WORKDAY-PRO-TALENT-AND-PERFORMANCE Practice Questions

The Maintain Skills and Experience Setup task is the central administrative task for configuring the overall behavior of skills and experience features within a Workday tenant. This includes enabling Workday Skills Cloud and, crucially, setting it as the primary source for typeahead searches. By configuring this setting, administrators ensure that when users search for skills, the comprehensive and standardized Skills Cloud catalog is prioritized over the tenant's manually created skill catalog, promoting consistency and relevance.

B. Maintain Skill Item Categories: This task is used for creating and managing the classification groups for skills (e.g., Technical, Leadership), not for configuring the source of the skills themselves.

C. Maintain Skill Vendors: This task is for managing third-party providers of skill data or assessments, which is distinct from configuring Workday's native Skills Cloud feature.

D. Maintain Skills: This task is used for the manual creation, editing, and management of individual skill items within the tenant's custom skill catalog, not for tenant-level source configuration.

1. Workday

Inc. (2023). Workday Talent and Performance Administrator Guide. Section: Setting Up Skills. This guide details the necessary configuration steps for skills management. It explicitly states that the Maintain Skills and Experience Setup task is used to enable and configure Workday Skills Cloud

including settings for search priority.

2. Workday

Inc. (2023). Workday HCM: Talent and Performance Courseware. Module: Configuring Skills and Experience. The official training material demonstrates that enabling Skills Cloud and defining its role as the primary search source is performed within the Maintain Skills and Experience Setup task. The section on "Skills Cloud Configuration" walks through this specific process.

A multi-rater review, by definition, involves gathering input from multiple sources beyond the manager, such as peers or direct reports. In Workday, this is enabled by configuring a specific section in the review template that initiates the "Get Feedback on Employee" business process. This section allows for the nomination of feedback providers and the collection of their responses. While sections for Competencies, Questions, and Goals are common in annual reviews, the "Feedback" section is the essential and defining component that facilitates the multi-rater aspect of the process.

A. Competencies: A multi-rater review can be configured without a competencies section; this section is not the defining feature of gathering feedback from multiple people.

B. Questions: While feedback providers answer questions, the core mechanism that enables soliciting input from multiple raters is the dedicated "Feedback" section.

C. Goals: A multi-rater review can focus on behaviors or skills, not just goal achievement. The feedback mechanism is what makes it multi-rater.

1. Workday

Inc. (2023). Talent and Performance Administrator Guide. Section: Setting Up Performance Review Templates. This guide details the available section types for review templates. It specifies that to incorporate feedback from multiple participants (peers

matrix managers

etc.)

the administrator must add a "Get Feedback" section. This section type is explicitly designed to trigger the business process for soliciting and collecting responses from nominated individuals

which is the core of a multi-rater review.

2. Workday

Inc. (2023). Business Process Configuration Guide: Talent and Performance. Section: Get Feedback on Employee Business Process. This document explains that the "Get Feedback on Employee" business process is the underlying engine for multi-rater assessments. It is initiated from a section within a parent business process

such as an employee review. The configuration of this process and its inclusion in a review template is what enables the multi-rater functionality.

The Launch Talent Review business process in Workday is specifically designed to initiate the collection of comprehensive talent information. This process orchestrates the gathering of data from multiple sources, including self-assessments from employees on their career interests and skills, and evaluations from managers regarding employee performance, potential, and readiness. It serves as the primary framework for systematically collecting the inputs required for subsequent talent discussions and calibration sessions, directly fulfilling the HR department's objective.

B. Complete Manager Evaluation: This is a specific task or step within a larger business process (like a Talent or Performance Review), not the overarching process used to gather information from both employees and managers.

C. Launch Calibration: Calibration is a process that occurs after talent data has been gathered. Its purpose is to review and normalize ratings across a group to ensure fairness and consistency, not to collect the initial data.

D. Start Performance Review: While a Performance Review gathers performance-related data, a Talent Review is broader, focusing on a wider array of "talent information" such as potential, career aspirations, and mobility, which is more aligned with the question's scope.

1. Workday

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

Section: "Talent Reviews": This section details the Talent Review business process

explaining that it is initiated to "gather the latest talent information for employees." It explicitly describes configurable steps such as "Complete Self-Evaluation

" "Complete Manager Evaluation

" and "Update Talent Profile" which involve collecting data from both employees and managers before the actual review meetings. (Reference to specific internal document structure).

