Name: Streamline your Plan to Hire Process with Workforce Planning leveraging AI Analytics
Uploaded: 2025-10-16T18:16:06.866Z
Duration: 57 min 32 s
Description: Streamline your Plan to Hire Process with Workforce Planning leveraging AI Analytics

Transcript for "Streamline your Plan to Hire Process with Workforce Planning leveraging AI Analytics": Alright. Welcome to our webinar. We'll be short starting in just two minutes here. Stand by. We'll get our session going. Alright. Good morning. Good afternoon. Good evening. Thanks for joining our session today. We've got a, a Workday live webinar. We're gonna bring you some examples and a demonstration of streamlining your plan to hire process with workforce planning. I'll even sprinkle a few of the, new AI analytic capabilities that we've, been working with our solution. We'll introduce you to and talk about some things that are planning and coming on our our exciting road map, capabilities that we're implementing into our solution. Today, I join you, Todd Massey, a solution consultant. So I join you from San Jose, California. I've been showcasing the planning solution for the last eleven years in in a variety of different capacities, and the last six years have been focused on workforce planning. Today, I'm joined by Joaquin So to. He's, one of my counterparts. He'll be on board to help answer, our questions today. But before we get started, let's just, make sure we share. If you've been around Workday, you've seen our product statements. The point of this, slide here is to emphasize that, everything we're showcasing today is live. It's production. Our customers are using it. But if there's any road map items, which we have a few to talk about today, I'll be sure to point those out. We just ask to make sure that you make your buying decisions on what's currently available in our product. Today's session is being recorded. So if you would like to share this with, someone else on your team afterwards, on our website, we'll probably we'll likely have this posted in the next day or two. So check back, on our our where we manage all of our webinars on our website. You can find this recording. Today, we're gonna use the q and a. So, Joaquin will be on the q and a to ask questions. So go ahead and post them there, and we have a means to respond. If there's anything, compelling or or or, needed to be clarified, Joaquin, I'll jump on and and ask the question live for us here. Our session today, we're gonna spend the next next about forty five minutes or so, of your time to get you a quick overview of, some of the use cases that we've been, leveraging with workforce planning. And then, we'll we'll jump over. I'll we'll put on our demonstration hat, and we'll go through a couple couple of the use cases. We'll go through the number one use case that, most of their organizations have been starting with is is the headcount and planning process, which we'll we'll showcase. We'll walk you through, and you can see some of the, examples of the way the unit user interface works as well as some of the, capabilities that integrate with tightly with workforce Workday HCM. And, again, please post your questions as we go. We'll give you a minute or two at the end of the session to make sure we've got them all covered for you. So before we jump in, just, just to know you're you're in good care. We've got lots of other customers just like you in in all of our industries, working and leveraging Workday, Workday's workforce planning solution today. So, just wanted to, highlight some of these accounts. If you know some people or you had a chance to go to our rising session, perhaps you saw the Indeed, presentation. Salesforce.com did a presentation. We had a webinar, recently, where Boeing has used this demonstration we're showcasing today around headcount planning. They showcased and highlighted how they were able to eliminate, 3,000 Excel spreadsheets that you they use formally to manage their work workforce planning process. So lots of exciting stories out there and, again, the reference cases, for you to, explore as we go. So we, wanna sort of open up the, the planning realm, if you will, and look across the business planning in general. And there's really three things we wanted to highlight. The first is around planning. And today, you've perhaps already have invested in financial planning tools. Workday has a very robust financial planning tool. In fact, we'll even start with that in our demonstration. Today's focus, of course, is workforce planning. But we also can help you in other areas across the business around operational planning, and and that really over crosses many different areas, and and we'll explore some of those ideas as well. But just know that, when we think about planning broadly across the business, workforce planning pretty much touches every part of the organization. We also then drop into once we build our plans, we need to go execute those plans. And, of course, Workday's financial planning or financials, if you have made investments there, manages all of these processes for system of record. If you've made investments in in Workday HCM, likely, you while you're here today, that manages all these, execution processes. And then the last piece, once we, go ahead and do our daily task, we have system of record, we need to analyze. So this is that traditional plan, execute, analyze, continuous process here where this, planning tools can help us do gap analysis. We'll show you some examples of that today as we go through and we build a plan and we wanna compare that baseline plan to the adjustments that have been made and and how the teams have made, inputs. We also have the ability to do reconciliation. So this gives us the ability to do snapshots of where we were at the beginning of the plan, where are we now, what actions do we need to make or correct or adjust to get us back on course, whether we've overinvested, we've underinvested, overhired, underhired. The business is always changing, and we need tools and plan planning tools to help us assess where we're currently at. And then finally, during the process, we've got tools to help you, compare your plan versus your actuals. In fact, we'll actually showcase today, we have got a a new, an AI agent that helps us with this part of the process. We'll show you at the end of the demonstration. So plan, execute, analyze, that's the theme that we're gonna focus on today. When we look at think about planning, though, and as I mentioned, we touch all parts of the business. Here's where we look at