Workday-Pro-Compensation WorkdayProCompensationExam Questions and Answers

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.

Assigning acompensation grade to a job profilelinks that job to adefined pay range(min, midpoint, max).

This ensures that whenever employees are hired or promoted into the job profile, Workdaydefaults the pay range guidanceautomatically.

Managers and HR can then use this information to propose fair and competitive pay.

Why not the others?

B. Target compensation amount→ Target comp is usually set at the employee or plan level, not the grade.

C. Eligibility for bonus plans→ Controlled viaeligibility rules, not compensation grades.

D. Compensation frequency→ Determined byplan setup (annual, monthly, hourly), not by grades.

The employee is afull-time support analyst in Mexico City.

The relevant bases are:

Total Pay (Mexico)→ For Mexican employees.

Total Compensation Non-Sales→ For non-sales, full-time employees globally.

Since the employee qualifies forboth, theranking determines priority.

Ranking:

(10) India

(20) Non-Sales

(30) Sales

(40) Mexico

Normally, thelowest ranking number (highest priority)applies. But becausegeography-based bases (Mexico)are more specific,Total Pay (Mexico)becomes the primary basis despite being ranked 40.

Why not the others?

B. Salary and Seniority→ Unranked, only applies when no ranked basis fits.

C. Sales→ Not a sales role.

D. Non-Sales→ Qualified, but Mexico-specific basis takes precedence.

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.

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.

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,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.

After creating a newallowance plan, you must assign it to all employees who qualify.

TheRollout Compensation Plans to Employeestask is the standard Workday process that mass-assigns plans to all workers who meet the eligibility rules.

This ensures bothcurrent and future eligible employeesreceive the plan automatically.

Why not the others?

B. View Compensation Plan Rollout Process→ Monitoring tool, not an assignment process.

C. Compensation Plan Assignment Audit→ Audit/reporting only, does not assign.

D. Employee Compensation Plans – Allowance report→ Reporting only; still requires manual actions.

Base Pay Elementson a grade profile determine which compensation plans/elements are included inTotal Base Pay.

In this scenario, Mexico employees already haveBase Pay + 13th Monthincluded. To ensureFamily Allowanceis also counted as part of total base pay, you mustadd the family allowance elementdirectly in theBase Pay Elements fieldof the Mexico grade profile.

This way, when Workday calculates total base pay, it aggregates all specified components.

Why not the others?

B. Create custom compensation basis→ Useful for reporting/eligibility but not tied to grade profile definitions of total base pay.

C. Put Eligible Earnings Override EIB→ This is a data load tool, not a configuration solution.

D. Compensation element group→ Groups are for reporting or eligibility, but they don’t define which plans contribute to total base pay.

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.

By default, if compensation defaults from the requisition, Workday mayskip eligibility re-checks.

To ensure eligibility rules arealways executedduring the Offer process (especially if location, job family, or country changes), enable:

Run Eligibility Rules when there is Requisition CompensationinEdit Tenant Setup – HCM.

Why not the others?

B. Enable Defaulting Based on Guidelines→ Controls guideline defaults, not eligibility evaluation.

C. Edit Offer business process security→ Security won’t trigger eligibility rules.

D. Enable Eligibility Rule Performance Enhancement→ Improves performance but doesn’t force rule execution.

APeriod Salary Planin Workday supports paying employees more than 12 times per year (e.g., 13 or 14 payments for regions like Italy or Spain).

This allows payroll to spread annual salary across the correct number of pay periods.

Why not the others?

A. Unit salary plan– Pays based on units (like per credit hour for faculty), not extra months.

B. Hourly plan– Pays by worked hours, not relevant to salaried employees.

D. Salary plan– Standard salary plan assumes 12 months and does not support extra pay periods.