Name: Unlock Your Investment In Workday Workforce Planning
Uploaded: 2025-10-07T18:30:58.676Z
Duration: 58 min 12 s
Description: Unlock Your Investment In Workday Workforce Planning

Transcript for "Unlock Your Investment In Workday Workforce Planning": Hello, and welcome to today's group webinar on unlocking the value of Workday workforce planning. Now there are many people on this call from organizations across all industries and backgrounds, but there is something that you all as business leaders have in common. And that is that at some point in your lives, you witnessed workforce planning that might feel more like finger in the air forecasting or, as I experienced in a prior life, gut feel forecasting, the GFF method, as I like to call it. But the good news is that everyone on this call has the most powerful technology to overcome that challenge, and that is Workday workforce planning. Over 1,000 companies use Workday workforce planning. And when you expand the analysis to all forms of planning, we support almost 30% of the Fortune 500. So you're in good company. They use it for headcount planning, capacity analysis, strategic workforce planning, and more. And today, we'll take a deeper dive into that functionality and help you to think about how your organization may begin to realize the value of this transformational technology soon after you begin deployment. Now first, a few housekeeping items. This session is on demand, will be recorded, and will be sent to you within twenty four hours so that you can replay it on demand. So don't worry about taking copious notes. Second, in the top right hand corner, you'll see a q and a button. Click that and feel free to answer to to ask questions. We've got a team of folks behind the scenes who will attempt to answer to them. And whatever we can't get through, we'll follow-up with. Third, in the top right hand corner, you'll also see a docs area that has resources that I'll talk more about later that you might find helpful. And then, towards the end of the call, we'll have a survey. It'll take about five seconds. It's two multiple choice questions. But But it's important that you answer it because it dictates how we support you with next steps as you look to to deploy. Also, before we begin, just a call out for you to take this into consideration for when we talk about forward looking product statements. With my demonstration, we'll focus almost entirely on generally released functionality. Here is the cast of characters who will be presenting today. I'm Luke. I've been here at Workday focused on all things planning for the past eight years, which in tech feels like an eternity. Bert Harrow is here. Bert is a, really a visionary in the workforce planning space and leads a team of product managers focused on our workforce planning product and roadmap. And later on, he'll speak about past innovation, current work, and near and long term roadmap. And last, as you think about next steps for deployment, we'll have David Barth join us from the services side to talk about how you can begin to derive value from the product. We we want you to leave today's call feeling energized about unlocking your investment in workforce planning. And David is gonna break down the tangible next steps to get you there so this won't feel overwhelming, and you'll see sort of the the process avenues you have forward that that others have followed before you. So what's the plan for today? Well, we'll start with a few minutes on understanding the value that comes with deploying workforce planning. Then I'll spend fifteen minutes in live product demonstrating the functionality. Bert will take ten to fifteen minutes talking about what we have delivered, what's new, and what's coming to product. And David will then spend those fifteen minutes talking about tangible next steps as you approach deployment. And then we'll end with just some, quick conversational pack pop back on to to leave you with some some parting words. So with intros out of the way, let's take a deeper dive into what is workforce planning, how our customers use our technology and the value that that brings. Now earlier, I mentioned that we have over 1,000 workforce planning customers. And here on the screen, you'll see a smattering of those very companies. And I pull these examples up because you likely recognize most of them, and they represent businesses across a diverse set of industries. But realize this is not representative of the average size customer. Our customer base size is quite diverse from small local governments or nonprofit organizations to middle enterprise services companies to the large ones that you see on the screen. So I bring this up just to say you're in good company following a a path well worn by other organizations in a similar industry. So what are the most common challenges that, lead organizations to need workforce planning systems? This really comes down to two things, process and data. For many organizations, workforce planning is very manual and, as a result, non collaborative. Maybe it's someone from finance hoarding a headcount plan because it's all being done in complicated, sensitive, and error prone spreadsheets. Or from a data perspective, organizations are often struggling to get accurate data in a timely fashion that everyone agrees upon. Right? So this might mean HR, finance, and operational leaders can't agree on the basis of data from which to plan off of, once again, leading to siloed in non collaborative planning. So how do we at Workday define workforce planning? It means many different things, but, fundamentally, we see it as how organizations decide on how to deploy their talent to achieve operational and strategic objectives. And while most of today will focus on workforce planning, processes primarily orchestrated by HR, successful workforce planning technologies enable thoughtful communication and partnership between HR, finance, people leaders, and more. Now there are many distinct use cases that fall under the umbrella of workforce planning. And while this maturity mountain slide, as I like to call it, is not meant to be representative of all use cases, it does showcase areas where we see organizations deriving the most value. And it almost always starts