financial planning and some of the key, business areas that we support, workforce planning and operational planning. Today, we're gonna go in and and really zero in on the headcount planning process. As I mentioned, most of the organizations that I work with, while they do this process maybe on an annual basis, a lot of it is really sort of executed and and supported through email and Excel spreadsheets. There's not really a robust means to way to track and have a a key system or record. And so you'll see today in action where that whole that whole process changes. You're gonna have a means to go. You're gonna have a means to submit your request, have them reviewed and approved. Then when you're all done, you can connect the dots and execute them to go forward. We also can use the planning tools to connect to other parts of the business. So in today's demonstration, I'm gonna actually show you coming in and using our financial planning tool to set some long range plans. It's gonna help us set our targets. So as we get ready to go in the budgeting cycle, we can use those targets certainly with the financial team for, operational budgets. But today, we'll use those to set targets for our headcount. Other parts of the examples, which we'll touch on today, we also could use it in the operational area to say, where are we going to, hire? What capacity do we have of our current supply versus our demand and start exposing gaps in where we need to make investments? So when we think about planning broadly, there's lots of different means. There's lots of different use cases, but they are connected, and we wanna highlight those capabilities throughout our session today. Now we start out when you think about workforce planning, every organization sort of at a different level and thinks and has different definitions, which which totally makes sense. But we like to really emphasize it's it's your path. It's your pace. You know? Think about this as a map. And when you when you break out the use cases, in these five that we're focused on today, you can start at really any different level that you choose. Organizational design, we've got some exciting things coming along. Skill based workforce planning. If you're starting to leverage the, skills clouds and breaking down skills and aligning to the job profiles, breaking down skills and aligning them to your current workers and doing gap analysis, that's a really exciting area coming. And we're gonna see a lot of the AI capabilities helping us in that part of the planning process. As I mentioned, again, capacity planning, that's where we can work closely with the operations team to, again, assess when you, you know, launch a new project. Do you have enough of the right skilled resources? We're seeing this all over the place where unique skills and and sort of radical changes in the market of different types of skills are are are needed and are in demand. How do you keep those? How do you, assess those? How do you upscale those is really the focus in this particular use case. Strategic workforce planning. Again, along with skills, this gives us the ability to look at the organization at a much higher level. Maybe looking at five year projections and looking at how the business is gonna change, evolve, or what's gonna transform the business. Are you gonna move into new territories? Are you gonna make, new investments, build new products? Certainly, just the digital transformation, especially with AI, is radically changing how our our organizations are are aligned and designed and and the kind of skills and workers that we need. And then finally, headcount planning and the cost of the workforce. That's what we're gonna focus on today. But, again, it's really where do you wanna start, how are you gonna go. This workforce planning solution that we're gonna introduce you today can help you along that journey. These are just a series of screenshots that I'll introduce you to today. Certainly, we can't cover all these in our session, but we wanted just to let you know the areas that we're making investments in, we're also supporting for our customer implementations. Here's just a quick example of what I highlighted for workforce capacity where we're looking at, supply and demand. This is the idea if you have parts of the organization that's very much driven by projects or programs. At at Workday, we have this is very important for our product development teams. As you can imagine, as we build our our product, we need to make sure we have the right resources on board and the different types of unique skills. We then need to analyze. Do we have gaps? Where do we need to address those? How may that impact our projects? Are we gonna have delays? Are we gonna have to have reshuffles of our road maps? So this can be very, very detailed, very unique for your every type of the organization, but it's an important area. We're seeing the workforce planning tools help us in this area. As I mentioned, strategic workforce planning, this really now gives us the ability to do gap analysis where we can take a snapshot of of all of our supply. We can load in all of our demand requirements. Again, how is the business gonna change over time? We can do attrition modeling. So this is where our AI agents can come in and start looking at historical patterns of attrition and see how that's gonna impact the organization. And then we can start doing gap analysis as we look over the next five years, how our supply is gonna change when attrition hits, as well as the how is the demand gonna change when we grow or expand or our business evolves. How are we gonna make sure we have enough of the types of resources and investments to support the business change going forward strategically. Skills based planning is really exciting. As I mentioned, this is now where we can start investing in in creating synergies around skill definitions, within the skills cloud, and then looking across the organization to find out maybe where we have gaps where we should make be making investments, learning, developing, upskilling, hiring, contracting, all of those, changes of the organization can be much more, synchronized or or refined to expose where we're gonna have gaps when we can start building in more detailed, dimensions around skills. Real exciting area we're making investments in today and are are in some of the early, adopter phases for organizational design and modeling. The idea behind this is we're actually gonna build a workforce planning application. So So when you log in to ATM, you're gonna be able