The Ufirst Project

Workday MythBusters II

Workday MythBusters II banner

Tens of thousands of users across Grounds will soon rely on Workday for a wide range of HR functionality, from time management and benefits to recruiting and performance management. It’s crucial that everyone has the facts as our launch and stabilization period approaches. In this second installment of MythBusters we present another group of beliefs about Workday – and clarify what it can and cannot do. 

As we move into the fall, this series, along with a wide range of awareness activities, FAQs, and training will help bring everyone up to speed with a thorough understanding of what Workday has to offer the faculty, staff and team members of the University.

Workday MythBusters II - 1 & 2


Workday MythBusters II - 3 & 4


Workday MythBusters II - 5 & 6


Missed our first edition of Workday MythBusters? Check it out here.


Workday Is Coming!

Awareness Campaign Calendar

With go-live on the horizon, it's critical to ensure that our colleagues across Grounds are aware of everything they need to know – from Workday basics to questions about training and support.

Beginning next week, we will reach out and engage our community in a number of different ways. There will be demonstrations at individual schools and units across the University, online demonstrations and special features, plus multiple opportunities for faculty, staff, and team members to win prizes with informational scavenger hunts and other activities. 

We will publish new content regularly on the Ufirst website and blog, and related information will be distributed via email and Twitter. We'll focus on a central theme each week (basic navigation, time and absence, recruiting, etc.), capping each period with a quick "Sue Says!" video, featuring our own resident guru, Sue Simpkins, providing insight on key topics.

Workday Logo

Stay tuned for more details:

Workday Partners – Who They Are and How They Will Help

Workday tumblers

What is a workday partner?

Workday Partners are representatives from across the University who have volunteered to serve their school or business unit as one of many resources for your Workday questions. Because they are part of your school or unit, they can answer your questions in context. Your Workday Partner will keep you up to date on platform implementation, help you navigate upcoming changes, and answer your questions about the new technology. 

How are Workday Partners preparing to support you? In addition to their invaluable familiarity with their school or unit, Partners will:

  • Attend multiple training sessions.
  • Learn new processes and changes that will come with Workday implementation.
  • Test training materials and/or participate in User Acceptance Testing (UAT), providing valuable feedback to the training team.

A kickoff session was held for Workday Partners on August 23. At this meeting, the framework for the role of Workday Partners was reviewed, as well as timing for upcoming events, including extensive testing, awareness activities, and training opportunities.

We're grateful for the valuable participation and critical support these volunteers will provide and we're confident you will find them to be a crucial resource as we transition to Workday. 

Find your Workday Partner:

Have a question? Find the Workday Partner assigned to your school, unit, or department. Download the list here.

Workday MythBusters

Workday MythBusters banner

Implementing Workday is a monumental undertaking which involves the phasing out and/or integration of dozens of legacy systems, while assuring a smooth transition for tens of thousands of users across Grounds. This extraordinary level of complexity can lead to misconceptions about what Workday can do and how it will be used. In this post – the first in a series – we'll address some of the myths you may have heard and help establish what Workday has to offer.

Workday MythBusters 1 & 2


Workday MythBusters 3 & 4


Workday MythBusters 5 & 6

Look for more Workday MythBusters, coming soon!


Meet Steven Snyder, Director of Talent Recruitment for UVA Health System

Steven Snyder

Learn more about Steven Snyder, Director of Talent Recruitment for UVA Health System.

Q: What are you most excited to be working on in your position?

A:  I am most excited about learning new information about the School of Medicine and the UVA Physicians Group and then building synergy for Recruitment across the Health System. In addition, I enjoy building teams and have been fortunate to add a number of talented people to my department. I’m excited to get to know my folks and watch them grow.

Q: What are you usually doing on the weekend or during time off?

A: Spending time with my beautiful wife, Jennifer, and our family and exploring central Virginia, especially the trout streams that are so abundant in this area. I was born and raised in Upstate New York and have been at UVA for almost four years, but I still feel like I have a lot to learn about this part of the country.

Q: What is your proudest achievement?

A: My proudest achievement is watching my kids – twins Ben and Anna – grow up and thrive. They made the transition to a new middle school seamlessly when we moved here and are now rising sophomores at Western Albemarle. I could not be more proud of them.

Q: What song would be your personal anthem/theme song?

A: My personal anthem would be “Simple Man” by Lynyrd Skynyrd.

Steven Snyder with rainbow trout
Rainbow trout caught on the Blackfoot River, Missoula, MT.

Q: What is something that would surprise us about you?

A: I am an avid fly fisherman and have been lucky enough to fish the western part of the U.S. several times over the last few years. Most recently, I visited the Blackfoot river outside Missoula, Montana, made famous (among fly fishing circles) in the novel and movie, “A River Runs Through It." While free time is scarce with a growing family and the demands of my job, I enjoy spending time outdoors whenever possible and teaching my son and daughter to fly fish and enjoy open spaces and the calming influence of nature.

