Workday Workday-Pro-Compensation Dumps

The business requirement: Raise the defaultmobile allowance from $150 → $200, butkeep employees with override amounts at their current difference.

UsingSet Up Allowance Plan Adjustmentwith the optionAdjust by Same Amounts for Employees Using Overrideensures that:

The default is increased by $50.

Employees with overrides will also receive a $50 adjustment (preserving their override difference).

Why not the others?

B. Change plan amounts & rollout→ Would overwrite override amounts, losing differences.

C. Remove and rollout new plan→ Unnecessary and disruptive.

D. Adjust to New Defaults→ Would reset overrides to default, eliminating differences.

The requirement is aflat $500 monthly allowancefor Sales employees.

Amount-based allowance planis the correct choice since it supports fixed, recurring payments in a defined currency and frequency.

Adding aneligibility ruleensures only employees in theSales job familyare assigned this allowance.

Why not the others?

A. Unit-based allowance plan→ Used when pay is based on number of units (e.g., kilometers, credits), not flat amounts.

B. Percent-based allowance plan→ Tied to % of base pay, not a fixed dollar figure.

D. Reimbursable allowance plan→ Used for expense reimbursements, not recurring flat compensation.

Acompensation packageis a grouping of multiple compensation plans (salary, allowances, one-time payments, bonuses, etc.).

Workday allows you tobundle one-time payment plansinto a package (e.g., relocation bonus, signing bonus).

Why not the others?

A. Retirement plan→ Benefits plans are not part of comp packages.

C. Calculated plan→ Standalone, not typically added to comp packages.

D. Future payment plan→ Not a Workday plan type.

ForTotal Cost (India), the requirement is that only50% of total compshould be allocated towardsalary plans.

This is achieved by using theManage Basis Total option, where you can set maximum percentages for specific plan types (e.g., Salary = 50%).

This ensures salary stays capped at half of total, regardless of other components.

Why not the others?

A. Fixed compensation basis→ Doesn’t handle percentage capping.

B. Remove retirement plans→ Irrelevant; retirement can stay, the key is controlling salary %.

D. Change ranking to 50→ Ranking only determines basis priority, not limits.

Out of Order Compensation Changes Reportidentifies employees with compensation changes enteredwith earlier effective dates than existing future-dated changes.

This prevents conflicts in comp history and ensures payroll/comp processing accuracy.

Why not the others?

A. Employee Compensation Audit→ Audits eligibility and assignment mismatches, not date conflicts.

B. Future Payment Audit→ Focuses on scheduled payments, not comp changes.

D. Compensation Changes→ General report, doesn’t flag sequencing issues.

Since the eligibility rule evaluatespay rate type = salaried, you need to ensure every job profile has thecorrect pay rate type assigned.

This prevents mismatches where employees may not qualify for the salary plan due to missing or inconsistent data.

Why not the others?

A. Modify rule to evaluate all job profiles→ Broadens scope incorrectly; doesn’t ensure data integrity.

C. Pay rate type on job requisitions→ Impacts recruiting, not existing employee eligibility.

D. Assign salary plan to job profiles→ Comes after ensuring the pay rate type is consistently set.

To retire or replace an existingbonus plan, you need to mass-remove it from all employees currently assigned.

The standard Workday task for this isRemove Compensation Plans from Employees, which allows you to:

Select thecompensation planto remove.

Apply aneligibility ruleto identify affected employees.

This is efficient and ensures employees no longer carry the outdated plan.

Why not the others?

A. Mark plan inactive→ Prevents new assignments but doesn’t remove existing employee assignments.

C. Request Bonus Payment web service→ Used for issuing payments, not removing plans.

D. Change Job→ Not appropriate for mass plan removal.

The design requires thatemployees only progress if they do NOT have poor performance (rating = 1).

Thus:

Step 1= entry, no condition needed.

Step 2 and Step 3require conditional logic:Performance rating ≠ 1.

This ensures employees can only progress beyond Step 1 if their performance is above “poor.”

Why not the others?

A. All steps require condition logic rating = 1→ Would block all progress (wrong condition).

C. Step 1 and 2 require ≠ 1→ Step 1 is the baseline, no condition required.

D. Step 1 and 2 require rating = 1→ Opposite of requirement, would keep poor performers eligible.

By default, if compensation defaults from the requisition, Workday mayskip eligibility re-checks.