to launch a, work organizational design and modeling request and start asking, what if we were to build, and and change this design here? How do what if we expand this? How is that gonna change? Then we can come up here and create scenarios and analyze when we set up these scenarios, how is the organization gonna change? Where where are the locations gonna be staffed? What's the cost of the org design? What's our full time equivalents? Do we have any contractors? Start assessing span and control. Look at the, the the level of of, seniority and skills, that are in the organization. So this is very exciting. There's a really high demand for this, and but just know it's on our road map. So we just ask you to check back, in in the coming months here for our fall or spring release. You're gonna hear a lot more on organizational design and modeling. But today's session, we wanna get into headcount and the cost of workforce planning. So this is really exciting where we can, again, help organizations get this process out of Excel and email and bring it right into, HCM and the and the workforce planning tool that we're gonna showcase today. It's gonna give us ability to say, what where were we at the start of our plan when we kicked the budget off? Where are we at the end of the plan? And then to start assessing what changed, how many early starts came in, how many late starts came in, what are some of those elements? Then this becomes our headcount reconciliation actionable items so that we can course correct and get ourselves ready for our next planning cycle when we need to find out, do we need to hire, you know, additional resources, make changes, do transfers, all the things that happen in between the day to day business. Alright. With that, let's get us started. So those five use cases to give you some background, but let's zoom in onto one and let's have our demonstration focus on the headcount planning and cost of the workforce. So did before we jump in, couple things to think about. And and as you look into your organization, this is critical for us to to have the the FP and A team, the financial planning team, and the and the HR team come together and work in a very common environment and and share and and interact, throughout this process. But one of the themes that we're, focused on here with our workforce planning solution is to make sure we're bringing the right solution to the right resources to do the job, and we'll show that'll make more sense in just a moment. But the idea is that, you can log in to HCM and you can fill out your request. So if you're a business planner, just submit your request and you're all done. You don't need to get an Excel spreadsheet or email. But it's gonna be really easy for you. It's designed for the nontechnical user, but now you have complete visibility and you're now part and and participating in the process. Then over here is where we have our workforce planning tool. This is where we're gonna do all of our analysis, how we can take snapshots and bring data from HCM into the planning tool, start assessing where we're at, do an analytics, drilling to the numbers, planning for anything as I highlighted today, and some of those different use cases that we just introduced you to you. We can plan for anything, but it's designed to be for the workforce planner. So as you think about what is that role and responsibility, maybe very similar to the financial planner you have today, but now really having, the tools and the means to start doing a much more deeper planning, deeper analytics around the workforce. Couple of things to call out. One of them is what's, really critical here is is our ability to do that bidirectional connection so we can share data seamlessly with HCM. So this is what we call our planning configuration manager. It's a it's a it's a simple wizard that connects our headcount planning application. So when you come in and set up a new instance for, workforce adaptive planning, you can connect it directly to HCM through this wizard. It's it's extremely easy and flexible to set up, but it's gonna give us this capability we're gonna showcase in our demonstration today. But I just wanna call this out here so that you know when you get going, you can get this up and enrolling, quickly without a lot of details of integrated programming or building things behind the scenes. The other thing we wanna call out here is our ability to share these, results here. So as we come up with this this perfect plan today in our session, where these planning numbers come out here across different across the different areas of our supervisory org, we wanna share this data. We wanna share it back to HCM, of course. We wanna share it back with our financial planning team. Just know that we've got the means to what we call publish. We can publish this back here. So once we have our results and our plans are approved, we can share them back throughout the organization. Alright. So in the old days, if we were to show up to your organization, go in and have a meeting or prepare ourselves for demonstration, we go up on a whiteboard. We we'd map out a, headcount planning process. And so as I mentioned, a lot of organizations are probably getting ready to do it right now or or or teeing it up for their twenty sixth year. And then maybe you do a quarterly reviews. Some organizations do it monthly. But however your process works today, this is an example process. We see it pretty often. I just wanted to walk you through this because it's gonna it's gonna represent how we're gonna set up the demonstration. Let's introduce you to our three players, our three, participants today. Financial planner. So this will be Teresa. She's gonna come in and help us. Her team is gonna set the financial budget. So this if you already have made investments in the Workday Financial Planning or Workday Adaptive Planning, This is the tool you're probably already using today, doing all your financial planning and budgeting. Well, we need this team to come in and, in essence, provide the workforce planning team budgetary guidance so that we know how much headcount we have allocated or budgeted, how much, cost to workforce or salary, level details we have planned and budgeted. So we wanna get those numbers to come in. Once they have those numbers defined, we're gonna go ahead and then, wake, introduce, our workforce planning, planner here. This is, Logan. She's gonna come in, and she's gonna kick off the plan. So she's got the keys to the castle, if you will, on the HR side. She's gonna invite