Resources

This Quick Reference Guide (QRG) is designed to help employees navigate the UBI module, Workday NACUBO Function Analysis

This document describes the gift worktag.

See this spreadsheet for Gift Attribute Types.

This document gives the basics of designated worktags.

A Cost Center (CC) is an area within a school/unit that owns a subset of revenues and/or expenses. They report funds available and manage multiple fund sources. The legacy Oracle term Organization most closely translates to Cost Center in Workday Financials terms, but some schools and units have broken their organizations into smaller section to take advantage of Workday's increased cost center functionality. Therefore, you may find that one Oracle org is split into multiple Cost Centers in Workday Financials.  

Here are some things to consider when creating a Cost Center:

This document gives summaries, examples, and max field lengths for all FDM Worktags

These slides illustrate the basics of the FDM

This reference document contains some of the most common scenarios for function use. Function classification guidelines and examples with the purpose of establishing consistent function worktag usage across UVA Schools and Academic Departments.

This Quick Reference Guide (QRG) is designed to walk a Customer Contract Specialist through the process of Creating a Billing Schedule for Customer Contract in Workday. By the end of this QRG, you will be able to create a billing schedule to manage the billing installments established in the customer contract.

No, unfortunately, the system does not allow you to pull back a Payroll Accounting Adjustment once you’ve submitted it. You will need to reach out to the person it has routed to and ask them to cancel it or send it back.

You can find out who has it by looking at the Process details of the Payroll Accounting Adjustment (reference this QRG).

Most likely, this is due to a Period Activity Pay (PAP) that was rescinded.

Challenging the status quo is a critical component of continuous improvement. It starts with recognizing that the way something has “always be done” may not be the best approach for the future, even if it made perfect sense for “x” years.

Here are three ways to challenge the status quo:

1. Invite different perspectives – ask others what they think
2. Ask more questions – try using “what if?” in your next meeting
3. Be ready to help the change – be open-minded to ideas

A continuous improvement mindset truly transforms a culture when it is embraced in a day-to-day basis. It requires intentional reflection and a willingness to adjust based on new information.

To achieve transformation, our future-state processes need to move beyond “lift and shift,” where we merely improve the automation of a transaction. As you’re examining processes, think about the future-state considerations below:

Navigating change, no matter how worthwhile it is, always includes some discomfort. In the current state of things, we have a measure of certainty. We know what to expect; we understand the steps in our processes, even if they aren’t the most effective.

When a triggering event occurs (not necessarily THE change itself, but something that indicates change is coming) it drops us into a period that feels chaotic. Unexpected and expected triggers both have this effect. Well-planned