To ensure eligibility rules arealways executedduring the Offer process (especially if location, job family, or country changes), enable:

Run Eligibility Rules when there is Requisition CompensationinEdit Tenant Setup – HCM.

Why not the others?

B. Enable Defaulting Based on Guidelines→ Controls guideline defaults, not eligibility evaluation.

C. Edit Offer business process security→ Security won’t trigger eligibility rules.

D. Enable Eligibility Rule Performance Enhancement→ Improves performance but doesn’t force rule execution.

In eligibility rule setup, theSource External Field or Condition Rulecolumn shows both fields and condition rules.

To restrict your entry tofields only, Workday requires theprefixfield:.

Example: enteringfield:Worker Typeensures only fields appear, excluding other condition rules.

Why not the others?

B. Brackets→ Not a recognized syntax.

C. All caps→ Doesn’t change filtering behavior.

D. Asterisk→ Used for wildcard searches, not filtering.

The correct way to give Dublin employees €90 is toadd a new plan profile specific to Ireland.

Profiles localize allowance values by country/region, ensuring correct defaults without disrupting global defaults.

Why not the others?

B. Request Compensation Change→ Manual, per employee, not scalable.

C. Set Up Allowance Plan Adjustment – No Override→ Adjustment applies to default, not region-specific.

D. Update plan default value→ Would wrongly affect US and all other non-profile employees.

Gross Up= Adjusting a payment so that after tax deductions, the employee takes home the intended net amount.

Example: If you want an employee tonet $1,000, and taxes are 20%, Workday will calculate and issue ~$1,250 gross so the employee keeps $1,000 after taxes.

Why not the others?

A. Show taxes to user→ Not what Gross Up does.

B. Manual update required→ Gross up is automated, not manual.

C. Apply taxes normally→ Workday already applies taxes; gross up goes further by adjusting amounts.

APeriod Salary Planin Workday supports paying employees more than 12 times per year (e.g., 13 or 14 payments for regions like Italy or Spain).

This allows payroll to spread annual salary across the correct number of pay periods.

Why not the others?

A. Unit salary plan– Pays based on units (like per credit hour for faculty), not extra months.

B. Hourly plan– Pays by worked hours, not relevant to salaried employees.

D. Salary plan– Standard salary plan assumes 12 months and does not support extra pay periods.

In Workday, when you set anActual End Dateon a compensation plan, the plan remains activethrough that date.

Workday automaticallyremoves the plan the day afterthe entered actual end date.

Example: If Actual End Date = March 31, the plan is removed effectiveApril 1.

Why not the others?

B. Last day of the month +1→ Too restrictive; not always tied to month-end.

C. On the actual end date→ Wrong; the plan is validthroughthe end date.

D. Last day of the pay period +1→ Not relevant; tied to end date, not pay periods.

TheDynamic Displayoption controls whether Workday shows onlyrelevant compensation plan sectionsduring transactions likePropose Compensation Change.

It evaluates:

Worker eligibility rules(which plans apply).

User security permissions(what the initiator can see).

This ensures users only see compensation sections relevant to their context, reducing clutter and errors.

Why not the others?

A. Segment security→ Controls data security, not dynamic display.

C. Hide Total Salary & Allowances→ Hides totals, doesn’t manage section visibility.

D. Eligibility Rule Performance Enhancement→ Improves performance, not visibility.

Base Pay Elementson a grade profile determine which compensation plans/elements are included inTotal Base Pay.

In this scenario, Mexico employees already haveBase Pay + 13th Monthincluded. To ensureFamily Allowanceis also counted as part of total base pay, you mustadd the family allowance elementdirectly in theBase Pay Elements fieldof the Mexico grade profile.

This way, when Workday calculates total base pay, it aggregates all specified components.

Why not the others?

B. Create custom compensation basis→ Useful for reporting/eligibility but not tied to grade profile definitions of total base pay.

C. Put Eligible Earnings Override EIB→ This is a data load tool, not a configuration solution.

D. Compensation element group→ Groups are for reporting or eligibility, but they don’t define which plans contribute to total base pay.