the team members to come in and participate in the process. She's gonna kick up kick it off. She's gonna monitor it. She's going to, route it around for reviews and approval, and then she's finally gonna connect the dots here that we'll talk about in just a moment. But the first thing she's gonna do is she's gonna send it to the people planners. So within your organization, this might be, the operations team, and they would participate, or other organizations maybe would have an HR representative connected to that process team. However you define it, this is the person that actually is going to facilitate and describe, how many new hires we need in this upcoming planning cycle. And you're gonna see right in HCM, we're gonna create a unique TBH number. What do you think TBH is? To be hired number. So h, HCM is once we make these requests, it's automatically gonna put GBH number requests in there so that we can go into a plan state and document those and having them identified and route her around for review and approval. The second thing we're gonna do is we're gonna have her come in here and if she haven't has any staff adjustments, so within her supervisor org so in our example today, Susan oversees the global support, global support team, including customer support. If she has anybody that's gonna transfer or anybody that's gonna leave the organization or she's got a promotion or or any kind of salary merit adjustment. She has the ability at this time to incorporate into her plan and see if she can get it reviewed and approved in this process. When she's done, all she's gonna do is she's gonna click submit, and then all the other team members are gonna click submit, and then they're gonna all route to, Logan here. So in Logan's inbox now, she'll have complete visibility here, and she now can start working with Teresa to start analyzing the plan. Once we've collected all the requests that we've come in, we can say, well, how does that compare to our budget? Is anybody over their budget? I wanted I wanted to hire 10. Susan wanted to bring 10, customer support reps in, but she was only authorized to bring five in this planning cycle. So if she's gonna ask for five more, she needs justification. You get the idea. We now have visibility to go through and analyze this. And, of course, we can iterate this as many times as you need. You can go around and around. But eventually, you're gonna get it approved. You're gonna ride her around to the financial planning team or equivalent. They're gonna approve the process. And then once it's approved, now Logan has the, task in HCM to go ahead and connect all these TBHs. These now are gonna go from planned plan status to open status, and she can link those to an existing position or she can create a brand new one depending on your process. And so once we link up all these positions and now we've pretty much finished the process. And then we now meet back up with the finance team, the financial planning team to go through the reconciliation step. And this is a very last step now where we can assess all the different delta changes that happened, say, from January to the March here when we close the process out. What kind of changes and adjustments do we need to make so we can get ready to go through this next iteration again. Alright. I'll let you review this for a moment here, make any questions or comments for Joaquin. And if everybody's good, we'll jump in and we're gonna go through each one of these tasks. I'll show you a quick example of each step here. You can see it in action. Now, I have to make sure, you normally come in with different hats here, so we'll just make sure we highlight all the different, team members we're supporting. Okay. So first things first, let's switch over to our, dot log in here. As I mentioned again, we're gonna come in as Teresa. The very first step is we need Teresa and the financial planning team to set us budgetary targets. And so, in our financial planning tool, which is where I'm at right now, Teresa would come in here and she would sit down with the executives, and they would likely look out the next five years and say, strategically, what what's how is the organization gonna change over the next five years? And so we could ask that question. The executives could say, you know what? Things are looking great. We're actually gonna go sell more stuff. In fact, we're gonna sell, some more stuff here for all three of our revenue lines. So let's make an adjustment here. Let's come down here. Let's increase our three revenue lines, over the next starting next year. We're gonna grow that out. I'll hit save. Watch this happen now. So I'm just lifting 10% lift on our revenues, but I just updated all of our revenue targets. All of our revenue targets got updated, so did all of our costs and expense. So now that we've made these updates, we can use the planning tool to cascade these revenue targets, out to our regional teams as well as our expense targets. All of our regional teams now just got, a a 10% lift on the revenue side, but that's also gonna trickle through on the expense side. So our north, south, east, and west team now, they all are gonna have some additional expense budgetary numbers that are coming in. But this is the budgetary number we're gonna zoom in on. And today, in our regional teams, each team's gonna have a a cost center, and they're gonna have an associated budget that's gonna be used in the planning in the workforce planning process. But then the next thing we wanna do is say, okay. Now we've got the high level budgetary numbers. We need to go down one more level here, so bear with me while I reset my view. Because what I need to do is the very last step is I need to define the salary targets that we're gonna use in our workforce planning cycle. And so doing so, here's all my my operational budget expenses that we've set. We've got visibility into the targets how much we spent last year, some, some of the AI. We can use our AI tools here to help project and compare our own Sears numbers and forecast going forward. We can then break those down across different areas, but the one I'm gonna zoom in here is payroll and those tax benefits. So these are the two numbers that I need. I can use, my baseline numbers that we just calculated. I can override those. So if you have a unique situation, you could override those. But what I wanna focus in on here is down at the bottom. Because now I know my total salary and expense numbers and my tax numbers, I need to flip this and spread this out to my regional