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General HR

The goal of Knight Vision is not to reduce the number of employees in any area, but instead to streamline the efficiency and effectiveness of all business processes. Any changes that occur will occur over time as we settle into a new way of working and doing our jobs. Knight Vision is going to have a positive impact on those who work at UCF. Our work will be more efficient and effective as we switch to a different technology system, make changes to business processes and make sure that people have the tools to do their job well without unnecessary duplication. 

The Knight Vision team will work with the owners of these applications to understand their functional needs and make plans to ensure solutions are in place before the respective PeopleSoft applications are turned off. These plans will address the budgetary, technical and project resources needed to implement alternative purchasing and developing solutions. 

There is never a good time to start one of these large projects. The Knight Vision funds have been set through an approval process. The cost of moving forward with the effort is necessary for the future of UCF and the Knight Vision program will bring greater efficiencies and better financial management to the institution in the long term. It is difficult to justify continuing to operate in the way we have in the past at UCF. 

$50 million has been allocated for the ERP Program so far. Workday HR & Finance implementation will cost $27.6 million, including the software implementation and associated consulting support. Additional costs related to the ERP project are still being evaluated. These include improvements to HR & Finance service delivery, reporting & analytics, and replacement of select custom PeopleSoft applications. Implementation costs and funding requirements for the student application will be evaluated over the next 18 months. 

The backfill budget for Knight Vision is limited, and employees moving onto the project will have a salary based on their current salary plus a small stipend.

We are asking the community to participate in the Activity Assessment and interviews. Until we inventory the data, it would be very challenging to answer these types of questions. Once we know how Workday works, different people and roles will evolve into more strategic and higher-purposed roles in their units. We will be using the data to drive the decisions with intention.  

The answer to this will emerge when they come to a shared understanding and a decision. There is a ton of business logic, and we must make sure it carries forward in our deployment. 

We have spoken with many institutions using Workday. We will be building on their templates to customizing Workday to meet our needs at UCF. We will work closely with the campus community to ensure that the configuration of Workday will be useful. The team will actively collaborate with those who work closest to the processes. We have learned a lot through the implementation of PageUp. Thoughtfully leveraging the lessons learned of our past will make this effort a smoother integration process. 

It may be that the paper is faster for your personal preference, but when you look at the business process from beginning to end, the end user with the stack of forms can address it more quickly through technology. There are three data centers for Workday, so the likelihood of the software going down, is near impossible. It will be optimization of an entire business process. Ease of use question is understood, but if we design the processes to be seamless across the university and it, will allow us to do our work more effectively and efficiently. The current processes are very manual and labor intensive. 

The Workday project (Knight Vision) has no impact on the compensation and classification project. We are still in the design phase where we are determining what the workflow will entail when making changes to employment. 

The project was funded with prior year carry forward budget in June of 2020.  

It is necessary to invest in training our people to successfully navigate the new way of doing their jobs – at all levels. We want to keep our staff relevant in the workplace. We look to keep our staff at competitive salaries, but we must look at building sources for reoccurring money.  

Workday is only a technology platform, but the project to move to the next phase for the compensation project needs resources and budget to support those issues. The compensation processes in Workday will make managing compensation easier in the future. Workday will also afford the capability of streamlining department requests once business processes are configured. 

There are no requirements to do work from your electronic devices. This would be a discussion to be had with your supervisor on expectations.  

The goal is standardization. There are no requirements to put medical information on LAPERs and HR would advise against doing so. 

This process has not yet been detailed. We expect there to be efficiencies, but specific changes are not yet outlined. Some processes may have more steps or clicks; some will have less or will change completely.  

Time Tracking (i.e., KRONOS, Workday Mobile)

Exempt employees will only enter exceptions such as sick or annual leave.

Workday is very easy to use and I hope that all employees will take advantage of that! There is the possibility of having “timekeepers” that can assist.

Worked time can be edited and updated by your Supervisor/Manager or Timekeeper. Time Off on the other hand can be edited by you, as well as your Supervisor/Manager or Timekeeper.

No, there is not at this time. However, managers and supervisors will have access to a full calendar in Workday that allows them to view all the time off as needed.

A&P exempt employees will not have to do time cards. They will enter their sick/vacation time directly into Workday.

There are reports available that can be run for your area to pull any time off during a specific period. We can also schedule these reports to go to your inbox when a request has been approved.