End-to-End Testing – A Team Effort Made Round One a Soup-to-nuts Success!

E2E testing pie chart

Testing individual tasks is one thing, but building a rigorous testing plan that proves that integrations and data handoffs function as intended is another thing entirely. That’s what End-to-End (E2E) testing is all about – simulating complex, multi-step processes to assure there are no unforeseen problems. Running these tests now allows us to catch issues well ahead of go-live, eliminating them going forward, so we can provide a smooth transition in January.

Round One is done, thanks to a team effort 

The first round of E2E testing concluded on August 3, and we sincerely appreciate the time all participants took out of their busy schedules to make it happen. From sponsors, team leaders, and coordinators to the tech team, payroll team, training team, and stellar support staff that made the whole process run smoothly, this was truly a team effort!

E2E testing progress charts

E2E Round One by the numbers:

  • Days of testing: 20 (7/9-8/3)
  • Number of testers: 121, representing all three entities at the University, plus the HR organization and key partners outside HR
  • Tasks completed: 2,276, with just 31 under review and 131 deferred

What’s next?

Overall, Round One results are very positive with just a few issues that need to be addressed, as expected. The tech team has been working on resolutions and preparing for Round Two, August 13-24. This will be the final round of End-to-End testing, and its completion is a key component of our 4th project milestone: “P4 Build and End-to-End Testing Complete.” Thanks again to all who participated. More updates to come!

Quotes on E2E testing

Meet Carolyn Kalantari, Dual Career Program Director


Learn more about Carolyn Kalantari, Dual Career Program Director.

Q: What are you most excited to be working on in your position?

A:  I enjoy helping, connecting, and supporting others. This role has permitted me to do so, while also supporting the overall recruiting mission of the University.

Q: What are you usually doing on the weekend or during time off?

A: Playing with my kids, Kayvon (10) and Lailey (7), watching my son’s soccer games. I enjoy cooking and spending time with family and friends.

Q: What is your proudest achievement?

A: My children. I am proud of the people that they are growing up to be.

Q: What song would be your personal anthem/theme song?

A: Justin Timberlake, "Can't Stop the Feeling."

Q: What is something that would surprise us about you?

A: It took me several years to pivot out of my last career as a lawyer, before joining UVA in the Dual Career Program. I actually tried to leave the practice of law several times, but was really committed to the mission of the Legal Aid Justice Center where I worked. I took a year off, spent time with my kids and did some part-time work in the development office of their Montessori school. This turned out to be a good strategy, as it gave me some time and space to consider what I wanted to do next. Substantively, this part-time role also allowed me to engage in communications strategy and community building. These skills and experiences have been helpful to me in my current role, as Dual Career Program Director.

The Art and Value of Usability Testing

Still image from usability testing video

Still image from usability testing video

Workday go-live is steadily approaching. In preparation for that critical transition, a wide array of testing and training efforts are being implemented. One of the most crucial is usability testing. Our recent round of usability testing was specifically designed to observe managers from across all three entities on Grounds – Academic, University Physicians Group (UPG), and UVA Medical Center. 

So, what exactly is usability testing? 

At its core, the goal of usability testing is to observe – to provide everyday tasks for users to try while providing only as much guidance as necessary. This is in keeping with usability guru, Jakob Nielsen, who said, “… pay attention to what users do, not what they say.” He also famously said, “Designers are not users.” In other words, the intuition of even the most experienced people on the implementation team can’t anticipate real life issues that may arise in the use of the processes and interfaces they create. This makes observations of real users all the more valuable.

Usability testing quotes

To that end, users from each test group were assigned a variety of Workday tasks and asked to execute these on their own – using their desktop computers for some and the Workday smartphone app for others. Sessions were recorded for later analysis, with guidance only provided if the user could not complete the task unaided. In the small percentage of cases where redirection was necessary, just enough information was provided to get them back on track. The test monitor then noted where the difficulty started and incorporated that into the final report.

Examples of some of the tasks managers were asked to complete:

  • Find a colleague in Workday
  • Enroll in a training class
  • Add a dependent (including uploading documentation)
  • Approve a time off request
  • View payslip

Key findings:

  • All of the participants were successful – needing no assistance to perform the majority of tasks they were assigned.
  • At the conclusion of testing, all of the participants rated their confidence in their ability to perform all tasks at 4 or higher on a 5-point scale – and 4.6 or higher for 75% of those tasks.
  • There are clear training and self-help solutions for the tasks that users found challenging.

So, what did we learn from this round of usability testing?

