Workday-Pro-Compensation WorkdayProCompensationExam Questions and Answers

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.

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.

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.

Compensationgradesdefine pay ranges, andgrade profilesallow variation bylocation, job family, or other attributes.

In this case, the Software Engineer role exists inLondon, New York, and Milan, so the best practice is to:

Createone compensation grade(Software Engineer).

Addgrade profilesfor each location, each with its own pay range.

Attach thegrade(with all profiles) to the job profile.

Why not the others?

A. One grade per location→ Duplicates maintenance effort; profiles exist for this purpose.

B. Three grades tied to three job profiles→ Unnecessary; job profile is the same role globally.

D. One grade with eligibility rules→ Eligibility determines who qualifies, not pay ranges per location.

The taskRequest Compensation Changeis specifically forupdating salary or allowanceswithout affecting other worker details (position, job, location).

This allows an ad hoc adjustment to salary while leaving the rest of the worker’s profile unchanged.

Why not the others?

A. Transfer/Promote/Change Job→ Used when job details (title, location, org) change, not just pay.

C. Request Grade Change→ Alters grade, not salary directly.

D. Request One-Time Payment→ Temporary, ad hoc payments, not ongoing salary.

Out of Order Compensation Changes Reportidentifies employees with compensation changes enteredwith earlier effective dates than existing future-dated changes.

This prevents conflicts in comp history and ensures payroll/comp processing accuracy.

Why not the others?

A. Employee Compensation Audit→ Audits eligibility and assignment mismatches, not date conflicts.

B. Future Payment Audit→ Focuses on scheduled payments, not comp changes.

D. Compensation Changes→ General report, doesn’t flag sequencing issues.

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.

ForTotal Cost (India), the requirement is that only50% of total compshould be allocated towardsalary plans.

This is achieved by using theManage Basis Total option, where you can set maximum percentages for specific plan types (e.g., Salary = 50%).

This ensures salary stays capped at half of total, regardless of other components.

Why not the others?

A. Fixed compensation basis→ Doesn’t handle percentage capping.

B. Remove retirement plans→ Irrelevant; retirement can stay, the key is controlling salary %.

D. Change ranking to 50→ Ranking only determines basis priority, not limits.

If the recruiter cannot change the allowance amount (e.g., from$50 AUD → $100 AUD), the most likely reason is that the allowance plan is configured withNo Overrideselected.

No Overrideprevents users from modifying the default plan amounts during transactions.

Why not the others?

A. Plan not in package→ If missing, it wouldn’t appear at all, not appear but be locked.

B. Eligible for more than one package→ Doesn’t prevent changing amounts.

C. Not eligible for profile→ Would prevent plan assignment, not lock override fields.

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.

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.

Some countries (e.g., Italy, Spain) legally require employees to be paid13 or 14 times per year.

Workday supports this by using aPeriod Salary Planwith amultiplier, which allows additional months, weeks, or days of pay.

In this case, to meet the legislation for an extra month, configure theperiod salary plan with a 1-month multiplier.

Why not the others?

A. Amount-based allowance plan→ Allowances are supplemental, not designed for legislated base salary multipliers.

B. Percent-based merit plan→ Merit is performance-based, not a legislative requirement.

C. One-time payment plan→ One-time payments are ad hoc, not recurring annual extra months.

In Workday,eligibility rules are optimized by sequencing broader population filters first, followed by narrower ones.

Here:

Organization = 50 employees

Job family = 5 employees

To ensure performance optimization, the system should firstfilter by organizational membership (50), then applyjob family (5).

This reduces the number of workers Workday needs to evaluate at the second step.

Why not the others?

B. Eligibility sequenced automatically→ Not entirely true; sequencing can be configured for optimization.

C. Remove job family→ Would ignore requirements.

D. Job family precedes organization→ Less efficient, because it would start from 5 but miss optimal evaluation across 50 employees.