Name: Achieving Total Workforce Management: Setting a Foundation Now for an AI Future
Uploaded: 2026-04-09T18:32:29.635Z
Duration: 57 min 32 s
Description: Achieving Total Workforce Management: Setting a Foundation Now for an AI Future

Transcript for "Achieving Total Workforce Management: Setting a Foundation Now for an AI Future": Hello, everyone. Thank you for joining us today. We'll give it just one more minute before we get started. Great. We're we're just at two past, so we'll get going. Good morning. Good afternoon, everyone, and welcome to today's session on achieving total workforce management, setting a foundation now for an AI future. I'm Carrie French, industry specialist for total workforce management here at Workday. As a reminder, we'll distribute this recording twenty four hours after the webinar, and we encourage you to submit q and a throughout the session. We'll answer in chat or at the end of the session, and we value your feedback and insight. A survey will be provided at the end of this webinar, and please send your feedback. We will be discussing current and future product and industry insight, and these are subject to Workday's discretion in this product statement here. Today, I'm thrilled to be joined by Emma Brenner from PwC. Emma, would you like to introduce yourself? Hi, Carrie. It's so good to see you. Thank you. Hey, everyone. I'm Emma Grammer. I work primarily on the implementation side at TWC, specializing in both HCM and VINLY implementations. I've been working with VINLY, for about two years now and been very gracious to have the privilege in in partnering with Workday on several of those client transformations. Excellent. Thank you, Emma. Now everyone today, we'll spend about thirty minutes or so with Emma discussing the critical foundation organizations need to build now as they're preparing for an AI future. We'll then move into a fifteen minute demo with Ali Doherty, solutions consultant, who will brilliantly show us how all of this comes to life. As we dive in, I want to acknowledge that while everyone is excited about AI and has AI objectives and broad direction, what we're seeing in the market is that organizations are building their AI strategy today, but on a possibly incomplete foundation. And that's what we're coming here to address today, that foundation. So let's start by talking about the impacts of the changing workforce landscape and really what that means for our technology strategy. Today's workforce is built on a variety of worker types. While historically, we have planned, managed, strategized around the full time employees, let's talk a little bit about the inverse, that non employee category. Anyone who is not directly employed by a w two to an organization that they're providing that work for. This category has historically been lesser managed, lesser integrated, a lesser strategized group. This group can include contingents, outsourced project based workers, ten ninety nine's volunteers, interns, and even AI agents to an extent. And that is what creates your total workforce. Let me start with some context about why this conversation matters right now. The workforce ecosystem is fundamentally changing. Business and HR leaders believe that HR will shift from managing traditional tasks to orchestrating an entire body of work. And this is where we're gonna see the impact of AI budgetary spend as 88 of businesses are planning to increase their spend in AI. Now about six out of 10 companies are saying that they need to do more to manage both employees and non employees in a more integrated way. This data fragmentation is impacting broader business objectives. And here's the exponential multiplier. This is all based on the research that Forbes originally published about a decade ago. We're rapidly approaching a reality for 20 to 50% of a organization's workforce to consist of indirect labor. And in the tech sector, we're already seeing that number trend towards 55%. And 65% of organizations are planning on increasing that volume. That's the contingent workers, contractors, SOW workers, BPO outsourced arrangements, essentially anyone who is that non direct labor. And it's this category of workers' data that is not traditionally aligned with full time employee data. And that's where those AI initiatives are looking to support. So, Emma, here's the analogy I've been using with my clients, and maybe this will resonate with you. If you're building an AI strategy that has access to only HCM data, you're literally building a house on half a foundation. Eventually, that house is likely going to have some structural problems. And no one wants to live in this house, and so your end user adoption will end up being impacted. So, Emma, I know you're having similar conversations with PwC clients. What are you hearing from these organizations about their AI readiness? Yeah. Absolutely, Carrie. I do love this analogy as we we go through it. The conversations that we're having really with almost every client, it it starts with there's so much excitement about AI. You know? What can we do with it? How is it gonna transform our operations? It is the hot topic. There's you you can't avoid it if you want to. But when we start having those conversations, when we dig deeper, we we we quickly get to the foundational question. You know? Okay. Do you have the data for it? Yeah. And and what we're we're finding is that, you know, organizations need to sometimes take that step back. You know, I'm eager. We're all eager to sprint forward to these AI enabled features, but have you completed that groundwork? You you you noted before. They have the employee data in the HCM systems, but that contingent workforce data, it's really living in completely separate systems. And let's be transparent. Sometimes it's it's in a worse spot. It's in a spreadsheet or it's it's stored in an email. We're we've seen previous implementations, you