One of the most important takeaways from any type of testing (particularly usability testing), is that there is no such thing as failure, unless there is a failure to learn from the experience. Fortunately, because Workday is already a thoroughly tested platform, the majority of our test scenarios were completed successfully. That said, any time a user encountered a challenge – either due to unfamiliarity with terminology or navigation – it provided a window into real world experience. This will allow us to make adjustments to the platform, where possible, and provide guidance during training, or in self-help materials, to head off these challenges for the remainder of the user population. 

In short, usability testing provides us with essential insights to support a successful transition in January. There are several rounds (and types) of testing still to come, as well as extensive training opportunities, informational sessions, and materials. We will keep you well informed with future posts and other communications.

From the Desk of Sean Jackson: The Peanut Butter Peter Principle

Sean Jackson, Ufirst Executive Director

Sean updating the Ufirst Project kanban board

As my family’s designated chef de cuisine, I was once assigned the formidable task of providing my daughter, a ravenous toddler, with a peanut butter and jelly sandwich. She ate the sandwich with all the reserve and discerning wisdom of a budding connoisseur and, at the conclusion of her meal, with a radiant smile she declared, “You make the best peanut butter and jelly sandwiches in the world!” Flattered of course, and wanting to duplicate the experience, I could not resist inquiring, “Why is it so tasty?” She said, “There’s always peanut butter and jelly in every bite. You spread it right to the edge.” Rewarded by her exuberance and sincere praise, over the years, I have worked to refine and expand my cooking skills. This cherished memory has often informed my lean journey in different ways as well. We will explore one of those ways here.

Peanut butter and jelly sandwich

Peter’s Plateau

In the 1960s, education professor Dr. Laurence J. Peter observed employees being promoted based upon their success in their current job until reaching a level in the organization where they were no longer competent. The individuals then spent the remainder of their careers in that organization stuck on what he called “Peter’s Plateau.” His resulting principle, that "In a hierarchy every employee tends to rise to his level of incompetence...” was memorialized in a 1969 book he co-authored with Raymond Hull titled “The Peter Principle: Why Things Always Go Wrong.” The book is still in print and contains many useful and relevant insights delivered with a healthy degree of humor. It is well worth reading. 

How does this connect with a peanut butter sandwich? For that, we will need one more ingredient, from a time when I observed an organization that was struggling with innovation.

The organization had a flat structure (three levels) and the culture encouraged employees to “just do it.” Employees who just did it were recognized as “valuable team players” while those who struggled were politely marginalized. The organization also prided itself on being “nice.” In the preserve of the culture, saying “no” to a request from a leader was out of the question (“it’s not nice”). I learned that nobody, including the leaders, ever said “no.”

Being spread too thin

Success in this paradigm channeled more assignments and more work to the valuable team players. Yes, the “reward” for success was more work. Given the organization’s flat structure, instead of being promoted based on their past success, employees were being tasked based upon their past success. As with the Peter Principle, an employee’s past success undermined their long-term success and value to their organization and its customers.

Dedicated, hard-working employees were “just doing it” and spreading themselves too thin.

The employees were in effect spreading their peanut butter and jelly all the way out to the edge of the bread. Unfortunately, unlike a piece of bread, this edge was infinite, receding forever into the horizon, due to the organization’s insatiable appetite for more. When I reflected on how this particular organization was spreading people out to the level of their incompetence, I conceived my Peanut Butter Peter Principle: “In a flat hierarchy, every employee will be tasked to their level of incompetence.”

Now that I had the problem defined, the question was what could be done to change this culture? We will look at that, and how that experience has helped inform our Ufirst project, in next month’s post.

Meet Leslie Pierce, Director of Employee Relations

Leslie Pierce

Learn more about Leslie Pierce, Director of Employee Relations.

Q: What are you most excited to be working on in your position?

A:  In my role, I have the unique opportunity to work for both the Academic Division and UVA Health System. Each area has its own unique rewards, challenges, customers, policies, mission, and goals. I also have the pleasure to work with two great teams of employees. Our main focus, for now, is to build a strong Employee Relations Community of Expertise (COE), streamlining business processes and procedures, and improving operating efficiency.

Q: What are you usually doing on the weekend or during time off?

A: On the weekends, I enjoy spending quality time with my daughter, Lauren, shopping, or traveling. I also enjoy attending concerts, plays, and going to see a movie. Lastly, I enjoy cooking a big Sunday dinner, watching cable television, and taking an afternoon nap.

Q: What is your proudest achievement?

A: Being selected as a Cincinnati YMCA Black Achiever by my former employer and being a positive role model for my daughter. I want her to know that if she works hard and puts in the effort needed to achieve her goals, the sky is the limit!

Q: What song would be your personal anthem/theme song?

A: “I Am Woman” by Helen Reddy.

Q: What is something that would surprise us about you?

A: In 1996, I attended the Evander Holyfield vs. Mike Tyson boxing match in Las Vegas. The match went 11 rounds, which was unheard of at the time for a Tyson fight, and Holyfield won. It was awesome!


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