Workday-Pro-Compensation Questions and Answers

Employees requestingone-time payments for selfmay see sensitive options likeGross UporSend to Payroll.

To prevent them from updating these fields, configureOptional Fields for Request One-Time Payment for Selfand hide the checkboxes.

This limits their visibility and update access without affecting manager/HR workflows.

Why not the others?

A. Optional Fields for Request One-Time Payment→ Applies to manager/HR use, not self-service.

C. Remove Employee as Self from self-service comp domain→ Would block employees from initiating requests entirely.

D. Payroll security domain→ Payroll security doesn’t control compensation request UI fields.

Aconfigurable compensation basisallows you to definewhat plans contribute to compensation calculations.

For the sales team, the basis should include:

Base salary (salary plan).

Monthly commission earnings (commission plan).

Quarterly bonus plan (bonus plan).

Configurable compensation bases are designed for flexible aggregation of multiple comp plans.

Why not the others?

B. Total salary and allowances basis→ Covers only salary + allowance, does not include bonus/commission.

C. Compensation grade→ Defines ranges, not aggregation of comp plans.

D. Calculation compensation basis→ Not a Workday configuration type (confusion with calculated fields).

If the recruiter cannot change the allowance amount (e.g., from$50 AUD → $100 AUD), the most likely reason is that the allowance plan is configured withNo Overrideselected.

No Overrideprevents users from modifying the default plan amounts during transactions.

Why not the others?

A. Plan not in package→ If missing, it wouldn’t appear at all, not appear but be locked.

B. Eligible for more than one package→ Doesn’t prevent changing amounts.

C. Not eligible for profile→ Would prevent plan assignment, not lock override fields.

In Workday, one-time payments (likesigning bonuses) must flow fromOffer → Hireto remain consistent.

If the signing bonus added duringOfferdoesn’t carry intoHire, it means theHire business processis missing theRequest One-Time Payment subprocess.

Adding it ensures that any one-time payments from the offer are automatically included in the hire event.

Why not the others?

A. Include in package→ Package inclusion allows proposal but doesn’t ensure carry-forward into Hire.

B. Add approval step→ Workflow step won’t fix missing subprocess link.

D. Update security policy→ Security won’t solve missing subprocess configuration.

The allowance plan has adefault = $100 USD, plusprofiles for Toronto, Paris, Sydney.

Dublin (Ireland) does not have a profile yet, so Workday defaults to theplan default value.

Since the default is$100 USD, that is the value assigned at hire.

Why not the others?

A. €0 EUR→ No such rule; Workday always uses defaults when profiles are missing.

C. €80 EUR→ That’s Paris profile, not Dublin.

D. $0 USD→ Incorrect because the plan default is not zero but $100.

The employee is afull-time support analyst in Mexico City.

The relevant bases are:

Total Pay (Mexico)→ For Mexican employees.

Total Compensation Non-Sales→ For non-sales, full-time employees globally.

Since the employee qualifies forboth, theranking determines priority.

Ranking:

(10) India

(20) Non-Sales

(30) Sales

(40) Mexico

Normally, thelowest ranking number (highest priority)applies. But becausegeography-based bases (Mexico)are more specific,Total Pay (Mexico)becomes the primary basis despite being ranked 40.

Why not the others?

B. Salary and Seniority→ Unranked, only applies when no ranked basis fits.

C. Sales→ Not a sales role.

D. Non-Sales→ Qualified, but Mexico-specific basis takes precedence.

AUnit Salary Planpays based onunits worked(e.g., miles, credits, or kilometers).

In this case, pilots earn extra based onkilometers flown, makingunit salary planthe correct choice.

It also supportsestimation of wagesfor offer letters since you can project based on expected units.

Why not the others?

A. Unit-based allowance plan→ Allowances are flat recurring payments, not tied to actual units worked.

B. One-time payment→ Used for bonuses or ad hoc payments, not recurring per-unit pay.

D. Period salary plan→ Handles additional pay periods, not per-unit payments.

InWorkday Compensation, step progression is controlled through a combination ofduration(time-based eligibility) andprogression rules(additional conditions, like hours worked or performance).

Here’s how the scenario breaks down:

Requirement 1 – 12 months of employment

Workday supports step duration, where you can specify that an employee must remain at a step for a defined period before being eligible for the next step.

Setting a duration of12 monthsensures that the employee only becomes eligible for a step increase after completing a year in the role.

Requirement 2 – 400 hours worked

Workday allows you to configurestep progression rulesthat evaluate conditions beyond time, such ashours worked, performance ratings, or other calculated fields tied to the worker.

Aprogression rule counting the number of hours workedensures that the pay increase is not triggered until the employee meets the required 400 hours.

Why not the other options?

A. Assign first step during compensation proposal + 12 months rule– This would only apply the first step, but it doesn’t enforce the “400 hours worked” requirement.

B. Hours worked only– This ignores the requirement of12 months of employment.

C. Duration of 12 months only– This ignores the requirement of400 hours worked.

Thus, onlyD(duration + step progression rule) satisfiesboth conditions simultaneously.

References (from Workday Pro Compensation knowledge & learning resources):

Workday Compensation – Step Progression Configuration:Duration enforces time-in-step, while progression rules allow conditions such as hours worked or performance-based eligibility.

Workday Pro Training Materials (Compensation module):Step increase rules require combiningdurationwitheligibility/progression conditionsfor multi-criteria automation.

Workday Community – Compensation Step Progression Guide:Confirms that when multiple criteria must be met (e.g., tenure and hours worked), they must be configured inboth the duration setting and the progression rule logic.

Compensationgradesdefine pay ranges, andgrade profilesallow variation bylocation, job family, or other attributes.

In this case, the Software Engineer role exists inLondon, New York, and Milan, so the best practice is to:

Createone compensation grade(Software Engineer).

Addgrade profilesfor each location, each with its own pay range.

Attach thegrade(with all profiles) to the job profile.

Why not the others?

A. One grade per location→ Duplicates maintenance effort; profiles exist for this purpose.

B. Three grades tied to three job profiles→ Unnecessary; job profile is the same role globally.

D. One grade with eligibility rules→ Eligibility determines who qualifies, not pay ranges per location.

When an employee undergoes aChange Job(e.g., transferring between supervisory orgs), Workday triggers thePropose Compensation Changebusiness process if compensation is impacted.

This allows HR/Comp to adjust salary, allowances, or other plans based on the new job/org details.

Why not the others?

A. Propose Compensation Offer→ Used duringhire/recruiting offers, not job changes.

B. Request Compensation Change→ Typically a standalone process, not triggered automatically by Change Job.

C. Propose Compensation Hire→ Used athire events, not transfers.

In Workday,eligibility rules are optimized by sequencing broader population filters first, followed by narrower ones.

Here:

Organization = 50 employees

Job family = 5 employees

To ensure performance optimization, the system should firstfilter by organizational membership (50), then applyjob family (5).

This reduces the number of workers Workday needs to evaluate at the second step.

Why not the others?

B. Eligibility sequenced automatically→ Not entirely true; sequencing can be configured for optimization.

C. Remove job family→ Would ignore requirements.

D. Job family precedes organization→ Less efficient, because it would start from 5 but miss optimal evaluation across 50 employees.