2. Workday

Inc. (2023). Business Process Configuration for Talent and Performance.

Chapter: "Setting Up the Talent Review Business Process": This chapter outlines the configurable steps of the Talent Review business process. It confirms that the process is the primary mechanism to "solicit and collect talent assessments from managers and

optionally

from employees" to prepare for talent discussions. It contrasts this with the Calibration process

which is described as a subsequent step for normalizing the collected data.

3. Sierra-Cedar (2019). Sierra-Cedar 2019–2020 HR Systems Survey

22nd Annual Edition.

Section: "Talent Management Applications": This industry report

while not a direct vendor document

analyzes the functionality of leading HCM systems like Workday. It describes Talent Review modules as central hubs for aggregating diverse talent data points (performance

potential

competencies

career goals) from various stakeholders

including employees and managers

to create a holistic talent profile. This aligns with the function of the "Launch Talent Review" process. (Reference to general findings on Talent Management modules

p. 58-61).

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

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

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

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

---

1. Workday

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

Section: Setting Up Feedback

Subsection: Configure Feedback Templates

Page 24

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

2. Workday

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

Chapter: 5

Feedback and Anytime Reviews

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

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

the template becomes immutable for the initiator

forcing adherence to the centrally designed questions."

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

Module: 4

Providing and Requesting Feedback.

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

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

The 'Assess Potential' step in a Workday Performance Review business process is specifically designed to evaluate an employee's potential for future growth, typically using a talent matrix like the 9-box. The question explicitly states the review's content includes only "goals, feedback, and responsibilities." Workday business process steps are conditional and context-aware. If the review template, configured during the 'Set Review Content' step, does not include a section for assessing potential, the 'Assess Potential' step in the workflow will be skipped because there is no corresponding content for it to action. The other steps directly map to the required components of the review.

A. Get Additional Reviewers: This step is necessary to solicit the "feedback" component from peers, matrix managers, or others as part of the 360-degree review process.

C. Complete Manager Evaluation: This is a fundamental step where the manager provides their official assessment of the employee's performance against the defined goals and responsibilities.

D. Set Review Content: This initial step is essential for defining the structure and sections of the review, ensuring it includes the required "goals" and "responsibilities" sections.

1. Workday Product Documentation: Talent and Performance Management Guide

Chapter: "Set Up Performance Reviews

" Section: "Performance Review Business Process Steps." The documentation specifies that steps such as 'Assess Potential' are conditional and will only execute if the corresponding section is configured in the review template via the 'Set Review Content' step.

2. Workday Product Documentation: Business Process Administrator Guide

Chapter: "Conditional Rules

" Section: "Configuring Step Conditions." This guide explains that business process steps can be configured with conditions that check for the presence of specific data or template sections. The absence of a "Potential Assessment" section in the review document would cause a condition to evaluate to false

thereby skipping the 'Assess Potential' step.

3. Cornell University

Division of Human Resources: Workday Performance Management for Managers Toolkit

"Understanding the Performance Review Process

" pg. 4. The guide outlines the standard workflow

noting that optional sections like "Potential Assessment" will only appear for managers to complete if they are part of the centrally configured review template for that specific performance cycle.

The "Manager for Majority of Event" security group is specifically designed for performance reviews where an employee's manager has changed during the review period. It dynamically identifies and routes the task to the manager who supervised the employee for the longest duration within that period. In this scenario, the first manager served for eight months (January-August), which constitutes the majority of the annual review cycle. Using this security group ensures the manager with the most relevant performance insight completes the evaluation, fulfilling the requirement to route to the manager from January.

A. Manager: This group routes to the employee's current manager (the one from September), not the manager who served for the majority of the period.

C. Matrix Manager: This refers to a secondary, project-based manager, which is not relevant to the primary hierarchical manager change described in the scenario.

D. Primary Manager: This is synonymous with the current manager and would route to the manager from September, not the one from January.

1. Workday Talent and Performance Administrator Guide: In the section "Set Up Performance Reviews

" the guide details the configuration of the Start Performance Review business process. It specifies that for the Complete Manager Evaluation step

the "Manager for Majority of Event" role can be assigned to handle routing in cases of manager changes during the review period. This ensures the evaluation is completed by the manager who oversaw the employee for the longest time. (Reference: Chapter 4: Performance Reviews

Section: "Configure the Start Performance Review Business Process").

