standard expenses got captured in a seamless fashion. In parallel, use cues were created in no time to capture the revenue and were added to all data structures and reports automatically. And for those of us that had been part of acquisition, no, that the seemingly simple as have several downstream application, there's impact on ERP system, CRM systems, reporting dashboard and planning system. And what is very beneficial at times like these is that all of these systems is the same data model and metadata and data can flow through seamlessly. This gave me the ability to forecast in the port and combined revenues and expenses from a single system without having to manually add the data together from different sources. It shifted focus from ticking and tying data to quickly analyzing what it was telling me. We were able to spend this time with our business partners who were seeing the same data that we were like I mentioned earlier and understanding the business Contacts and its impact on numbers. Agility again with key home. I I talked earlier about how one source of data analytics and planning, so whether it is adding new tunes, updating product hierarchies, or adding word tag that cost centers. It's all very flexible and connected. But we also find unique here at work day is how to work the tool allow us to tie operational data and data from external sources which internal financial data to provide reports and analysis that help decision making. So as I thought about this within the context of Na, I could not help but think about a need that stems from anemone event not too long ago. But we were in discussions to acquire adaptive insides are ahead of Treasury was asked if we had the required cash on him. As you can imagine, it wasn't scrambled for her to collect data from several different sources in a very short amount of time over the weekend. From that experience was born the Treasury dashboard. This dashboard brings together data from financial institutions. Work day, internal financial and several spreadsheets into a central proactive cash management tool leveraging prison and Discovery Dashboards. This now provide a global view of cash and investments by financial institution by legal entity and uncle shoot investment maturing over the next 30 days. That is a very powerful way to tie internal and external data. So from where I see it, I get tremendous value from how easy workmate work. They makes it to get to the data you need before the acquisition and integrate it acquired companies into our processes and systems in an agile way. And I I know in your world dealing with the product and technology organization, you are in a similar boat when it comes to understanding the financial impact of acquisitions and how you leverage workday tools in that process. I agree, I definitely using birthday in a similar way that is helping me analyze our portfolio and quickly integrated new companies that come on board through acquisition. So I was thinking about this topic. I actually decided that I wanted to highlight our product profitability dashboard it as one of the examples an area that were really quickly integrating new companies and also combining financial data with operational data in one system. So, uh, I'm feeling to justice dashboard? Help us analyze our full portfolio. Anna segment should be byproducts which actually goes beyond the structure of our cost center hierarchy or GL structure. So it gives me some alternative alternative views of analyzing the business now when I'm working with the leadership of the R&D organization, it's really important for them to be able to see and apples, apples, apples view of our existing business lines next to a newly acquired business. And so this dashboard really allows us to do that in a way that allows us to answer the questions of how the the new business calc, for example, doing against some of our existing business lines, or how much is our investment. Relatives in this area versus another and really have allowed this to manage our portfolio much more effectively. In terms of how we put this data together, we're actually leveraging what they present to combine data from our HTM system as well as financial data and some operational data from third party systems were also leveraging Berg tags again in this dashboard to help drive some of the allocations of how we allocate our financial to the different product lines. You know, when I tried to attend something like this and prior lies it using different tools, I really became lost and spreadsheets and version control became a really big issue and so with the dashboard, one of the primary benefits. But I I'm really saying in the way that we do with you today is that it's much more scalable. You know I don't have a huge team working on assembling this data is. It's a very lame team actually that allows me to partner with several business partner so it really allows my team to scale. Additionally, going back to that comments on version control, I'm sure those on the call can really relate to those. It gives me a lot more confidence when my business partners are logging into this dashboard and I'm walking into the same dashboard that we're really looking at. You know, the data set that we should be looking at, so it gives me a lot of confidence in advising the business. Managing a portfolio. I don't even for talking about emanet, I thought it be important to highlight what happens when we actually on forward a new company. So just about a month ago I wanted to highlight this example. I logged into this dashboard to view our Q4 results just outside normally. Would on any other quarter and it was actually this delightful experience when I logged in and I saw scout kind of automatically appeared in my view and I have been nothing differently than what I would have done it any better. And So what I realized at that moment, he said. Free data into the dashboard seamlessly because he was part of the overall work day data architecture because the birthday was added into our overall overall overall structure and follow it all the same processes that all of our other business lines go through on a quarterly basis to update this dashboard. So from an end user perspective is really the same as experiencing. Very light touch from from my perspective and so again, it really promotes that scalability as we do more acquisitions in the future and I'm not going my team by leaps and bounds to pull this information together. I want my Canary and I have shared a little bit of some of the ways we use work day to look at the financial aspect of MA and from here I'm going to turn it over about to Greg to take a look at how we's birthday to onboard people on team. So with that Greg