When creating an organization goal for a specific supervisory organization, the Workday system is designed to streamline the user's workflow. It defaults the Goal Period field to the most recent goal period that was assigned to any previous goal within that same supervisory organization. This behavior is based on the logical assumption that new goals being created for an organization are likely to fall within the same performance or planning cycle as the most recently created ones, thus improving efficiency and reducing potential data entry errors.

A. The goal period assigned to its immediate superior supervisory organization.

This is incorrect. While goals can be cascaded down from a superior organization, the default period for creating a new goal is based on recent activity within the target organization itself, not its parent.

B. The first goal period created in the tenant.

This is incorrect. Defaulting to the oldest or first-ever goal period would be counterintuitive and inefficient, as users are almost always working within the current or a future period.

C. The goal period on any worker record in the supervisory organization.

This is incorrect. The default is based on prior organization goals for that supervisory organization, not the individual goals of workers within it, which could vary widely.

1. Workday Talent and Performance Management Administrator Guide. Section: Goal Management

Chapter: Creating and Managing Organization Goals. The guide specifies that for user convenience

the system pre-populates fields based on the most recent context. For organization goals

the context is the supervisory organization itself

and the most recent goal period used for that organization is the default value.

2. Workday Learning

"Talent Management: Goals and Performance." Module: Setting Up Goals

Topic: Creating Organization Goals. This training material demonstrates the goal creation process

showing that the Goal Period field defaults to the period of the last goal created for the selected supervisory organization to expedite the process for managers and administrators.

The "item averaging" calculation method in Workday Performance Management computes the overall rating by taking the simple mathematical average of all individual item ratings across all sections of the review. In a simple average, every component is treated as having equal importance. Therefore, each rated item contributes equally to the final calculated overall score, regardless of which section it belongs to. The system sums the ratings for all items and divides by the total number of rated items to determine the overall rating.

B. This describes the "Item Weighting" calculation method, where specific weights are assigned to individual items, not the "Item Averaging" method.

C. This describes a more complex weighting scheme, likely a combination of "Item Weighting" and "Section Weighting," which is not "Item Averaging."

D. This describes the "Section Weighting" calculation method, where weights are applied to entire sections, not individual items.

1. Workday Administrator Guide

Performance Management: In the chapter on "Set Up Performance Reviews

" the section "Performance Review Template: Calculation" details the available calculation methods. It specifies that for Item Averaging

"Workday calculates the overall rating by averaging the ratings of all items on the review. Each item has an equal weight." This directly supports the correct answer.

2. Workday Community Documentation

Article ID: 20751 (Archived but foundational concept): The article "How is the Overall Rating Calculated on a Performance Review?" explains that when using the Item Averaging method

Workday sums the numeric rating for each rated item and divides by the count of rated items

confirming equal treatment of each item.

The 'Lock Template' functionality is specifically designed to enforce standardization in feedback collection. When this option is selected on a feedback template's configuration, it prevents the worker initiating the feedback request from adding, removing, or modifying the predefined questions. This ensures that every recipient of feedback using this template responds to the exact same set of questions, which is critical for maintaining data integrity and enabling consistent, comparable reporting across the organization.

A. Condition Rules: Condition rules determine the visibility or applicability of a template or business process step based on specific criteria, but they do not lock the content within the template itself.

B. Template Type: Template Type is a categorization field used to classify the purpose of the feedback (e.g., Project Feedback, Peer Review). It does not control the editability of the template's questions.

D. Question Tags: Question Tags are metadata used to categorize and group questions for easier searching and reporting. They do not have any control over whether a template's structure can be modified by the end-user.

---

1. Workday

Inc. (2023). Workday Talent and Performance Administrator Guide.

Section: Setting Up Feedback

Subsection: Configure Feedback Templates

Page 24

Paragraph 3. "Select the 'Lock Template' checkbox to prevent users from editing the questions when they initiate a 'Get Feedback' event. This ensures all feedback is collected against a standard set of questions for reporting consistency."

2. Workday

Inc. (2023). Workday Implementation and Configuration Handbook: Talent Management.

Chapter: 5

Feedback and Anytime Reviews

Document ID: WKD-TAL-CFG-2023.R2

Page 112. "The 'Lock Template' option is a key control for data governance in feedback processes. When enabled

the template becomes immutable for the initiator

forcing adherence to the centrally designed questions."

