Free and Premium Workday Workday-Pro-Compensation Dumps Questions Answers

The allowance plan has adefault = $100 USD, plusprofiles for Toronto, Paris, Sydney.

Dublin (Ireland) does not have a profile yet, so Workday defaults to theplan default value.

Since the default is$100 USD, that is the value assigned at hire.

Why not the others?

A. €0 EUR→ No such rule; Workday always uses defaults when profiles are missing.

C. €80 EUR→ That’s Paris profile, not Dublin.

D. $0 USD→ Incorrect because the plan default is not zero but $100.

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

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

The default is increased by $50.

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

Why not the others?

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

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

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

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

It evaluates:

Worker eligibility rules(which plans apply).

User security permissions(what the initiator can see).

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

Why not the others?

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

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

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

If you want to restrict employees so they can only submita single one-time payment per payment event, you must ensure thatMultiple One-Time Payments is not enabledin tenant setup.

When disabled, Workday enforcesone plan per effective date/reason.

Why not the others?

A. Segment security→ Controls data access, not number of payments allowed.

B. Rule-based BP→ Governs approvals/workflow, not structural system behavior.

C. Enable Multiple One-Time Payments→ Would allow multiple entries (opposite of requirement).

TheCompensation Spreadsheet reportprovides a detailed view of:

Worker’stotal base pay.

Assignedcompensation package.

Compa-ratio(position in range).

Can be scoped by organizations and includes subordinates if required.

Why not the others?

A. Total Rewards→ Worker-facing summary report, not detailed comp admin view.

B. Employee Compensation Details by Job Profile→ Focused on jobs, not individual worker comp breakdown.

D. Employee Compensation Audit→ Audit mismatches, not full comp detail.

By default, Workday restricts one-time payments so that onlyone plan per effective date/reasoncan be entered.

To allowmultiple one-time payments(different plans and pay dates, same effective date/reason), you must enable:

“Enable Multiple One-Time Payments”inEdit Tenant Setup – HCM.

Why not the others?

A. Add Review step for HR Partner→ Impacts workflow, not configuration.

B. Disable Pay Date Help Text→ Only changes help text display, not functionality.

D. Configure same eligibility rules & package→ Doesn’t override the one-payment-per-effective-date limitation.

Compensation gradesin Workday definepay ranges(minimum, midpoint, maximum) for job profiles.

Their purpose isguidanceduring compensation transactions (hire, promotion, merit increase, etc.), ensuring pay is competitive and consistent.

They do not enforce payroll mapping or overtime eligibility directly but help managers and HR align salary offers to market ranges.

Why not the others?

B. Connect salary to payroll→ That is done bycompensation elements, not grades.

C. Overtime eligibility→ Determined bywork hours & worker type, not grades.

D. Compensation basis for reporting→ Controlled bycomp basis setup, not grades.

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

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

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

Why not the others?

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

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

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

TheEmployee Compensation Audit reportidentifies mismatches, such as employees:

Assigned to comp plans for which they are not eligible.

Missing comp plans they should have.

It is the standard audit tool for verifying eligibility alignment with assigned compensation.

Why not the others?

B. Rollout Process report→ Tracks rollout actions, not eligibility mismatches.

C. Employees Assigned Multiple Bonus Plans→ Only checks duplicate plan assignments.

D. Compensation Spreadsheet→ Used for review/updates, not eligibility audits.

Effective Date (March 1)= When the pay increase is valid for payroll.

Employee Visibility Date (March 21)= When employees can actually see the change in Workday.

This allows managers to communicate the increase by March 20, and employees only see it from March 21 onward, while payroll processes it correctly on March 31.

Why not the others?

A. Expected End Date March 31→ Used to close plans, not to control visibility.

B. Actual End Date March 1→ Would end the plan immediately.

D. Effective Date March 5→ Wrong; payroll needs it effective March 1.

When multiplecompensation basesapply to an employee, Workday selects theprimary basisbased onranking (lowest number = highest priority).

Rankings here:

Management = 1

International = 2

Sales = 3

Therefore,Management Compensationis the primary basis.

Why not the others?

B. Sales Compensation→ Ranked lowest (3).

C. International Compensation→ Ranked 2, lower than Management.

D. Total Base Pay→ Not listed among eligible ranked bases here.

When an employee undergoes aChange Job(e.g., transferring between supervisory orgs), Workday triggers thePropose Compensation Changebusiness process if compensation is impacted.

This allows HR/Comp to adjust salary, allowances, or other plans based on the new job/org details.

Why not the others?

A. Propose Compensation Offer→ Used duringhire/recruiting offers, not job changes.

B. Request Compensation Change→ Typically a standalone process, not triggered automatically by Change Job.

C. Propose Compensation Hire→ Used athire events, not transfers.

When configuring asalary plan, you can choose whether the plan amount should automatically adjust for part-time employees based onFTE% (Full-Time Equivalent percentage).

Apply FTE%ensures that the salary plan prorates according to scheduled hours vs. full-time hours.

Example: If an employee works 50% FTE, a $60,000 annual salary plan will automatically adjust to $30,000.

Why not the others?

B. Compensation Element– Elements link plans to payroll but do not control proration.

C. Eligibility Rules– Define who is eligible, not how amounts are prorated.

D. Exclude from Merit– Used in merit review processes, unrelated to proration.

Maintain Custom Validationsallows you to refine which events validations apply to.

Workday distinguishes betweenRequest One-Time Payment(manager/HR initiated) andRequest One-Time Payment for Self(employee initiated).

By using theOne Time Payment Event for Self field, you can exclude self-service events from being validated by the existing custom validations.

Why not the others?

B. Add new validations→ Would duplicate rules rather than exclude them.

C. Remove Employee as Self from security domain→ Would block employees from submitting requests, not exclude validations.

D. Configure Options Fields→ Controls fields displayed, not validation logic.

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

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

Why not the others?

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

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

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

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

Thus:

Step 1= entry, no condition needed.

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

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

Why not the others?

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

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

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