know, sometimes they're failing because the data isn't there and it's not ready to be used. And we just don't wanna always repeat that mistake when we go and move forward with AI. What you're seeing here is 68% of contract workers are not accounted for in budgets. I mean, that's just a multibillion dollar hole in the industry. And then you combine that with reported 59% skill shortages, that's gonna increase that spend for really those desperate organizations when we're looking to bring in a skill in a pinch. This spend is usually, you know, you're thinking it's not planned and and who's managing it? Now we have it it's unmanaged as well. That's leading to 80% of organizations where they're reporting a need to really just do more with that entire workforce strategy in an integrated manner. Yeah. That integration is a really important point, Emma. Let me ask you. When you're working with clients that are starting to recognize this gap and see it in their data, how do they take those first steps towards building a foundation? What does that look like? What type of data needs to be unified? It's it's a great question. The foundation that really require it's gonna require you to bring together those disparate data sources, and we need to bring that into a unified view. So what does this mean? It means, you know, taking your permanent workforce data from HCM. Let's connect that seamlessly with your contingent workforce data. So contractors, their skills, their cost, how are they performing, you know, what is their engagement life cycle. When you can achieve, you know, the seamless flow of data, you're gonna get total talent and and total, you know, spend visibility. You're gonna get access that can be provisioned across badging, network, emails, integrating performance management and learning and development across that entire workforce, not just your employees anymore. And that's the unified ecosystem that really is gonna make AI actually powerful. That makes sense. And that unification gets to the heart of why this timing matters so much. Actionable tools and data that organizations are developing their AI strategies are needed right now and are needed to be fully available. And what we're seeing in alignment is that if you wait until after you've deployed AI tools to complete the data foundation, you're essentially changing the tires on a race car mid race. It's gonna be messy, expensive, and you're gonna lose momentum. And that's why intentionality of large scale data strategies is the topic for today, not for tomorrow. Now to start getting this race car off the starting line, let's talk about what's standing in the way. So, Emma, from implementations that PwC has helped support, what are the top challenges you're seeing organizations face when they're trying to operationalize a total workforce strategy? Yeah. So I love this. I love the race car analogy. We're partnering with F1 on the PwC side. It's kind of a perfect fit for us. But, you know, we're seeing several reoccurring obstacles. 61% are lacking, you know, as they're citing, you know, a lack of collaboration between HR and procurement. You know, you're traditionally when we're going in and we're having these conversations, these teams, usually we're operating in silos. So how can we break that down? And and really, how can we get to that organizational alignment? 50 9% point to a lack of technology integration between permanent and contingent recruitment. So that's that technical gap we're discussing. Systems that just are not talking to each other today. And then the last one, interestingly, 46% are lacking that clarity on how to start the journey. It's, you know, hey. We know we need to have this. We know we need to do this. We know this is the future, but they don't know what step one is. Step one is always the scariest step. Right? And that HR and procurement divide, it only gets worse if there isn't that shared data to create those shared initiatives and goals and achieve more together. And your last point there is critical, the where do we start question. Because what we're seeing is that despite available technology investments, the total workforce transformation continues to stall. At the same time, there's this interesting dynamic happening with AI adoption. Organizations are implementing generative AI, let's say, selectively. They're conducting some pilot projects, exploring some use cases. They're experimenting, kind of just like we all did when we started to drive. Right? But the resulting conversations from these experiments, we're hearing that organizations are asking for support from their strategic partners to advance wide scale deployment and user adoption. And, Emmett, this is where PwC's expertise becomes invaluable. How are companies bridging this gap to get the AI goals actually actualized and get that car right off the starting line? And how are you helping these organizations navigate this holistic change management challenge? Yeah. It it really comes down to starting with organizational alignment and then the change management piece with that. So we're working with clients to break those silos and bring together CHRO, the CFO, the CTO. We want those perspectives because it isn't just an HR initiative. It's not just a procurement initiative. This really, we need to look at it. It is a strategic business transformation. Mhmm. We we we help them to build this business case, identify where should we start, and I'd say probably most importantly, you know, manage how that challenge looks across the organization. We're positioning ourselves really as a guide. Let's let's guide you through this complex process. Let's help you understand that the technology is a lot of times, that's the easiest part here. It's the people. It's the process. It's the organizational alignment that really can require the most attention. Absolutely. I can see you bringing in that road map to help guide the