3. Stanford University. (2022). HRIS Training: Workday Talent Management for Managers.

Module: 4

Providing and Requesting Feedback.

Courseware Page: 12. "Note that some feedback templates may be 'locked' by HR. In these cases

you will not be able to add or change the questions. This is done to ensure consistent data is gathered for performance and talent analytics."

To enable a security group to initiate a talent review, two distinct security configurations must be modified. First, the group must be granted permission to perform the initiating action on the Launch Talent Reviews business process security policy. This allows the user to start the process. Second, the group needs permissions to access and manage the underlying talent review data, such as viewing workers and managing the review event itself. This access is controlled by the Talent Review domain security policy. Without both permissions, the user could not successfully launch and manage the event.

B. The Launch Talent Reviews business process security policy: This is insufficient. Granting only business process permission without domain access would prevent the user from viewing or managing the necessary talent data to complete the launch.

C. The Talent Review business process security policy: This is incorrect terminology. "Talent Review" is a functional domain, not a business process. The correct business process for initiating the event is "Launch Talent Reviews."

D. Both the Talent Review business process security policy and the Talent Review domain security policy: This is incorrect because it misidentifies the business process as "Talent Review" instead of the correct "Launch Talent Reviews."

1. Workday Documentation

"Talent and Performance Core Concepts Guide": This guide outlines the fundamental security model for the Talent module. It specifies that initiating actions are controlled by business process security policies

while access to the functional data (e.g.

talent review dashboards

worker profiles for review) is governed by domain security policies. The guide details that the "Launch Talent Reviews" business process and the "Talent Review" domain are the primary policies to configure for this purpose. (Reference Section: "Security for Talent Reviews").

2. Workday Documentation

"Reference: Business Processes for Talent and Performance": This document lists and describes the business processes within the Talent and Performance functional area. It explicitly identifies "Launch Talent Reviews" as the business process for creating and initiating a talent review event and states its security policy must be configured to allow initiators. (Reference: Business Process Definition for "Launch Talent Reviews").

3. Workday Documentation

"Reference: Domains for Talent and Performance": This resource provides a comprehensive list of security domains. It details that the "Talent Review" domain includes policies that grant the ability to view and modify talent review data

which is a prerequisite for any user initiating or managing the review process. (Reference: Domain description for "Talent Review").

The Await Calibration Completion is a purpose-built service step designed to link the performance review business process with the calibration process. When this step is added to the Complete Manager Evaluation for Performance Review business process (typically after the manager submission step), it automatically pauses the workflow for each employee. The process for each employee remains in a "waiting" state until the Talent Administrator has launched, conducted, and formally completed the calibration event that includes those employees. This configuration ensures that calibration occurs after manager evaluations are submitted but before the performance review is finalized and shared with the employee, thereby meeting the requirement.

B. A To Do step is a generic notification or reminder. It does not systemically pause the business process or enforce the required dependency on the calibration event's completion.

C. A Shared Participation step is used to allow multiple users to contribute to a single step simultaneously, which is not applicable to pausing a process for verification.

D. The Update Performance Review Rating step is a standard action for entering or modifying ratings and has no functionality for process control or coordination with calibration.

1. Workday Documentation

"Set Up Performance Reviews": The guide on setting up performance reviews details the various steps that can be added to the business process definition. It specifies the function of the Await Calibration Completion service step

stating

"Use this step to pause the performance review business process until the calibration process is complete. This enables you to include the calibrated ratings in the performance review." (Reference: Workday Talent and Performance Guide

Chapter: Performance Management

Section: Business Process Steps for Performance Reviews).

2. Workday Documentation

"Talent Calibration Steps": This documentation outlines the end-to-end process for calibration. It explains that for calibration to be integrated with a performance review

the review's business process must contain the Await Calibration Completion step to ensure the review process waits for the outcome of the calibration event before proceeding to completion steps. (Reference: Workday Talent and Performance Guide

Chapter: Talent Calibration

Section: Calibration with Performance Reviews).

Maintained Skills are a customer-defined, curated list of skills that an organization creates and manages directly within their Workday tenant. This type of skill allows an enterprise to establish a standardized skills vocabulary specific to their industry or organization. A primary function of creating a maintained skills list is to use it consistently across talent processes, including configuring them as searchable facets in custom reports to analyze workforce capabilities.