in the bottom left hand corner here with headcount and cost planning, allowing HR to orchestrate a headcount planning process with shared participation from HR business partners, people leaders planning against a budget from finance that may convert from cost center to supervisory org, for instance. Capacity planning, which is all about supply and demand modeling. Organizational design modeling. It can be visualizing your headcount plan from an org chart like view. I'll show an example of that today. Strategic workforce planning, being able to widen the aperture of the time horizon of your plan. Maybe it's a five year strategic workforce plan where you're thinking about how your business is set to evolve and what that means for your people. And then perhaps also skills. Right? What are the skill sets we have today? What are the skill skates skill sets we'll need tomorrow? And how do we close the gaps that may exist? You'll see examples of all of these areas in my presentation today. The point being, workforce planning means many things to many different business stakeholders. It's truly relevant to everyone, from the business planner to the finance partner setting up budget constraint to talent acquisition and people partners. So today, as we move through examples, don't limit your thinking to, oh, this is just for HR or this is just a finance process. Think about the different individuals who could be involved if technology enabled their participation. And I like to pull up this slide as best practice in workforce planning is that it creates a partnership between HR and finance, freeing up both sides to do what they do best. HR orchestrating having the right people in the right roles at the right time, and finance setting the financial budgets that serve as the main constraint in the planning process. And importantly, you're not limited to a single plan. Plan administrators can create an unlimited number of versions, and trust me, during COVID, they did. And end users can even create their own scenarios, allowing you to collaborate on a single source of truth that allows you to toggle and tweak different drivers to plan for different circumstances, all in an environment that feels easy to use for the end user. And don't take my word for it. We have customers such as Mondelez International and MultiCare who've spoken publicly about their success using Workday workforce planning. And I'm, I'm particularly drawn here to the Mondelez story, not just because they make Chips Ahoy cookies, but because this leader speaks to that partnership, right, that can be enabled between HR and finance. And last slides here before I get into product. Because you already have Workday HCM, you can think of workforce planning as a natural extension of your HCM environment. And, on the second slide here, you'll notice the second row, faster time to value planning configuration manager. That's technical jargon, but it's very important. It means that we can use all of the rich data we already have in Workday HCM to, in essence, turn on the foundation model from which you can plan headcount cost and build up to more. So in other in other products, that might be hundreds of hours of integration work just setting it up once, or this is something that we can deliver and essentially turn on that foundation. So a natural extension of your current environment and so much that we can deliver quickly for you. Alright. With that, I'll stop talking, and, let's get on in to product. Alright. So I wanna start with an example here of what we are, calling our headcount planning application. And really the idea here is imagine anybody who is involved in a headcount planning process that is bottom up in nature. So this might be people leaders, folks from finance, HR business partners. Right? Many different individuals collaborating on a headcount plan. Now I'm logged on in as one of these headcount planners here on into Workday HCM. And the, the first thing to call on out is notice this headcount planning event that shows on up on the home screen. I've gotten an email letting me know that I've been involved in this headcount planning event. And as I open it, you'll see it's one of my tasks. So it's in my natural flow of work. I can come through and click to open that headcount plan. Now what's populating for this individual is, essentially a grid of information that represents their current workforce that they have control over planning. And in this case, I'm looking at a supervisory org that's quite wide and expansive. This would automatically filter and only show information relevant to what this organization what this individual has the right to plan on over. And you can see here, I'm looking at a grid of filled positions, open positions, and as we plan for new positions, right, they'll show on up here. Now very importantly, we provide this user with information on cost of workforce. So this target is a budget set by finance. Again, this could be set cost center by cost center and translated into supervisoryorg if you'd like. And then to the left, this individual sees where their current plan sits. So as they plan for new positions, this will increase to account for those new plan positions depending upon when the start date is set to be. As you plan for end dates for individuals, this will reduce. So we're giving that information right there. Now next to it, we'll also provide plan versus target FTE, as well as headcount information. Right? Giving this individual the relevant information they have as they're in a planning process here. Now, below on this screen here, we can begin to make modifications to plan. Let's, for instance, go ahead and plan for a new position. We built this to feel intuitive and easy for an end user. So notice the drop downs that sit in front. Right? There's no coding. There's no scripting. There's no vlookups or challenges. Instead, we're asking for this new position. Is it one or is it 10? And we can allow for planning multiple positions at once. Notice the plan for supervisoryorg, but then below, we also have cost center. So, again, we want this to be a partnership between HR and finance, and this then allows for us to aggregate and report on this data from either perspective. Now we have the full