1. WORKDAY TRAINING LEAVES:

2. REIMAGINING OUR WORKDAY Training Objectives Four Main Objectives: Explain leavesUnderstand terms and conceptsCompare processesPerform leave transactions

3. REIMAGINING OUR WORKDAY Agenda Review: position management, appointments, job changes Expectations, Overview, and Navigation Place on and return from leave

4. REIMAGINING OUR WORKDAY Main BPs Create positionCreate job requisitionEdit position/HC Edit position (or HC) restrictions Freeze/Close Position or HC Sub BPs Change Org AssignmentsAssign Costing AllocationReview and approve Key concepts/fields Types of positions: classified, group, student, informational HC groupJob Classification Field Supervisory Organization: how to find a position Review: Position Management

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6. Assign Organizations

7. REIMAGINING OUR WORKDAY Employee

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9. vs. Hiring Requirements

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11. Main BPs Create applicantHireAdd job Sub BPs Propose CompAssign Costing Change Org Assignments Assign Pay Group Key Concepts/Fields Name, Address, Phone, Email, SS# Job classificationsComp end date Cross Company/PayNon-paid pay group Review: Appointments

12. REIMAGINING OUR WORKDAY Create Applicant

13. REIMAGINING OUR WORKDAY Hire and Add Job

14. REIMAGINING OUR WORKDAY Change Personal Info

15. REIMAGINING OUR WORKDAY Edit Government IDs

16. REIMAGINING OUR WORKDAY Main BPs General job changesTransfer/promote/lateralSwitch primary jobPhased retirement Sub BPs Review by current MP and proposed MP Propose CompAssign CostingChange Org AssignmentsAssign Pay Group Key Concepts/Fields Differences: edit pos, job change, edit pos restrictions Differences: transfer/promo/lateral Phased retirement: 5 fields to change Job classificationsComp end date Review: Job Change

17. REIMAGINING OUR WORKDAY Job Change

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21. Agenda Review: position management, appointments, job changes Expectations, Overview, and Navigation Place on and return from leave

22. REIMAGINING OUR WORKDAY Expectations Workday AccessOwnership Leaves Roles affect workflow Policies 6.9 and 6.2.1 must drive your decisions

23. REIMAGINING OUR WORKDAY Overview: General info and improvements Improvements WD calculates and tracks eligibility, entitlement, accruals. WD controls salary reduction: no need to reduce pay. Health and personal leave is one type: less complicated. Worker-based and position- based leaves General Info Intermittent leaves: use time off OR put employee on leave Cascading leavesTerminology: supplement vs paid Waiting periods: compliance, reporting, cascading leaves Half pay:.5 in WD

24. REIMAGINING OUR WORKDAY Overview: Concepts Exempt Staff Exempt staff use WD to supplement Enter time off within each month: accurate accruals Management Partner can initiates leaves; Employee can initiate SOME leaves Hourly Staff Hourly staff use Kronos to supplement Management Partner can initiate leaves; employees can initiate SOME leaves Academic Leaves Professorial academic Non-professorial academic

25. REIMAGINING OUR WORKDAY Overview: Concepts Leaves that require worker pay supplements: Parental supplement onlyParental leave work arrangementSupplemental paid leave**Bi-weekly supplements are still done in Kronos

26. REIMAGINING OUR WORKDAY http://impl.workday.com/cornell3 Overview: Navigation

27. REIMAGINING OUR WORKDAY Agenda Review: position management, appointments, job changes Expectations, Overview, and Navigation Place on and return from leave

28. REIMAGINING OUR WORKDAY Management Partner Initiates the leave Requests comp change for Academic Appointments Returns the employee from leave Compensation Finance Partner Assigns costing (Labor Distribution) HR Partner Reviews and Approve the initiation Assign roles to other worker(s) Place on Leave: Workflow of BP

29. REIMAGINING OUR WORKDAY Leaves: Unpaid Leave of Absence - STD -Worker’s comp - Parental - Academic Policy 6.9 and 6.2.1

30. REIMAGINING OUR WORKDAY Try it!

31. REIMAGINING OUR WORKDAY Within the supervisory org that you support, an employee has gone out on short-term disability, which is an example of a cascading leave: 1.Use the Place Employee on Leave business process (BP) to put the employee on the short-term disability waiting period. 2.Return the employee from the waiting period. 3.Use the Place Employee on Leave BP to put the employee on the short- term disability half-pay or quarter-pay (whichever is appropriate). Things to consider:  Related changes to costing allocation (i.e., labor distribution)  Ability to supplement pay: staff must use accruals to supplement their pay during the waiting period. Once health and personal leave is gone, employees can use vacation pay.  Worker roles: if the employee had roles, assign those roles to another worker.. Case Study

32. REIMAGINING OUR WORKDAY Employee

33. REIMAGINING OUR WORKDAY Employee

34. REIMAGINING OUR WORKDAY Employee

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36. Employee

37. REIMAGINING OUR WORKDAY  Position-based leave  Employee-based leave  Cascading leaves Return from Leave

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44. Summary Congratulations! You have completed the Workday Leaves training session.