teams. Because at the very last step now is once I set these targets, right now here's my north, south, east, and west team. This number right these numbers right here are gonna be used in my workforce planning target numbers. Alright. So that's example use case number one. We just wanted to highlight how you can use the planning tool to set targets for us. We can keep going though because that's part one. Part two for preparation planning targets is now within workforce planning, we also can do the bill, borrow, and hire scenarios here where we can, come in here and say, do we need to, build some more of skill? So my example here, I've got a table. Let's just introduce you to this table. This is a this case here. I've got all my my budget, all my, resource profiles here. These are the job profiles. I'm gonna zoom in on the cost my customer service associate. And I'm sitting down with my regional, manager, Susan, and we're gonna ask some questions about, our staffing. Now my example today is just the the planning board here is by location. So you can do this any way you want. You can do this by, projects. You can do this by, functional areas. These planning boards are very easy for us to set up. But when we come in here, we can see, you know what? Do we wanna have anybody on our, Calgary team upskilled? You can see right here, I've already set up, 10 new hires coming on on board for, the Calgary team. Maybe we wanna add some different scenarios here. We wanna bring in some for for the Toronto team. We We can even come in here and we can even do scenario planning. So one of the things that we see quite a bit is to come in and and add a new unique scenario. We can see the overall cost impact. So let's say we come in here, making a call is, twenty six twenty twenty six budget adjustment. So this is now we're gonna do some, budget adjustments here. So we'll go ahead and document that. I'll click on create. And so now the question I had is if on our regional teams here, I now can do a comparison to my baseline budget to the adjustments. And what I wanna zoom in on particular is everywhere I make an adjustment here in my regional teams, let's say we wanted to move this we wanted to actually hire five more in Toronto, and we'll switch this to five contractors. And maybe we need to bring in, two more people for the Montreal office, and maybe we know that one person's leaving the London office and we're not gonna staff it anymore. So every one of these items that I selected here has a cost associated to it. So watch what happens when I hit save. We're gonna document these delta changes. So now this baseline has got these delta changes to it. And now I can sit down with Susan and the team and we could see how that's gonna impact our our budget here. So this is just a variance report. Here's our baseline. Here's our adjustments, and we can see, okay, the total cost of workforce by making those adjustments, actually, is gonna cost a little bit more here. I can see how it rolls through and changes to all my different regional teams here, bringing, obviously, more people into Montreal. It's gonna cost more. Taking somebody out of London. So you can see how these these numbers roll through and and and affect the impact here. But this is what we, in essence, call, planning boards, and we can build scenarios and we can analyze the cost. Because now this is all be gonna become input in our workforce planning process, so we're gonna kick off in just a moment. One other thing we also can do, and I'll just quickly jump to it for your reference. Some organizations do this. Other organ organizations do it at a at a different window. But we can actually come in here and use the planning tool, for MERI allocations. So we come in here. Let's see. It's I have it over here. Bear with me while I switch to views here. So in this example here, I wanna go ahead and zoom in. Now that I've set the salary targets feature our regional teams, I wanna use the planning tool the workforce planning tool to zoom in and help us with merit allocations. So this can be done again, in a variety of different ways, shapes, and forms. But this now allows me to go down to my regional teams. Here's the north team. They have a salary, allocation budget for each of the teams, an incremental adjustment of 22 k to share. We can see down here, this is all of our regional staff members. We got all the way down down to our positions here. So we can see our positions, who they are, where they're located. Basically, this is just a snapshot of our roster. And the question I wanna come over here and say, if we were to give everybody a, a merit adjustment, at, say, coming in at the at the March at 3%, let's just get everybody a 3% lift here. Watch what happens when I hit save. I can actually see that impact, and I can see how my allocations are are being leveraged here. So by doing that, we can see of that, money we have, we now allocated this back across all the different regions. Maybe somebody is in line for a promotion. They come in here and let's say that they're gonna go to an 8% lift. Watch what happens here. You can do conditional logic here. So if you're working with the financial planning team and the staffing team here, I went to 8%. I'm actually higher than than what's authorized here. So we're actually calling this out right on the sheet itself here. But what I wanted to show you was just another way where we can use the planning tool to have merit allocations being used. This also could be used for bonuses or equity sharing, what have you. But real simple here because all of this now, we have input to our planning process that we wanna kick off. So let's go ahead and do that. Let's kick the planning process off. And as we mentioned here, we're gonna come in as Logan. And Logan now has the keys to the castle. Before she jumps in, just know that we can come in here at any time. Any of our planning resources have the visibility to come in here and see where we're currently at, what we've updated, and how we can compare to what's actually in HCM. Because this now gives us ability to set up date dashboards in HCM to compare those plan numbers to what we've actually spent. If we zoom down here, notice here, these are all my supervisory orgs. In our last budgetary cycle, we've got these are all the plan numbers that we had. We can now use that and compare it to the actuals. We can have variance calculations. If I scroll a little further down here, we can compare it to the cost of the workforce. So today, wherever you see COW, that's the cost of