job profile catalog that we can come through, and let's go and plan right now for an accounting specialist AP. So it's just a simple drop down. And this is not only, for entering plan. The headcount planning application will actually surface information to planners. For instance, have you ever been involved in a headcount planning process where you as a planner are not aware of maybe salary midpoints, right, or the actual cost involved. Well, we solve for that problem. I've selected this accounting specialist AP. Let's go ahead and also enter on in a plan location. In this case, I'll come on in and add Boston. On doing so, the system looks at historical averages and surfaces compensation guidelines to help this user have a sense, right, of what the cost is for this intersection of accounting specialist in Boston, I can select that midpoint. And as a result, have a headcount plan that is deep and detailed and also accurate in terms of information that this user might not normally have in front of them. Now below, you'll see other selections here. Target hire date versus position start date. Hire date, again, being relevant for HR as you think about when you'll begin to, hire against in in this position. And start date being relevant for finance as they think about when costs will begin to accrue. So it's an environment that's easy, that's guided, but that also, satisfies the needs, right, of really everyone involved in this planning process. Now I'll take a step back and on that mountain slide, you saw the ability to do organizational design, right? Notice this button here, this organizational view. If I switch on over to the org view, you're gonna see functionality that our customers had been asking for for some time, and that is the ability to view this headcount plan in the context of an organizational chart. And so as I flow on through here, let's let's take a look at Joy Banks chief human resources, individual here. I can get all of that same rich headcount planning data just in this grid form. Right? So it can be very helpful at the end or in the middle of a headcount planning process to view this not just in a long grid, but from this aerial perspective. And that's exactly what we're offering here. So, imagine for a moment you were one of many headcount planners working on through this process, planning for new positions, making modifications to current positions to account for end dates, ad hoc raises, and more, all against this target budget from finance. Now I wanna call on out these to the hireds for a moment. These IDs are automatically generated as you plan for new positions. So a moment ago, when we clicked on the plan for a new position and I was planning for that accounting specialist, let's imagine that this row is that one position I'd planned for. This TBH ID is automatically generated. Now why is this important? Well, think about for a moment if you weren't using this headcount planning application, and instead you were planning heads in disparate Excel spreadsheets that were flowing around lots of different people with sensitive information. You then ultimately align on a plan. You jam that data into the create position, business process, and Workday. Those positions are created. They're hired against. Well, there's no way to line by line reconcile that plan against the hiring you do after those positions are created. It's a herculean task. You can get directional data about variances, but you can't really reconcile. This TBH follows this plan position all the way through to position creation, to hiring against it on a rack, to then the individual who fills it. And as a result, we can get deep headcount reconciliation data from tracing that lineage. So it sounds technical. The beauty is that it's not, that it does all the work for you. But a year later, you're able to say, what have we planned for in this position? What actually happened? And therefore, why we were off. Information relevant to both HR, finance, people leaders, and more. So imagine, I'm one of many headcount planners. I've planned. I've submitted my plan. You can then use the powerful Workday business process framework to approve this headcount plan. And now at the end, we have many new positions that are set to be created. Because this is all happening in Workday, we can easily execute upon this plan. So imagine for a moment that I am an HR business partner tasked with taking the approved headcount plan and then executing upon it. This is that view. Here, I have five positions that have been approved from a multilayered headcount planning approval process that are now ready to be created. Notice the big blue button, the bottom left, I can actually kick off the business process for create position. And we can have this bypass our normal create position business process because it's already gone through a rigorous headcount planning approval process. Right? Then those positions are created. They're hired against. And let's now look at an example a year later of a headcount reconciliation, set of dashboards. We can visualize this in many different ways. But here on this waterfall, we're seeing plan cost of workforce for this period. Imagine annual plan. We're then seeing actual. And now for this part of the organization, we're able to understand why we were off. Well, there was an increase of cost of $94,000 because someone was transferred into this organization that we'd not planned for. Right? There is, in this case, and it say an additional cost here of almost $50,000 because somebody started earlier than we planned for. We're able to get at that level of granularity because of our, TBHs that we can trace and track on through. And we're able to visualize this again in different ways. For instance, for this part of the organization, I can see we had one position start later than plan. Well, what position was that? I can answer that on the fly in a meeting by drilling on in by position, 248. And I can even explore this data and maybe I wanna explore and drill all the way on down into that position in Workday HCM. I can do that. I can follow the breadcrumbs on through to that position in Workday HCM, perhaps all the way on into the incumbent Grace's profile. So imagine a world where you're allowing for end