navigating unprecedented change with workday
TRANSCRIPT
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Customers who purchase Workday, Inc. services should make their purchase decisions upon services, features,
and functions that are currently available.
Safe Harbor Statement
Introductions
Workday Confidential
Dawn Ward Senior HRIS and Workforce Planning
Manager, Calix
Rimple PatelGroup Manager, Value Realization,
Workday
Agenda
► An Era of Accelerated Change
► Customer Spotlight: Calix
► Value Index Study: Themes from High Performing Customers
► Value Index Study: State of the Industry Insights
► Workday’s Value Management Team
► Q&A
We Are Living an Era of Accelerated Change
Of the Fortune 500
in 2000, 52% no
longer exist as
stand-alone
companies
52%
Of today’s
Fortune 500,
40% are
estimated to
disappear in the
next 10 years
40%
Record $3.5 trillion in
announced mergers
and acquisitions in
2016
Source: Yale University Study; Thomson Reuters article; Washington University Study’
A Perfect Storm of Disruption:
Is Your Company Ready?
Moore’s Law:
Faster, better
and cheaper
Innovations
New business
models, products
and services
Cloud computingWorkforce is more
global, mobile and
diverse
Differentiated Capabilities Lead
to Differentiated Outcomes
Workday’s Differentiated
Outcomes
Workday’s Differentiated
Capabilities
One global system
for finance and HR
Designed for
engagement
Configurable to
support changing needs
Built-in,
actionable analytics
Workday’s Key Differentiated Capabilities
Where Workday Customers
Realize Strategic and Economic Value
Business Effectiveness
- Level 3 Outcomes -
HR and Finance Transformation
- Level 2 Outcomes -
Technology Simplification
- Level 1 Outcomes -
Time
Str
ate
gic
an
d E
co
no
mic
Ou
tco
me
s
About Calix Inc.
Workday Confidential
Calix is a leading global provider of
broadband communications access systems
and software. The Calix Unified Access
portfolio allows service providers to connect
to their residential and business subscribers
and deploy virtually any service over fiber-
and copper-based network architectures
• Solutions deployed in 80+ countries
• 18M+ ports shipped to many of the
world’s leading service providers
• 100,000 systems shipped worldwide
$458M+
IN REVENUE
(2016)
1,145
EMPLOYEES
HQ in
Petaluma, CA
Workday
Webinar
PresentationValue Index
Study
Completed
Calix Journey with Workday
December
2009
November
2015
April
2017
Target In-Depth
Value
Realization
Agreement
Signed
Kickoff
February
2010
Go-Live: HCM
Benefits
October
2015
74 day deployment
Value Index
Study
Completed
November
2016
November
2017
Workday Confidential
Advanced Comp
/ Performance
Management
Jannuary
2014
Onboarding /
Absence Mgmt
Enhancement
August
2016
Enhancement
Prioritization
• Understood what drives
the most value
• Shared leading practices
• Provided empirical data to
support greater investment
Benchmark
Analysis
• Compared
performance of key
value metrics
• Evaluated progress
year-over-year
Current State
Assessment
• Validated self-assessment
• Understood maturity curve
placement
• Supported implementation
decisions
Benefits of Participating in the Value Index Study
Workday Confidential
Shift IT
Resources
• Business
Process
Framework that
reduces IT
dependence
Risk Reduction/
Compliance
Improvement
• Fully auditable
transaction
history and
security profiles
• Faster response
to regulatory and
compliance
changes
Systems Cost
Avoidance
• Avoided
addition of point
solutions – e.g.
performance
management
Employee
Experience
Improvement
• Direct access
for employees
and managers
• Manager
accountability
• User-friendly
interface that
encourages
data exploration
Corporate
Agility
• Flexible,
configurable
solution to
change with the
business
• Agility for
reorganizations,
spin-offs, and
divestitures
Global Growth
Expansion
• Replacement of
old HR systems
with an
integrated SaaS
solution
• Supported
company growth
from 400 to
1000+
employees
Value Realized
Workday Confidential
How Our Maturity Is Assessed
Workday Confidential
Strategy
alignmentHow aligned is your functional strategy with business outcomes?
Service delivery To what extent do you measure business impact for the services you deliver?
Talent management (HCM only)
How intentional are your talent programs to address the unique needs
of the workforce?
Technology
landscapeHow simple and integrated is your technology landscape?
Business
process definition
To what extent are business processes designed with a cross-functional view keeping
the customer in mind?
Data & analytics Do you have a well-defined data architecture that enables insights?