the workforce. And we could come in here and see where we have some variance, delta at some of these different rates. So this is live data. This is all the live data. This is the plan data we had in our last cycle. This is where we're currently at today. But at some time, you're ready to kick off a new planning cycle. So let's say we're at the January now or maybe for you at the October, but let's go ahead and kick off the planning cycle. So Logan's gonna come in here. She's gonna launch the planning cycle. Now I already set one up here just to get it started here, but she ran it. It's currently in progress. All of these are gonna have unique version controls, so we can go ahead and have version, it out here. But if I scroll down here a little further, we can see that she's already sent this out to all of our regional, people planners here. They just got a notification in their inbox. It's time for them to come in and update their numbers. So let's do that. Let's put on our next hat on here. So let's log in out, log out as Logan and log in as as Susan here. So let's log in as a people planner. And as I mentioned, Sue Susan's overseeing the global support team. And she just got a notification in her inbox. She's got a task to complete here. So here's Susan. She's logging in, overseeing this, and you see here in her inbox, time to complete, budget for '26. So she comes in here. She she she's got two things that she needs to do. She needs to open up her plan and enter, her TBHs and her staffing updates that we just, modeled. And then when she's done, she clicks on submit. Again, this is the time where instead of sending her an email and Excel spreadsheet, she now just goes into HCM and she clicks on open planning, headcount plan, and she can now start analyzing her organization. So here's her organization, global support. Within global support, she's under operations, and she's got all the regional teams. So she can see everybody here. So just to give you an idea, this is her entire support that she's, overseeing and she's staffing for. In that staff, we can see there are some important numbers to call out here. First of all, where do you think these, these target numbers came from? Yeah. That's right. So that's that's what we just did at the beginning of our our our planning cycle is that we were working with financial planning, and they set these targets for all of our our teams and how much they have for their upcoming budget. The three we're working with is the cost of the workforce. So that's that's all the salary numbers that are defined in HCM. Full time equivalents. So if you manage at a full time equivalent level, we've got target numbers for that as well as target numbers for headcount. So absolute headcount here, you can see she's got a budget of $3.40. But when we started the plan, the start of the plan baseline had two thirty on Susan's team, and she's actually created five TBHs. See these TBH numbers right here? She's got five new ones that we've added in this planning cycle. So you can see now her delta is now at at 35. We can see the cost of the workforce baseline and then the new ones we added on. She can see she's a little bit over her budgetary target that we've seen. So, obviously, she's gonna need additional approvals in this cycle. And then we come down here a little further and we start analyzing this data. We can we can look at it, a couple different ways. If you wanted to look at it from this perspective, you can look at it from from an org view. So if I wanted to zoom down maybe into Scott's team and then under Scott's team, here's we can zoom into Amelia's team and drill into these numbers here and see who's currently on our team as well as any of the TBHs that we're bringing on board. You can highlight these. You can zoom in. You can zoom out. But what I wanted to do is to click on if I zoom down here sorry. Zoom into Susan's team. Watch when I click on this, I can now see those same those same, details here that are summarized. So two ways to look at your view. You can look at it here in a an org view, or you can look at it in a in a, grid view here. I know you're wondering on the org view, can you drag and drop and start doing scenario modeling? And the answer is no. Not yet. As I mentioned, that's on our road map, so you're gonna be able to do some scenario planning. Stay tuned for that, coming out around org modeling. But if I wanted to create a new one, I would just go over here and create a click on new and say, do I need one or five or 10? And then I describe the position and I I put in the job profile, describe where they're gonna be, what type of workers. We wanna come down here. If I look at an existing one here let me open up an existing one. We can see this you can see now that it's a plan, definition. And we here's, HCM set up a a unique definition called t b 24 here, TBH 24. It's customer service associate for San Francisco. We can see we're gonna document the location. We're gonna cross reference what cost center they're gonna be associated so the finance team can reference that. We need to describe when we're gonna have them start on on start them at the beginning of the year and then work with talent talent team when we want them on board. If anybody was leaving, certainly, or a contractor, you would document the end of their their tenure here. And then we can even then calculate the hourly range here. So this is a compensation guidance that you can either turn on or off for your people planners. This is an optional field. But if you turn it on, it's kinda nice because then you can go to HCM and provide any kind of guidance here that you would have around pay range for this position based on the job profile and the location. Okay. So we come in here and we fill all this out. We also can come down here and notice here, for Scott Wilkinson, he, is an existing worker. So same thing. What if we had some changes to Scott oh, oops. I'm on I have. I don't want, his profile. I wanna edit. Sorry. Clicking the wrong thing. Let's say at the end of the year, we wanna make a change to him. We wanna give him a change to his compensation. So you can see his compensation is set at 200. We can change this to maybe 2. Gonna do, a nice promotion here. Get him to come in here and click on okay. But what's gonna happen now is there's gonna be a little icon that's gonna be sitting next to Scott, and this tells me that he's got a change coming up and it ends in effective date. When you click on that icon, you can zoom in to see the change. We can see the current value, in