user ease. You're involving the right people at the right time. You're allowing for a partnership between HR and finance and then post plan, post real world happening, really understand the why behind variances that might exist. That's the power of our headcount planning application. Now I wanna take a step into a different direction, and that is sort of more advanced workforce planning, in the in the context of capacity planning. So to do that here, I'll pop on into another set of dashboards. This is the end of my capacity plan. So imagine this may be being a a quarterly forecast, a monthly forecast, where I want to compare workforce demand for various positions to projected workforce supply to understand where we're set to have gaps of labor or surpluses of labor. And I'm breaking this down in this case by different types of work. These could be job profiles, these could be different, really any any form of work and however you might wanna break that on out. In this case, I'm doing it by, by job profile. Now each of these, workforce demand, job profiles might have a different model that's building on up to projected demand. Let's just focus in on this second one, customer services. And to make this generic, let's imagine the customer services role that's applicable to many industries, and that is call center representatives. On my demand drivers tab, you can begin to see how this can be modeled. Now, as I load this, I'll say these are entirely custom to you. So if this is not how you'd approach it, that's fine. And let me zoom in here to make this a bit more visible. But essentially, how we're modeling it in this example is we're first saying, month by month, how many support calls per hour do we anticipate a rep being able to field? In this case, 1.15. Next, by multiplying that by a driver for number of business days in the month, we can see how many calls per FTE that translates on into. Below that here, we can get a operational metric. In this case, it's going to be support customer count. So this is the number of customers we have who we anticipate calls from. Right? Again, this could be from an external source system or ever it might be. And then for each of those customers, how many calls per month do we anticipate receiving? Multiply those two together, and we have projected support call demand, which we can then visualize in terms of specific calls and reps needed. So that then is building on up to this one line right here you saw moments ago. We are projected for this period, whatever time it might be, month, week, day, quarter, year, We're projected to need 286 of those reps. We are projected to supply have 180. Now where is this supply coming from? Perhaps it's that headcount plan you had been working on that you saw moments ago with attrition statistics added in and more. And then that leads to this gap that we see of 106. So you're able to model on out demand, model on out supply in different sorts of ways that fit different parts of your business to understand where these gaps are set to exist. Now I wanna be conscious of time. I wanna move and show one more example, and that is of strategic workforce planning. Before I do, I wanna call on out, really, think about in your organization, what areas of workforce planning are most relevant for you. I'm showing you a lot today, and the worst thing I can do is make you think that all of this should be get going immediately. When true to our name, organizations adapt. Right? And and normally bite this off in chunks, and David will talk more about that later. So if initially headcount planning is just the main focus for you, that is, value, massive value all in itself. Perhaps what you're seeing with capacity planning is later on or strategic workforce planning and skills planning even further. But I wanna give you a sense of these different high value areas, not because I think you should be doing them tomorrow, but because I want you to know what our technology can support. So let's end now on an example of strategic workforce planning. And to do that, I'm gonna open on up a new set of dashboards here that have a wider aperture of time, five years. And, if you've engaged in a strategic workforce planning process previously, you know that a large challenge of this is how you actually, segment your workforce and think about sort of getting your hands around populations of your workforce to model on out, say, five years or beyond. We can do that in many ways, but I just wanted to pull on up this segmentation map to give you a sense of how we can essentially concatenate different dimensions of employee data into a single bucket. So in this example, we're saying, job family group. All of our employees that fit into the executive job family group, the executive management job family, the region Americas, and the great executive, we're only gonna bucket them into this America's exec exec segment from which to plan. Similar for the next the idea is is we can just bring these different dimensions of your employees and group them into a bucket that allows you to then get your hands throughout them as you plan for, say, something like a five year plan. So how does, this strategic workforce plan work? Again, differs organization by organization. Everything I show you is customizable to you. But often on the demand side, it starts with a set of drivers, a catalog of drivers. In this simplified example, I just have four, number of transactions, number of customers, revenue, and projects. And you can see, imagine a a plan starting in fiscal twenty three here, going on out five years. Next, what we're able to do is for each segment of your workforce, for instance, our America's customer service individual contributors, we can pick one of those drivers from the catalog that we believe to be best indicative of how that population is set to evolve. In this case, for our Americas Customer Services individual contributors, it's number of customers. That driver is positively correlated at 100%. So that means as number of customers here increases, say, from 21,000 to a presumed 23,000, whatever rate that is, let's call it let's call it 10%, we anticipate our Americas customer services individual contributors also going at that rate. Right? So this allows