Workday Confidential
Calix HCM Maturity Assessment
Current Customer Assessment (2016)Previous Customer Assessment (2015) High Performers
HR Strategy
Alignment
Service Delivery
Talent
Management
Technology
Landscape
Business
Process Definition
Data & Analytics
Foundational0 Emerging1 Advanced2 Leading Edge3 4
Calix Top Performing Benchmarks
Workday Confidential
Business
Effectiveness
85% Time Spent on
Strategic HR Activities9.2% Voluntary Turnover
HR/Finance
Transformation
90% Manager and
Employee Direct Access
Utilization
15% Time Spent on
Transactional HR Activities
Technology
Simplification
50% Time Spent on
Strategic Workday
Support Team Activities
2 Hours to Develop New
Customer-Defined Reports
Participants in the Value Index Study
Workday Confidential
92 HCM
customers are
included in the
study
Company size
ranged from under
1,000 to 90,000
employees
The study included
broad participation
across 16
industries
Customers at
varying degrees of
maturity
participated
Customer Maturity Progression with Workday
HR strategy
alignment
Foundational0 Emerging1 Advanced2 Leading Edge3
Service delivery
Talent
management
Technology
landscape
Business
process definition
Data & analytics
4
Workday Confidential
Average customer assessment
before Workday
Average customer assessment
with Workday
High performers assessment
with Workday
Four Key Themes Emerged From the StudyFour Key Themes Emerged from the Study
High-performers
have laser focus
on strategy
High-performers
invest & innovate
High-performers
leverage data to
drive business
outcomes
1 2 3
High-performers
enable managers to
engage employees
4
Workday Confidential
43%
34%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
HighPerformers
Others
21%
High Performers Have Laser Focus on Strategy
What high performers do
differently:
• As an organization, Human Resources
(HR) spends 20% more time on
strategic activities as compared to
other customers.
• The Workday team spends 21% more time on strategic activities as
compared to other customers.
1
45%
36%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
HighPerformers
Others
20%
% Time Spent
Strategic HR Activities
% Time Spent
Strategic Workday Activities
High Performers Invest and Innovate
What high performers do differently:
• They utilize 16% more of the HR product areas in realizing the value from their
investment, and 61% of them deploy new features and functionality quarterly.
• 24% more high performers have a right-sized Workday team.
Percentage of Workday HR Product Areas Utilized Frequency of Features and Functions Deployed
2
52%
62%
0% 20% 40% 60% 80%
Others
High Performers
% of Workday Functions Utilized
13%
15%
38%
23%
32%
38%
17%
23%
0% 50% 100%
Others
High Performers
% of customers
Annually Bi-Annually Quarterly Monthly
High Performers Leverage Data to Drive Business Outcomes
What high performers do
differently:
• Create 2.7 times the number of
reports per 1,000 employees as
compared to other customers.
• Likewise, high performers are 75%faster than other customers at creating
reports.
2Number of Customer-Defined Reports
per 1000 Employees
3
198
74
0
50
100
150
200
250
High Performers Others
2.7x
High Performers Enable Managers to Engage Employees
What high performers do differently:
• 26% of high performers have over 75%
utilization of direct access for managers.
• Managers spent <50% of their time on
transactional HR activities.
• 23% greater Internal Fill Rate and 35% lower Voluntary Turnover compared to
other customers.
4 Manager Direct Access
Internal Fill Rate Voluntary Turnover
38%
23%
25%
31%
14%
15%
23%
31%
0% 20% 40% 60% 80% 100%
Others
High Performers
0-25% 26-50% 51-75% 76-100%
17%
22%
0% 10% 20% 30%
Others
High Performers
17%
11%
0% 10% 20% 30%
Others
High Performers
Simple and Standardized = Smart
54% of the customers who
identify simplifying and standardizing
processes as a top strategic business
impact are enabled by Workday.
Process simplification yields better user
experience and helps drive
operational excellence.
Strategic Impact Areas
Service and Strategy Go Hand in Hand
33% of customers ranked service
delivery as their top priority.
Delivering impactful services with
business alignment helps ensure
employee engagement and that
business outcomes are realized.
Ranking of HR Maturity Focus Areas
Talent Management Drives Business Performance
49% of customers ranked
Talent Management and Succession
Planning as a top functional priority.
Customers view attracting,
developing, and retaining productive,
engaged employees of great strategic
importance.
HCM Functionality Focus Areas
We Help Customers Measure and Optimize the Strategic and
Economic Value Realized Throughout the Customer Lifecycle
Prospects
and customers
Case for
change
Baseline
assessment
Future
opportunities
assessment
Value
realization
Initial
contract signing
Go-Live
Renewal and/or
add-on contract
Workday Confidential
The Value Realization Team Collaborates
Extensively with Workday Customers
90+In-depth Value
Realization
Analysis studies
Industries
represented17
Range in number of employees of companies
that have completed a study
<350-350,000
Value Realization Proof
Points harvested
140+70+Value Index
Studies
Of companies that
have participated in a
Value Realization
Analysis are on the
Fortune 500
12%
Workday Confidential