Alternative with you. Great thanks Karen. Thanks Kerry so much. So uh, we wanted to give you a sort of view of once are amazing finance colleagues have done all of the incredible heavy lifting as it relates to getting the deal done and thinking about that finance. And we want to ensure that we're having a remarkable experience for all of those employees I talk. I'd love to talk a little bit about how we're using data to accelerate transitions to deepen productive connections, and then ultimately to ensure a sense of belonging. So I'm going to begin with. If you're not familiar with work days. Onboarding, uh, functionality. We're big users of it here. So anytime because work, they knows it's your first day. In fact, in our context, we know that it's a few days before someone may be joining a team, either in a general situation or as part of an acquisition. And So what work they actually does. One of the neat features of our onboarding capability is to identify people to meet what we know from an accelerating transitions perspective, helping people feel a great sense of belonging is we actually. In bed and extend in in workday functionality, the prompts to our people leaders to say Sally's about to start on Monday. Here are people we think that she should meet and work day is doing that based on its data set and then uh, people leader could just go ahead and save. Gosh that's a great idea which I had thought of it. Let me go ahead and just hit a button and work. They will actually extend those invitations to those people and facilitate that curation of that meeting. Equally so during an acquisition or actually at anytime that work day, we use our people. Experience journeys, work. They knows if either your new people leader you joined the organization as a people leader and so it's going to go ahead and immediately start to engage you in this transition to being a manager or people leader at work day. And So what we were able to do is pre create an pretty cure rate. What that experience will look like. Ensure that our people leaders are new people leaders. Know about the critical activities and they're immediately accessing workday learning resources. Other types of reports, and we are immediately getting them up to speed registering. For the following, you know, learning programs, and so we're using data again to augment or automate an activity similar to what I had talked about where we already know that that person that ordered persons in the fabric of the organization. How do we enable them? I am going to get a little little geeky on this one and for those people analytics folks, one of the things that we that we do is we are very big users. As I mentioned earlier of our anytime feedback feature and so we actually at work day, we've had actually our workmates have shared 65,000 anytime feedback comments with each other for an average of about 5.5 comments per worker. And what you see, if you're familiar with network analysis, is the size of those various bubbles. The color represents different functions, and the size represents how much feedback you get. what I did was just sort of blow up the bottom left hand side of this picture, and if you can see the sort of more magenta. Little colorblind, so magenta versus maybe a little bit more on the Pinker side. What you actually see there is those are employees who have joined work day as part of an acquisition, and So what one of the things that we know in looking at the patterns of our anytime feedback is the degree to which people start to give feedback across organization. We actually see that that accelerates their sense of belonging and actually has a very positive impact on retention. So one of the things. While doing a network analysis is not necessarily part of work days, people analytic capability, you have that data to extract that in to look at the velocity by which people are having a sense of belonging. I'm just going to finish out here with one last touch on what we call the best work day survey again, where we've taken 30, four of the great place to work institutes. 56 questions. We curate two or three based on how many Fridays are in 1/4 questions to our work mate. That's a very simple. We use work date secure survey technology to do that and then we store that data in prism and what that allows us to do what you can see here is we can look by a particular acquired organization or really any. Location or leadership organization and we take those 34 questions and we bundle them into these 12 focus areas. The power for me though of work day. Yes, it's wonderful to see sort of one dimensionally. How is an organization doing but using the power of workday prism week and then drag gender as an example and immediately see how are men versus women answering those questions? How does a cycle compare overtime? So because we've got one store of that data and all the metadata associated with that. We can do these type of analytics overtime to be really intentional about how quickly is that group joining the organization? What's their sense of belonging to the organization? And we can look by region. We can also look cycle over cycle. We turn our survey every quarter and so that allows us to see the progress we're making. What is increased or decreased? And for us what's very important is we want to be have help. Our people have a sense of belonging across gender, across generation across geography. I showed earlier sort of home based versus office based, but whether you're an acquired employee or you come in through more. Traditional channels I'm gonna sort of rap up with where we started. I know we've given you lots of data points, sort of a constellation of this. Hopefully you felt that it's been super practical, but at the end of the day, I think we do see these fundamental trends converge in one is the democratization of data. The availability of the data on one architecture, and then what I hope you've also seen us really talk about is how are we pushing that data to the edges? How are we empowering it enabling? The end user of people leader, human capital, professional, finance profession or business leader be actually able to make data driven decisions. So with that I'll close with maybe 1 one thought we will all come through this this extraordinary time and I do think as we do come through, will also realize that in times of uncertainty what will begin to continually realize that agility is the safest hardware or ability to see data or ability to react quickly or ability to use technologies like work days where we can embed and extend. Your best practices, we believe positions us all for its success in increasingly agile world. With that, I'm going to turn it back to Amanda to rap us up before