you to get very granular and specific with your workforce while also applying a thoughtful driver, right, that fits how that workforce is set to change. On the supply side, right, often attrition is a major element of this. And because we have all this rich attrition data in Workday HCM, we can leverage those actuals to project attrition out forward. In this case, we're looking at historicals down below. I love this example. We can use, market leading machine learning methodologies to forecast on out forward, and we have different examples of these here. Even some machine learning, methodologies that can incorporate external datasets. Imagine unemployment rates or others. That's what we call a lever. So a lot of goodness we can talk to you about, which we call Workday Illuminate and incorporating all of that good machine learning power. This then can lead to essentially a gap analysis where we're set to see how supply is evolving versus projected demand. We can break this on out by segment, right, if we wanted to see, say, our Americas admin ICs. And then we can translate this into a skills gap analysis, right, where we're able to say based off of the different types of roles needed, what skill sets will be required, and how does that compare to the skill sets we have today, and therefore, where are the areas that we need to focus on, upskilling, on hiring for Fulton employees, contingents, and more. Right? So there's so much here. I certainly don't wanna overwhelm, but I hope you get a sense as to what you can grow into in terms of the near term and the long run for workforce planning. Now, I'm gonna go ahead here and stop sharing my screen and just end on a few slides before I turn this on over to Bert. So first here, right, think about areas of value. It's a unified experience, areas folks are used to, efficiencies, collaboration, and then incorporating that data security that Workday always, provides. Two stories here that I'll just flash up onto the screen. You can look at in the recording, all about this partnership between finance and HR. Airbus, this story, I'll also encourage you to look back at. They have a 130,000 employees. They've mentioned an impact of accelerating cycle times by 70% off of the basis of a 100,000 employees. Huge, huge value gains. And with that, Bert, I'll stop, monologuing here, and we'll turn it on over to you to talk about our continuous innovation. Sounds good. Thanks, Luke. So let's jump right into it. And that was that was great demonstration, Luke. Really exciting to see all the progress there. One thing I wanna just call out and that will remain true is really our commitment to continue innovating and investing in our workforce planning product, both in, one, providing customers the flexibility that you saw Lou demonstrate just now, and also in delivering out of the box applications that you saw with the headcount planning, bottom up user experience that we just went through today. You'll see year over year, we continue to make strong product investments. So on the left there in f y twenty one, we developed and delivered that foundation model and that's really to help our customers rapid start their workforce planning needs. In 2023, we delivered a, workforce planning configuration manager, and that's really to drive the creation, the administration of your workforce planning application. It also maintains the automation to drive that connection between your HCM module and your planning module. So that means that there's the structural data and the underlying personnel data that can move freely across both. That's really kind of the magic. And then more recently, what you saw on Luke's demonstration was our delivery of the headcount planning application. That's a prescriptive out of the box mechanism, and that really allows business leaders to plan for the organizations. It still maintains that single source of truth. And so even though it's a different experience, both from being a tabular spreadsheet experience that's familiar to folks in the FP and A, realm, or whether it's a guided user experience that's familiar to HR and talent, or whether it's an organizational view of that headcount plan. You can toggle between each while simultaneously maintaining that single source of truth. That's always gonna be something you're you're working to solve for. The last piece there is really around facilitating that systematic way of new hire headcount reconciliation. And who knew that three letter acronym would be such a powerful, feature for us in in delivering them. So now if we fast forward to today, and I just really wanna echo what you saw and Luke's demonstration. As I mentioned, for our business planners, we we really focused on delivering that guided user experience that's tailored to their their natural environment. This actually leverages that business process, framework within our HCM product. It allows for a decentralized headcount planning process. It allows for concurrently planning. So taking, your headcount plan, involving organizations across the business to facilitate a comprehensive headcount plan is all available in this. As we look to this new user experience, really what we're doing is providing the planner with those KPIs that Luke went through. And I do wanna just highlight that these are all delivered out of the box. They are formulas that are available, and we've actually started connecting our HCM module with our planning module and the capabilities that are under the hood. And so versions are connected to this. There's the formulas connected to it. It actually blends together the core capabilities and synergies of each of our models, and that's really to your benefit. The other thing that I wanted to call out here is as Luke was walking through adding a new position, we generated that TPH ID. That's absolutely a differentiator, especially when it comes time to headcount reconciliation. You saw his, reconciliation, report that he was running after the fact. The last thing, and this is going to be an area that we continue to invest in, is because this, planning product or the overall headcount planning application is a natural extension of HCM, we can leverage those core capabilities. For example, the compensation eligibility rules