2. Workday Business Process Administrator Guide: The guide explains role-based routing in business process definitions. It defines "Manager for Majority of Event" as a calculated role that determines which manager had responsibility for the worker for most of the period defined by the business process event dates. This is contrasted with the "Manager" role

which always resolves to the current manager. (Reference: Chapter 2: Business Process Framework

Section: "Business Process Step Assignees").

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

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

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

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

1. Workday

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

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

2. Workday

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

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

which are provided by Workday

and Crowdsourced skills

which are entered by end-users.

3. Workday

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

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

The "Applies to" section of the Employee Review Template configuration is the specific area used to define the eligibility criteria for the review. Administrators use this section to create and apply condition rules that determine the target population. To restrict the template to new hires after 90 days, a condition rule would be configured based on the worker's hire date (e.g., using the "Time Since Event - Hire" calculation) and placed in the "Applies to" section. This ensures that when the review process is launched, it is only assigned to the workers who meet this precise criterion.

B. Review Type: This field is used to categorize the review (e.g., Annual, Promotion, New Hire Check-In) for reporting and process differentiation, but it does not control worker eligibility.

C. Period Start Date/Period End Date: These dates define the performance period being evaluated (e.g., Q1 2024) and apply to everyone in the review, rather than filtering who is eligible to receive it.

D. Layout Override: This feature customizes the visual layout or sections of the review form for different audiences but does not determine who is included in the review process itself.

1. Workday Talent and Performance Administrator Guide: In the chapter on "Set Up Employee Reviews

" the section "Steps to Create an Employee Review Template" details the configuration tabs. It specifies that the "Applies To" tab is used to "Create condition rules to determine which workers are eligible for the review template." This directly supports using this section to target a specific population like new hires.

2. Workday Business Process Framework Documentation: The documentation on "Condition Rules" explains their function as a core platform feature for defining eligibility for business processes and other templated configurations. It describes how rules can be built using fields like "Hire Date" and calculations like "Time Since Event" to precisely target a process

which is the mechanism used within the "Applies to" section of the review template.

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

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

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

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

1. Workday Administrator Guide

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

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

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

2. Workday Community Documentation

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

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

confirming equal treatment of each item.

The scenario requires a talent pool that satisfies two specific conditions: automatic membership updates and restricted visibility for managers.

1. Automatic Updates: A 'Dynamic' talent pool is configured with rules and criteria that automatically add or remove workers as they meet or cease to meet those criteria. This fulfills the first requirement.

2. Restricted Visibility: A 'Restricted' talent pool limits a user's view to only those members who are within their security context. For a manager, this means they can only see members who are part of their supervisory organization. This fulfills the second requirement.

Therefore, a Restricted Dynamic Talent Pool is the only option that meets both criteria.

A. An Open pool would allow managers to see all members in the pool, not just those within their own organization.

C. A Static pool requires manual management of members and does not update automatically based on criteria.

D. A Static pool does not meet the requirement for automatic updates based on criteria.

1. Workday Talent and Performance Administrator Guide: In the section "Setting Up Talent

" subsection "Talent Pools

" the guide defines the four types of talent pools. It specifies that 'Dynamic' pools use eligibility rules for automatic membership and 'Restricted' pools limit visibility based on the security of the person viewing the pool. (Reference: Workday Community

Talent and Performance Documentation

"Manage Talent Pools" task overview).

2. Workday Core Concepts Guide: The "Supervisory Organizations" section details the hierarchical security structure that underpins role-based access. It explains how a manager's security role grants them access only to workers within their management chain

a principle directly applied by 'Restricted' talent pools. (Reference: Workday Community

Core HCM Documentation

"Key Concepts: Supervisory Organizations").

3. Cornell University

ILR School Course ILRHR 4635 - Human Resource Information Systems: Course materials discussing Talent Management modules in leading ERPs like Workday explain the distinction between static (manually curated) and dynamic (rule-based) groups for succession planning and talent identification. The concept of contextual security (Restricted) is highlighted as a best practice for data privacy and relevance for line managers. (Reference: Cornell University

ILR School

HRIS Courseware Syllabus and Module Descriptions).