we answer any questions. Thank you Greg. You haven't already done so. Please take a moment to many questions that you have for presenters today via the QA widget. That's the speech bubble with a question mark there at the bottom of your screen. And while folks are taking a moment to do that, I'd like to thank our presenters today for collaborating remotely to bring together such relevant and timely insights. As a reminder, we're currently hosting five of these webinars each month. The upcoming sessions are listed there for you, and again, the resources link in the widget to your right has a link to register for any of those upcoming sessions. We have a number of great questions today, so let's take a look at those great. We have a couple of questions around feedback Fridays. The kind of questions are you using? What are you asking? Remote employees during feedback Friday? Yeah no thanks Amanda. It's great question. And so as just maybe a little bit more context on that. What we do there is we really want everyone to have a remarkable experience. So as I mentioned, sort of, regardless of gender, generation, geography, we're we asked the same set of questions. As I mentioned, we had 34 questions. Those questions are really fundamentally about measuring people's underlying experience around. Are we enabling their success from a performance perspective from an engagement perspective from a connection perspective? And so to be even a little bit more specifically asked the specific questions around are, do you feel welcome when you join the organization? Do you have the resources to effectively do your work? Are you getting feedback? Are you feeling involved in decision making and specifically what I shared their coming out of our prism data discovery Board is do people who work at in an office location primarily? Do they have a different perspective or a different sense of favorability than someone who works at A at home or home based location? And so with that chart specifically looked at is A plus. Those 12 areas that comprise the 34 questions I mentioned what we discovered was that our remote workers are having a similar, if not better experience than our office based locations. And again we can also look at that by gender, geography. Last thing I'll mention there as we actually do six of the questions that we do in partnership with great place to work are actually questions or belonging and so that allows us to continually keep a pulse on. Do people feel connected? They feel a sense of belonging. Do they feel? You know a commitment to the organization and especially now, while we're all working remotely, it's really important for us to cultivate and nurture that sense that we are in this together that we are working together that we have a sense of belonging to the company. OK, and I know you mentioned that the 34 questions then we cycle through them each quarter. So do they change each week? Do we sample a certain percentage each time? Is there anything in community or elsewhere that we can point our customers to that they can take a look at it and see what applies to their company? Yeah, thanks for the question, so I'll do a big shout out and demand. And Karen maybe we can figure out how to get it out of this group or let us know. My great colleague Phil Wilburn, who looks after people analytics for us and I did a similar one of these webinars very specifically on best work they serving and how we use prism. So I would say that's a great source to learn more about that. I'm not sure that you'll find too much in community, but I think going and watching that previous web and R, which we did I think about six months ago will give you quite a bit of quite a bit of insight to your point. Last thing I'll mention on that as well. Because it uses workday survey, it's quite easy for us. We do ask every work day we get about 67% on any given Friday of our workmates. Choose to choose to answer those questions which gives us the reliability that we that we need and that data is been confidentially shared with people leaders as long as they've gotten 3 responses. So again that's something we're collecting the data. We're analyzing it at the core if you will, but more importantly. We are distributing that out in a consumable confidential way to our people leaders so that they know what they can do to improve their local office or their local team. But I looked for that web and offers some additional insights. OK, yeah, we can definitely go back and pull that web and R for folks in shirt. OK, I think we've got a question for Canary. Um? So around the work tags, what was the thought process about using work tag for COVID-19 versus a product project code? Can you share some of how you guys came to that? Yeah, we actually created A tag in our project hierarchy that shows up in the word tag field as your opening peels or expense report, but a new word tag category can also be created and we've talked with a few customers about that and maybe call it disaster. Preparedness the values in their equipment 19 could be one hurricane relief could be another so. You could go down that route to me. He wanted the project hierarchy. Hierarchy. OK, great. Alright, well we've got it. A few more questions that will probably sort through, but I think the number of there have been addressed by the team during the session today, so thank you for that. We really appreciate you guys joining us today. Thank you so much for taking the time out of your day. We hope you found the concept of session valuable. I thanks again. Please stay safe and healthy. Thank you to our presenters. Have a great day. _1593720859911
How do Workday executives use planning and analytics to reduce costs and make better decisions? Come hear directly from Robynne Sisco, Workday co-president and CFO, and Greg Pryor, Workday senior vice president, as well as other senior finance leaders about how we use Workday internally to encourage initiative and decision-making at all levels of our organization. Watch on-demand to:
Hear how a common data model allows you to distribute data to the edges of your organization, enabling your people to make better informed decisions and respond to rapidly changing business needs.
Walk away with real-world examples around COVID-19 such as performing scenario analysis for employee relief programs, tracking and monitoring related expenses, keeping the pulse on employee experience through the transition to remote work, creating personalized journeys with learning, and more.
Understand how to use Workday for effective M&A integration such as ensuring seamless employee integration, measuring acquired employee sentiment, performing scenario planning to understand cash implications and more.