that drives those guidelines. It's not anything that you have to set up. You don't have to go through the process of setting up rate cards. If you're leveraging those eligibility rules, you're gonna get those, as you plan new hires. Say for instance, you added that, accounting specialist in Atlanta, you'll see those comp ranges show up right away. Overall, the takeaway here is the last thing you wanna do is take your personnel data out of HCM to plan with. It essentially removes security you worked so hard to maintain. Right? So the, first feature that, was on a road map that we just recently are are delivering here is our organizational view of the headcount plan. So as mentioned, we continue to invest on the experience for the user. So here, we enhance the overall visual view of the headcount plan by allowing individuals to change from that tabular lens to an organizational lens. For those familiar with org studio, I just wanna be transparent. This is not it or pretending to be it. This view is for analysis purposes only. The other feature I wanna call out is the ability to refresh your plan with the actuals as needed. So with workforce planning, prior to the start of the overall headcount planning process, the plane is normally, hydrated with the latest actuals, meaning the latest personnel data with all of the changes from core HCM. For many on the call here, we probably all know that HCM is a living and breathing maybe not breathing, but living system, and so there are always changes that are happening on pretty much an hourly or minute basis. And so for some companies, really, the planning cycle can take anywhere from weeks to months, and the underlying HCM data is changing, as planners are planning. And so by the time that you're ready to start a plan and actually are ready to move forward with it, you wanna make sure that you're bringing in the latest personnel changes that have happened in HCM to prevent any out of sync reconciliation issues. So, really, the idea is that we're gonna allow the overall organizations that are using this to be able to refresh your plan on an ongoing basis and to blend your actuals with plan. The other benefit here is, of course, you can also see the updated changes and the original data next to it, and that's obviously beneficial for audit purposes. Now in terms of aggregate headcount planning, we wanna take our investment, from headcount planning from position level planning to aggregate, meaning that you can actually plan multi dimensionally by a position quantity or bucket rather than per position. This allows you to plan at intersections of dimensions. So think job family, job group by another dimension like location. The headcount values are actually directly tied to the personal roster, sheet, and that should really reduce the reconciliation issues that you run into today. So the benefit here is that you have the flexibility to either plan at the aggregate level or the position detail level all from the same data source. Now we've all heard of our push towards a strategic workforce plan with skills, and so I'm really excited to kind of talk through the new vision of skills planning. Our vision really helps take customers, through their business initiative planning and the mapping of that business initiative to work that has to be done to achieve those goals. So with the help of AI, we're actually trying that work to be done into, one, workforce, two, skills required to do that work. We're gonna blend those and combine the current workforce and skills, that really facilitates the conversation of how do we actually meet the demand that we're at, that we've we've determined is necessary to meet our objectives. And so the idea here is, that we're gonna leverage both the grow flex options and also enhance the hire option. That really takes it from traditional strategic workforce planning through a connected planning experience that is also connected not just to our HCM module, but to the other modules across our talent offering. Now the last feature I wanna talk through is Workday Assistant for adaptive planning. While this is not just workforce planning specific, all planning users need really an intuitive way to access insights, to access, the underlying data, and to really take action across their their planning workspace. This Workday Assistant feature introduces a multi surface assistant really designed to simplify planning. By removing those technical barriers, Workday Assistant empowers the users to efficiently navigate, analyze, and really act on their planning data directly within our adaptive planning offer. And it actually leverages any of the data that you have available in our planning module. So if we're talking the bottom up headcount plan or the headcount planning application, you can actually leverage all the data that's available and drive and generate insights right away. Future investments here really include three things. One, contextual help. So guided step by step enhancers available from any documentation that is in our planning module or that you load. The other is data analysis. So think of instantaneous data summaries or visualizations from our natural language prompts. That really should enable two things, faster decisions and more accurate decisions. And the last thing is really around advanced variance analysis. That's really identifying key variances, and then being able to set any configurable thresholds. You can identify top drivers and generate slides of commentary for reporting. This is all the direction we're heading towards. With that said, I'd like to pass it on to my good friend, David Barth, to talk about our deployment methodology. Thanks very much, Bert. I appreciate that. Hello, everybody. I would like to to just take a few minutes here to talk about, deployment. Right? And, you know, we've talked about, a lot of different use cases, a lot of different personas, a lot of different concepts around workforce planning here today. And it can often be a little bit daunting in terms of where do I start. Right? How how do I implement this? And and Luke mentioned, a little bit or or touched on a little bit our overall approach to implementation. And and that is really you know, strategic workforce planning is a