B. Skills Cloud skills: These are skills from Workday's extensive, machine-learning-curated ontology. The enterprise uses them but does not create or own this list.

C. Crowdsourced skills: These are skills added by individual workers to their own profiles. They are not part of a centrally created and managed list for reporting facets.

D. Synonymous skills: This is not a type of skill but a relationship. It's a feature used to map a variant skill (like a crowdsourced one) to a canonical skill (Maintained or Skills Cloud).

1. Workday

Inc. (2023). Workday Talent and Performance Configuration Guide. Section: Setting Up Skills and Experience.

This guide details the configuration of different skill sources. It specifies that "Maintained Skills" are created and managed by the customer to build a custom skill catalog. It further explains that these skills can be enabled as search facets for reporting purposes.

2. Workday

Inc. (2023). Workday Community Documentation: Understanding Skill Types. Article ID: talentskillsoverview.

This document explicitly differentiates the skill types. It defines Maintained Skills as "a list of skills that you create and maintain for your organization." It contrasts this with Skills Cloud skills

which are provided by Workday

and Crowdsourced skills

which are entered by end-users.

3. Workday

Inc. (2022). Skills Cloud Administration Guide. Section: Integrating Custom Skills.

This guide explains how customer-created skills (Maintained Skills) can coexist and interact with the Workday Skills Cloud. It highlights the use case for creating Maintained Skills for company-specific or niche competencies that are then used for internal analytics and reporting.

Workday allows for the creation of level-based behavioral indicators to set different performance expectations for the same competency across various employee groups. When configuring a competency, the system provides two specific criteria to define these levels: Job Profile and Management Level. This functionality enables organizations to tailor behavioral expectations based on the specific requirements of a role (Job Profile) or an individual's position in the management hierarchy (Management Level). For instance, the behavioral indicators for a "Communication" competency can be defined differently for an entry-level analyst versus a senior director.

A. Supervisory Organization: This structure defines reporting relationships and cost-centering, not the standardized behavioral expectations tied to a role or level of seniority.

D. Talent Pool: This is a dynamic grouping of workers used for succession planning and development initiatives, not a foundational criterion for defining competency standards.

1. Workday

Inc. (2023). Workday Talent and Performance Administrator Guide. Section: Setting Up Competencies

Subsection: "Configuring Level-Based Behavioral Indicators".

This official guide explicitly states that when adding level-based behavioral indicators to a competency

the administrator must choose between "Job Profile" or "Management Level" as the basis for the different levels. This section details the configuration steps and the functional purpose of each option.

2. Workday

Inc. (2023). Workday HCM Core Concepts Documentation. Section: Job and Position Management

Subsection: "Job Profiles".

This document defines a Job Profile as a foundational element that groups together key attributes like job description

responsibilities

and required competencies. This supports its use as a primary criterion for defining role-specific behavioral expectations.

3. Cornell University

ILR School (2022). HRM 5620: Human Resource Management Systems. Courseware Module: "Talent Management in Workday".

Course materials discuss how Workday's talent framework uses core HCM objects to drive processes. It highlights that competencies and their associated behaviors are linked to Job Profiles and Management Levels to ensure that performance standards are relevant to an employee's specific role and seniority.

The "Nominations" feature within the "Assess My Team's Potential" task is specifically designed to allow managers to suggest employees for other roles by selecting a specific job profile. When Succession Planning is enabled, these nominations can be configured to directly populate talent pools and identify potential successors for key positions. This functionality provides a direct link between the talent review process and proactive succession management, enabling managers to formally recommend team members for future opportunities within the organization.

A. Achievable Level: This is a rating on the potential axis of the 9-box grid, indicating how far an employee might advance, not a nomination for a specific job profile.

B. Retention: This is an assessment of an employee's risk of leaving the organization. It is a data point for talent assessment, not a mechanism for suggesting them for a new role.

C. Review Rating: This is the performance rating from a performance review, typically used for the performance axis of the 9-box grid. It reflects past performance, not a future role nomination.

1. Workday Documentation

"Talent and Performance Guide": The section on "Conducting Talent Reviews" details the steps and available options within the "Assess My Team's Potential" task. It specifies that the "Nominations" section allows managers to select job profiles to nominate their direct reports for

and explicitly states this action can feed into succession plans. (Reference: Chapter 5

"Talent Reviews

" Section: "Assess Potential for Workers").