All managers will have a Workday dashboard that allows them to see who missed punches. The manager can then check in the employee and add a comment about why the employee missed clocking in.

Managers will have a dashboard that will assist them with making sure employees enter time, submit time and identify who are ready for approval. Managers will also have access to mass approve their employees time as long as they have all submitted. The Central HR office will be able to mass submit and approve if needed as a last resort.

You will have a couple of options. If you are requesting time off in the future, you can request that time off via the Absence Calendar. But let’s say you are unexpectedly sick during the pay period, you can add that sick time right into your timesheet and it will route for approval once you submit your timesheet.

The answer to this will emerge when they come to a shared understanding and a decision. There is a ton of business logic, and we must make sure it carries forward in our deployment. 

Your manager has the tools to help you add missed punches and make any corrections to your timesheet on your behalf. There will also be Timekeepers in the HR Business Center to assist as well.

A Timekeeper assists the supervisor/manager with auditing the worker’s timesheet for accuracy and makes sure time is submitted and approved by deadlines.

The timekeeper role allows for a supervisor/manager to mass approve the time. The supervisor/manager can leverage the Timekeeper to make sure time is ready for their approval without the supervisor/manager getting involved with making corrections etc.

They can edit a worker’s timesheet if necessary to:

  • add missed punches,
  • make corrections,
  • submit time
  • and request time off on behalf of a worker

Timekeepers can also run reports to view (just to name a few):

  • team schedules,
  • time clock history,
  • time block audit
  • and time off summary

They will also have access to the Time and Absence Dashboard which will allow them to see who:

  • has checked in today,
  • has unmatched events,
  • has not submitted time,
  • has a timesheet that is not approved
  • and/or has not entered any time

Employees that are required to work on campus will need to be within a predefined geofence perimeter to be able to click on the “check-in” button on their mobile device. If they are NOT within the appropriate perimeter, their check-in button will be disabled.

Your supervisor is the only one that sees the request. A calendar can display at a supervisory organization level, but does not show details – only who is out of the office on specified days.

FLSA non-exempt employees (typically OPS, USPS, students) will have to use check-in and check-out. A&P are typically FLSA exempt, and would only use the app to report time off requests (ex: annual leave).

When employees with more than one job clock in and out, they will select which job they are clocking in for.

Hourly employees should clock in when starting work and clock out when stopping. A supervisor can enter time if a punch is missed.

There will be Time Keepers to assist with running reports and making sure everyone has submitted and/or approved time.

Currently, it is the responsibility of the employee to submit time and the supervisor/manager to approve time. If the supervisor/manager delegates their role to someone else, then the delegatee can approve the time and can also make changes to an employee’s timesheet. More information about specific roles and the associated UCF titles will be published once defined.

We are leaning towards enabling Geofencing (location), which will only allow employees to check-in when they are within the perimeter of the building. If the employee is outside that perimeter, Workday will disable the check-in/-out button on their mobile device.

Workday has not been configured to look for that situation. It is still a manager’s responsibility to create a work schedule that does not interfere with the student’s primary reason for being at the university – to be a student that becomes a graduate. The manager and supervisor need to coordinate times.


The current process for requesting IT equipment will not change with this project.

Hispanic/Latino is defined as an ethnicity, not a race, and an applicant can be both a specific race and Hispanic. The answer to this question is not available to the department to review and is used for Equal Employment Opportunity (EEO) reporting purposes only.

PageUp and JobX will both be replaced by Workday.

No, a candidate will be able to view their application, but not edit it after submission. However, they could withdraw their application and reapply.

No, employees are never expected to work without being compensated.

There will be no ePAF channel and we will not be pausing business processes during payroll processing. The payroll process is much more dynamic in Workday.

The system is not automated to post a job to a job posting website. The Talent or Academic Affairs teams are responsible for posting the job after the job requisition has been approved. The job posting website indicated on the job requisition by the initiator is reviewed by Talent or Academic Affairs and they will select the job posting website as part of their approval process.

Different types of employees will have different built-in processes and procedures. However, we anticipate a more streamlined process across the university.

Adding/Changing Jobs

We will be able to expand our current off-boarding capabilities with Workday. Employees will be able to submit their own resignation and will be required to include documentation with that submission. Additional features can be added during rolling adoption.

Allowing employees to add their own work history and details will allow for better succession planning and internal recruiting. Employees will not be able to update their own business address or phone number.