journey. Right? It is not a, hey. I'm gonna turn it on and instantly implement all of these different concepts that we've talked about. Right? Yeah. It is more of a journey to get there. Right? With certain base camps along the way, on that mountain that that Luke referred to earlier in the presentation. So, just wanna talk a little bit about the that approach, as well as some options for you in terms of, where you can begin. So we talk a little bit about these different use cases, here today, but I will tell you that, for the majority of our customers and our prospects, where we are starting is around headcount planning. One is that's something that most organizations are doing today. Certainly within the context of financial planning, and cost of and cost of headcount planning. Right? An annual budget, a monthly or quarterly forecasting, calculating what what is my cost of labor internally. And that is almost always an, FP and A driven process. But it includes that FP and A process. It usually includes some components of an HR perspective on how you do headcount planning as well. And so it is most established, number one, is a high value, use case for almost everybody that we talk to. But it also, provides the basis for a lot of these other analysis and use cases, that we've just talked about today. Right? So if I wanna do service that supply and demand of labor, I need to sort of start with what is my current supply, and that that really centers around the headcount planning process. All of that to to say, most of the time, when when you're saying, how am I going to eat this elephant of strategic workforce planning? That first bite that you're taking is centered around, headcount planning. Now when we talk about headcount planning, it's important to differentiate what I call the different flavors of headcount planning. So on the far right of the slide, you say, within head financial planning, that's that process that I talked about about cost of labor, and and a lot of organizations are doing that today, right, of that cost of labor. And that is a process that is owned by usually the FP and A organization with input from HR and or, the business leaders, to create that cost of labor. Well, when we're talking about workforce planning, strategic workforce planning, there's a couple of other sort of options that you have here. The far left is that headcount planning application. That's that form based interface that resides within HCM. So I'm actually, creating and managing my headcount plan right from within HCM. And that's gonna be a process that's gonna be owned by usually HR and your business leaders. The folks that say, okay. Here's the my current roster of employees that report to me. Here are the changes that are gonna that's gonna happen with those employees, over the next twelve to twenty four months, and what's the impact of that. And by managing that right from within HCM, that's where you get that sort of full circle that we talked about in terms of being able to say, okay. If this request for a new headcount is approved, go ahead and actually create that position within HCM, and then update my plan with that new position ID and all the different data associated with that. When that position gets filled, go ahead and update that record, from within my headcount plan. And so I'm really just managing my headcount, like I do in HCM, but I'm also but I'm sort of managing the future of that headcount too over the next twelve to twenty four months. But it's important to note that's a very HR centered process. Some of our customers go with more of a hybrid approach, and that's that middle column here of saying, you know what? This is a very much shared process between FP and A and HR. And I need both to have input, and I'd like for the single model to to manage both sides of of that, if you will. So maybe I need, as part of my headcount planning process, to say, hey. I I need my Social Security caps, to to be reflected as part of this, headcount planning process. Right? Unified process. You know, more complex things like that. Maybe I don't want to plan for all of my employees, by worker and by position. Maybe I'm job management or maybe I just say, you know, within each call center, I need to plan by job profile or job family. All those different kinds of requirements in different ways that organizations plan, depending on their own individual needs, can be supported within workforce planning. Right? So, as part of your thought process in terms of how do I want to proceed, it's a matter of how do I want to manage my overall process and who's going to own that process. Do I wanna do head comp planning within HCM that then feeds my financial planning models so that those things are in sync, but only have those attributes and calculations that are appropriate for for each of those different processes? Do I wanna do something more in a in a hybrid approach? And the workforce planning skew can support any and all of those scenarios. It's just a matter of which is best for you. So what are the options? I've talked about a number of different approaches. So, when you talk about how do I go about implementing this, how do I get started, We have a a couple of ways to, sort of quick start, if you will. If you wanna do that HCM based headcount planning process, that headcount planning application, we we have what we call a foundation package, to quickly configure that for you and get you up and running on that in as little as eight weeks. If you're taking more of that hybrid approach, if you have more, you know, some sort of complex needs, you're still focused on that headcount in cost, use case, but you wanna do more top down and bottom up. You wanna do more aggregate planning, those sorts of things. We have a launch package, which is, again, more of a prescribed in, scope around headcount and cost, but has a lot more flexibility, to tailor to to your individual needs for that model. If neither one of those is is your cup of tea, doesn't fit your requirements, or you wanna explore, diving right into some of those other use cases around capacity planning or more strategic workforce planning, etcetera, There is always the Workday your way, where we will fully customize a scope for an initial