this case here, his compensation definition is at the Canadian value at that level. And we can go over here. We can see we've got an effective change here. Originally had it set at $2,200. Now I'm actually gonna request for $2.50. So you can see whatever it is you want. You have the ability to come in here and have these changes in the in their associated effective dates. But those are the two things that we needed from Susan to fill out all of her TBHs. We needed to come in here and say what other changes are gonna be set up for her staff, and then we're ready to route this around for review and approval. And we use the business process framework to do that. So, we're gonna send this around. We're gonna send this to both Logan. So if I come back in as Logan, she's gonna get a notice in her inbox here, for her time to to re sign off and and approve these. But you also, I'll just bring up the business process framework if you're familiar with this. This is how we can route it around in for review and approval. And you'll see this is what we're showcasing today. If I zoom in on the diagram, zoom into this, we can see that, Logan kicked it off. She then sent it to Susan and all the team to make their TBH updates and make all their, new, staffing adjustments. Once we've completed that and everybody submitted them, it went to Logan. She just is now she's approving this. She signed off on it. Now it's gonna go to Teresa. So Teresa and Lauren are gonna sit down and they're gonna analyze, and they're gonna look at all the changes, and they're gonna decide if they're gonna approve them or if they need to send them back around for review and approval. The reason I bring this up is it's completely configurable. So if you're familiar with the business process framework, you can have anybody participate. If you have different, people in the organization that should be a part of this process, invite them in to participate as well. Okay. So let's back out of here now, and we'll go back to, home. We'll come in here and just log in. But what we wanna do is to finish up over here with Teresa because now Teresa is gonna come in. She's gonna go into the, workforce planning tool, and she's gonna do some analysis. This is where, again, we can use the AI tool to help us dig into these numbers. My example here, we've got visibility into our current workers. She can see all the open positions that have been defined. She can zoom into them. She can say, who are they? Where are they? Where where are they associated here? Let's just zoom down here to this, one forty and say, okay. Who are they? What what are we hiring for? They can quickly see it's mostly customer support. Where are most of the customer support? So she's got complete visibility to slice and dice up and find out all the things that are going on within the organization. But the bigger question she probably has is what's changed from the beginning of the process. So we come in here. The planning tool can now keep give us visibility to where we're at at a baseline when we kick the plan off. And then Susan and team, they've made all their inputs and adjust adjustments. Now we need to sign off on those inputs. So my example today, I get now I use version controls to compare baseline to all the adjustments we've just made, and this is where the reporting engine comes into play to give us this visibility. So I click on Sootborg, And this is now gonna give me a report to show me all those delta changes. I can look at it here baseline and then our, inputs here. I can see that I'm bringing on eight new team members. Three of them are additional approvals that we're bringing on. I can see the total impact to the cost of the workforce, which includes compensation, taxes, and benefits. And then I can zoom down to each one of my regional my supervisor org teams across all of our regions. And I can come in here and I can see we've got we've got one that's been approved here for HR. A little further down here, we've got, a couple coming in for we've got some, staffing coming in here. You can even slice and dice these. So if you wanted to look up that same question, you can say, okay. Who who who are we bringing on board? So we can say what what is the location? So, again, just drill by location or job by by job profile. We'll start with job profile. You can say, okay. Am I bringing on, where where we put where are they coming on board to so we can zoom into location? You get the ideas that now we can, in essence, go down to whatever level I need to figure out who I need to work with. If we need to re send this back for review and approval, we can now start analyzing down to each individual team. So that's part one. But part two, maybe more importantly with the finance team, is having visibility into the cost of the workforce. So that first example, I was looking at Superg and we're looking at the numbers at the headcount level. Same report, same data, but now I'm slicing it by cost of workforce at the cost center level. So instead of looking at Superg now, I can come down here and see, okay. Same visibility for my EMEA team. We're picking up we're gonna have to modify our budget by this much in our upcoming upcoming planning cycle. Alright. So we give you give you all of this visibility here to slice and dice the numbers. Then the last thing we wanna do is to go ahead and connect the dots. So if I now change change my hat again, if you're following along, we've just approved. Everybody signed off. Everybody's happy with our plans. And now what Logan needs to do is to come in here and she needs to connect those TBHs. So to do that, we've got a special task we've set up called execute headcount plan. She's gonna select the plan, and then she's gonna go ahead and say all of those TBHs we just created, let's let's link those to, an existing position. So we've got one of two things we can do. When I come in here and I wanna say TBH number two, I I can either submit it for and create a brand new position. So if I know that this is brand new and it's there's not one defined already or I'm not doing a backfill, then I would just click on this and it would follow the exact same process you're using today, to kick off and send it to another, set of approvals for create new position in HCM. Or alternatively, if you know you've got a backfill, click on link to unplanned position. And now this will give me the ability to zoom in to all my different regional teams if I go into my my my customer service group here for my, US team. Come down here. I can see all of I've got a back