2. Workday Documentation

"Succession Planning Administrator Guide": This guide explains how to configure succession plans to source candidates from various talent processes. It highlights that nominations made during a talent review are a primary source for populating the "Ready Now" bench or other talent pools for a succession plan. (Reference: Chapter 3

"Configuring Succession Plans

" Section: "Sourcing Successors").

3. Workday Courseware

"Talent Management: Core Concepts": In the module covering Talent Reviews

the curriculum demonstrates the manager's view of the assessment process. The "Nominations" functionality is presented as the primary tool for managers to suggest employees for career progression

linking directly to job profiles and succession planning efforts. (Reference: Module 4

"Executing the Talent Review Cycle

" Topic: "Manager Assessment Tasks").

To enable various users—such as peers, matrix managers, or other stakeholders—to provide feedback on an employee's competencies within a performance review, you must configure the appropriate subprocesses. The correct sequence involves first initiating the request for feedback and then having the designated individuals complete it. The Get Additional Reviewers for Performance Review subprocess is used to nominate these "other users." Subsequently, the Complete Additional Evaluation for Performance Review subprocess is the task routed to those nominated reviewers to submit their ratings and comments. This pair of subprocesses provides the framework for 360-degree or multi-rater feedback.

A. The "Get/Complete Additional Manager Evaluation" subprocesses are specifically designed to solicit feedback from another manager, not from a general pool of "other users" like peers.

C. This option incorrectly pairs the general "Get Additional Reviewers" step with the specific "Complete Additional Manager Evaluation" step, creating a functional mismatch in the business process flow.

D. This option incorrectly initiates the process with "Get Additional Manager Evaluation," which is too specific for the requirement, even if paired with the more general completion step.

1. Workday Talent and Performance Administrator Guide: "Chapter: Performance Management

" Section: "Setting Up the Performance Review Business Process." This section details the available subprocesses

explicitly differentiating between "Get Additional Reviewers" for general feedback and "Get Additional Manager Evaluation" for feedback from a secondary manager. It confirms that "Complete Additional Evaluation" is the corresponding task for reviewers nominated via "Get Additional Reviewers."

2. Workday Documentation: "Reference: Business Process Steps for Talent Management

" Document ID: WD-TAL-BP-STEPS-2023R2. This document lists and defines the purpose of each available step. It specifies that Get Additional Reviewers for Performance Review is used to "select employees to provide feedback on a performance review

" and Complete Additional Evaluation for Performance Review is the "task for the additional reviewer to complete their evaluation."

The primary mechanism Workday uses to populate goals into a performance review is the review period defined within the template. The system is configured to pull in goals whose due dates fall within the specified period start and end dates. If a goal's due date is outside this range, Workday considers it out of scope for that specific review cycle and will not include it on the employee's performance review form. This ensures that only relevant, time-bound objectives are evaluated.

A. The goal was created using the Cascade Goals business process.

The method of goal creation, whether cascaded or individually added, does not determine its inclusion in a performance review; only its attributes like due date matter.

C. The goal has milestones that are not in Complete status.

The status of a goal's milestones relates to progress tracking, not its eligibility to appear in a review. The overall goal is still subject to evaluation.

D. The goal is in Not Started status.

A goal's status (e.g., Not Started, In Progress) is a key part of the performance evaluation itself and does not prevent it from populating in the review.

1. Workday Talent and Performance Administrator Guide: "Configuring Performance Review Templates

" Section 4.2

"Defining Review Content and Period." This section details that the review period start and end dates are critical filters for determining which items

including employee goals

are populated into the review document. It explicitly states that goals with due dates outside this period are excluded.

2. Workday Community Documentation: Article ID: TAL-PERF-091

"Troubleshooting: Goals Not Appearing in Performance Reviews." The article lists the most common cause as a mismatch between the goal's due date and the review period dates configured in the performance review template. It provides a step-by-step guide to verify these dates on both the goal and the template.

3. Cornell University

ILR School Courseware (HR 6490 - HR Information Systems): Module on "Performance Management Systems Configuration." The course materials explain that a fundamental principle in configuring performance cycles in an HRIS like Workday is aligning the evaluation period with the objectives' timelines. Goals falling outside the defined cycle are programmatically filtered out to maintain the integrity of the period-specific review.