implementation for you. So just a couple of, points on each of these different packages or or different options, if you will, to deploy. The headcount planning app application, that foundation package, like I said, that's the quick and easy way, to configure that HCM based headcount planning functionality. A couple of things that you wanna note, it does assume that you're gonna be planning by individual worker, by supervisory organization today. I think Bert mentioned, coming later this year, Safe Harbor, will support planning by cost center or customer organization within that user interface. But today, it is supervisory organization. We're assuming all that data is contained within HCM. We're not trying to do any external integrations. Then just a couple of other things to take note, as you're considering that package. The workforce planning launch, that little one, as I talked about, again, centered around headcount and cost, both top down, bottom up. Again, little more flexibility for you. We'll work with you to to define exactly what that looks like, but also allows very quick implementation, twelve to sixteen weeks, to get you up and and and running, within the adaptive use interface for your headcount and cost use case. Workday your way, again, because this is sort of the catch all through everything else. We'll work with you to define exactly what your immediate requirements are. With Workday professional services, we go through a process we call clarity, which is, session or sessions to sit down with you, talk about your desired for future state. What are your strategic goals and success criteria, for strategic workforce planning? Walk through your existing and desired business processes in detail, as well as these existing application landscape. Coming out of that, what we would produce, is both a detailed scope for your initial implementation and and statement or, but also, a higher level road map for okay. Yes. We're gonna do this today, but where do we go from here? Where are we gonna what are we gonna implement next? What kind of functionality or use case? And when do we plan on doing that? In addition, as I said, these are, Workday professional services offerings, but we do have a very robust community and ecosystem of certified partners for workforce planning. Again, those partners are bringing, both, product expertise, to the table as well as, experience for particular use cases or perhaps particular industries, that they have developed and and can offer to you. Workday offers the Workday marketplace. If you haven't checked this out, recommend that you do so, at some point. But this is where our partners can host their developed solutions and implementation packages, similar to to ours, that are out there for you to to take a look at and to explore. Very good ways to get a fast and head start towards towards initial implementation. Just gonna highlight an example of one. One of our partners, IBM, developed what they call the strategic workforce planning accelerator, where this package, based upon their previous experience and expertise, stands up a series of dashboards, reports, different sheets connected to HCM in order to support different kinds of what if analysis, and scenario planning, around your overall headcount. This is targeted more towards, you know, the HR business partner and executive, sort of level, to say, okay. How am I going to look strategically and globally at my overall workforce, in the different levers that I can pull to sort of turn the ship as as we go forward? So just other options, for you to consider, as you look at implementation. One last thing, that I would be remiss, if I didn't point out. When it comes to planning, and certainly workforce planning, what we have found is our most successful customers, the ones that are the happiest and the ones that are getting the most out of the tool, are the ones that are most self sufficient on the tool, because planning is dynamic. You know, if there's one thing that we know, it's that your business landscape, your business requirements, your business strategies are going to change. And these days, they change quickly. And your planning models and the way that you plan and the different, elements of of data, that you use to support decision making are going to change with that, need to be able to change with that. And as such, you need to be able to adapt, pun intended, your models accordingly, and do so quickly and easily and ideally without having to pay additional consulting dollars, to somebody to to update. So with that said, when we implement, we will focus on knowledge transfer and making sure that as you continue on your, strategic workforce planning journey, you can do more and more of that work on your own, and rely less and less on consultants. One big component of that is training. So, what we offer is, the Workday Adaptive administrator training kits, which is essentially access to our on demand training library, that consists of videos, simulations, even training environments, and almost about 30 different courses that you can take, and, upscale your internal resources, and expertise to support your overall road map. And with that, I will turn this back over to Luke Luke for quick, next steps and wrap up. Awesome. Thank you very much, David. Just flashed this on up. I know we're at time, but I think this slide really, synthesizes the value here that you see with with workforce planning. Also in the top right hand corner, you'll see a doc section. There are some helpful links there, including customer stories. If you go in and search for workforce planning, you can see many more, connections to Workday Illuminate, our approach to machine learning, and more. From all of us here on the call, thank you very much for taking the time with us today. We look forward to supporting you as you transform workforce planning processes, leveraging Workday Adaptive Planning. And remember, don't think of next steps as a process that will overwhelm or will be time consuming or challenging. Indeed, many of our customers begin to derive value from Workday Adaptive Planning very shortly after you begin your deployment and then grow from there. Thank you for your time, and we hope you have a fabulous rest of your day.