an unfilled here. So I wanna bring in position number 636. I'm gonna link that to TBH number two. So it gives us the ability to link up these backfills. I already have one completed so you can see how they they track through here. So here's here's TBH number one that's been signed off, connected, and it's been connected to the position number 793. So you have complete visibility as you go through. So rather than sending around job requisitions willy nilly when you need to go do a new hire, Here's where we can have a very formal process to do a TBH, get this TBH, planned, gets it approved, it gets it opened. Once it's opened, I can either create a new a new position and link it, or I can link it to, an existing number. And then once you link it to an existing number, then it's time to go create a job requisition. So launch a brand new job requisition, and now you're off to go fulfill this position like you normally would. And you've got your your funnel type pipeline here. And now we're gonna go ahead and keep track of fulfillment because what happens next? That's right. Reconciliation. Because what's gonna happen? We're gonna hire somebody, and we're gonna have a bunch of questions, and we're gonna need to do a lot more analytics. So if we bring somebody on board, we'll come back here to our dashboard view here. We can now zoom in and we can do account reconciliation. So this is the very last step in our process. And it gives me the ability to now kinda zoom into these different levels of delta change here. So did somebody start early in this cycle? Did they start later than we were having planning on board? Meaning that we're we tried to bring them in at January, but they came in in at the March. So that's gonna impact the budget. Did anybody come in at a higher rate than we were expecting? So did we, end up hiring them at a higher salary or low lower salary? During this time, do we have any transfer ins or transfer outs to our different cost centers? Did anybody leave the organization, Tracking promotions in, promotions out. This is powerful here because using HCM, there's a detailed report called the job change report, and we can extract that. And it gives us the ability to say what changed between our last planning cycle here. And having this level of that granularity, I could see that Graceland came in at a lower start rate. I can actually zoom back into HCM and and see what's behind those numbers. So this bidirectional link drilling from planning back into HCM, allowing me to explore into her profile here. I can go and look at the details of her compensation. I can validate that. I can make adjustments to the budget. All of this giving us ability basically, a checklist of things to adjust for our upcoming, iteration for the next planning cycle that maybe we kick off in quarter one. Alright. That was a lot, but that puts you through the whole planning cycle. Now to finish up here, we've been talking about analytics here. So let me switch over here and we'll just quickly show you, how we can use the planning tool to help us with our, budget versus actuals. Because now that time is elapsing here, Susan and her team maybe is curious to say, how well am I doing against my budget? So the planning tools can help us with this. And not only can they can help us, but we can use AI agents to give us the ability give us the ability to start analyzing variance between budget versus actuals. So if I come here to my cost of the workforce report here, this is gonna help me basically get the details I need from our actual. So in my GL account, I can see across all my my different, budgetary items here across the cost of the workforce. My actuals working budget, you can see I'm a little bit over my budget, so that's, perhaps an issue. I can reference previous month, previous year. I can look at how I spent money year to date. I can find out if there's any areas of of of of, you know, large deltas, like, meaning we weren't planning on having a recruiting budget, but we actually leveraged a lot of recruiting and spent this much in our planning cycle. So you can see very granular detail. For our session here, here's where we can come in here. We can use the Ask Workday. So Ask Workday gives us the ability to use a, a planning agent here to go explore. We can explore this data, look for anomalies, find out where we wanna drill into the different things. So if I just summarize this report, we can do a quick link here. It's gonna drill in. It's now gonna provide us some guidance. Thinking, thinking, thinking. There we go. So you can now come in here, and each one of these areas maybe would have an area that we would want to explore to drill into more. It's also gonna come back and give us some some some some, suggestions. Maybe you wanna look at subcategories here and start breaking the data down. You can score this here. So if you like the response or if it's way off, you can you can, take that out. You can copy this out here. We can even take these results here as it builds charts and graphs for us. See these charts and graphs, you can change these. You want it to be a line chart or what have you can drill into them. And it'll even allow us to dump this out into PowerPoint. So if you wanted to take this offline, share it with your management team. You've got the ability to do that as well. Alright. So with that, we've we've been we're all the way through our session here. Let's just finish up with a couple, areas to call out here in our slides. We'll see if there's any see if there's any open questions, but bear with me. Alright. Seem to have lost our slides here, but, let's go ahead and wrap it up here, see if there's any other questions here. Let me stop sharing. Okay. We'll see if there's are there any open questions that we wanna make sure we cover before we wrap? Sorry. It was on mute. No. We're good, Todd. No outstanding questions. No. All good. Okay. So if you have any other questions, again, just, know, this is this recording can be posted on our our website. So you can you can go to our website to to share this recording with other parts of the organization. You can also see, we do this particular presentation, every two months if you wanna invite other people to participate. And we've got other certainly other, webinars for you to join out there as well. So with that, we thank you and wish you, good luck. And if you'd like to explore more, reach out to your customer support manager. We'd be happy to come and do a demonstration before your organization at any time. Alright. Thanks, everybody.