Question 4
Designed against Workday, not alongside it
A to-be map a configuration team cannot act on is a picture, not an engineering product. Every one of the steps in the atlas resolves to a specific Workday Core HCM object, so the deliverable arrives configuration-ready rather than as a set of diagrams somebody then has to translate.
The step disappears into delivered Workday functionality: a business process step, a condition rule, or a self-service action.
The step remains necessary but stops being manual: an integration, an EIB load, a calculated field, a notification, or a delivered report.
The step exists only to satisfy a legacy control that Workday's own audit trail and routing already satisfy. Retiring it needs a policy decision.
The step carries real judgment or a statutory control. It stays, but it moves inside the business process definition with an explicit owner.
Named resource, detail pending
HSG’s named Workday Core HCM resource is Raina Cook, Senior HR and Compensation Analyst: HRIS management and people-data analytics across Workday, PeopleSoft and ServiceNow, with compensation analysis, salary benchmarking and annual compensation review cycles, HR operations and process improvement, and system integrations. Project-level detail on modules, role and outcomes is being confirmed for the final RFI response and will be published here.
The translation layer
Six framework areas every to-be step is resolved against
Each area carries the question we answer for every step. A step that cannot answer its question is not designed yet.
Supervisory organizations and position structure
The organizational spine every business process routes against. Cross-directorate workflows fail in a new tenant when the supervisory hierarchy does not reflect who actually approves work, so this is designed from the as-is approval evidence rather than from the org chart.
Which directorate approves this in practice, and does the hierarchy route there?
Staffing events
Hire, Job Change, Termination and the contingent-worker variants. Each as-is workflow is resolved to the staffing event that carries it, which is what determines the downstream cascade into payroll, benefits, learning and provisioning.
Which delivered event carries this workflow, and what fires off it?
Business process definitions
Steps, condition rules, approval and to-do steps, and the routing between them. This is where an as-is email thread becomes a To Do step on a named role's inbox with a visible completion state.
Which step type, on which role, with what condition?
Security groups and role assignments
Who can initiate, who can approve, who can view. The most common source of post-go-live rework is a business process whose routing is right but whose security is wrong, so the two are designed together.
Who holds this role, and is it role-based or user-based?
Notifications and delivered reporting
The replacement for status-sweep email. Where an as-is step exists only to find out whether another step finished, it is replaced by a notification or a delivered report rather than reproduced as configuration.
Does this step produce work, or only visibility?
The integration boundary
Anything Workday will not hold: background investigation services, provisioning and deprovisioning, the financial system, eOPF. Each is named explicitly with its direction, trigger event and payload, so it appears on the implementation partner's backlog rather than being discovered late.
What leaves the tenant, when, and carrying what?
Traceability
45 distinct Workday objects across the atlas
Every mapped step names the object that implements it. This is the raw material for the requirements traceability matrix that closes the engagement.
Onboarding
Performance management
Offboarding
Training request to completion
Workday object names reflect the delivered Core HCM framework. Actual configuration items depend on the OIG tenant, its deployment partner, and the design decisions made during the engagement. No USPS or USPS OIG data is present.