race car down the track, if you will, to. continue my horrible day. That's where the workday and the PwC partnership really becomes so powerful. To your point, the technology and the guidance to get there. Combining the entire technology platform, helping evolve, guide, and hold hands on that change management and implementation experience. Getting those top end tires on your fully loaded race car, if you will, and get you right off the starting line. So let's talk about what that solution actually looks like. We've talked about the technology. Where does this lead for the future? And at its core, Workday provides the data foundation that enables AI to manage the entire workforce. And we benefit when we think about that as more than just traditional direct W-two employees in HCM. And so here's how I think about it. The AI, only as powerful as the data behind it, that's your solid foundation for your house. Finley is the other half of that data foundation, capturing the full lifecycle of non employees and their spend, creating the clean, structured workforce data required to power full scale, actionable AI initiatives. And when you connect Vindly data with Workday HCM, you unlock those AI insights and actions to your entire workforce that support your talent strategy regardless of where that goes? And then how does this look in practice for the clients that you're working with? So we're seeing some really exciting outcomes here. A couple of those to share just for examples in the transportation industry. One client came out and told us, hey. VINLI has streamlined our reporting. We're integrating contingent data into Workday HCM where now we can combine Feet and those contingent worker insights. You know, they're now as a client, they're getting a clearer view of the spans and all of those layers across total workforce. In financial services, we have another organization sharing that the integrations enabled my team to take weeks and months off of deployment timelines, maintain the integrity of our data, and create the flexibility to accommodate those changing business needs. I mean, when you when you read that, that's, you know, you know, that's not just pragmatic, efficiency gains. I mean, that is a strategic advantage there. Absolutely. That's your opportunity to work a bit smarter, not harder. Right? Yeah. We we have to get there as an industry, as an organization. And those strategic advantages are what's going to help organizations win in today's competitive landscape. Right? And so where are we heading with these AI functions? We've talked about the technology foundation. And then at Workday, we're investing in specific purpose built AI agents. So once you have that foundational piece in place, you can look at what your agents can execute for you. And these agents will be able to automate key workflows like sourcing, workforce and rate intelligence, compliance monitoring, document intelligence, these important strategic functions that have historically been large manual lifts but have an outsized impact on business outcomes. Now this is what AI looks like in practice. And one example we'll show as we get to the demo is Vendly's contingent sourcing agent. It enables faster contingent worker identification with intelligent talent recommendations, highlighting potential applicants for your consideration based on organization's entire data foundation. It provides recommendations on the most qualified candidates while providing complete transparency into how those recommendations are made so you can continue to monitor the AI. Now this is where we see ROI actualized with opportunities to reduce the recruitment costs, strategize decision making, and consolidate hands on and cycle time. When we start talking about specific AI tools, this is where we tend to see tools benefits break down into five key areas and what we want to have some accountability and results around. First, speed. How can we enable faster sourcing? Through talent recommendations. Next, quality. Doesn't matter if your quality isn't there. Right? Confidence and efficient hiring decisions with these AI recommended candidates, but still people in the loop and people executing and making the decisions. Transparency, providing complete visibility into how AI is making these recommendations as your recruitment partner. Cost optimization, ensuring talent recommendations help you find candidates that are already in your system before going out through more costly recruitment or third party engagements. And then lastly, strategy. Utilizing the right worker type in the right location at the right cost with all the right compliance measures, bringing your practice in line with larger scale organizational goals, and having that guide to help your end users through the process. So this is a lot of large concepts here. And, Emma, when you're thinking about the future of work and how AI will transform this workforce management, what is exciting you the most? Yeah. I mean, there's there oh, there so much of it is exciting, you know, talking about the contingent sourcing agent. That's exciting. You hear clients asking for it. But I would say what excites me really is the shift from reactive to proactive workforce management. You know, right now, I I'd say most organizations are in that reactive state. Hey. I have a need, but then we're scrambling to fill it. With AI powered complete workforce data, you know, we can plan. Let's model scenarios. Let's forecast needs. Optimize your workforce mix strategically. So think about being able to answer questions like, if we open a new location, what is that optimal mix of employees versus contractors? Or what skills do we already have across our total workforce that we're not leveraging? In some of those client success stories, Airbus accelerated their planning cycle by up to 70% when they were looking at this kind of scenario modeling and, I mean, that's just exciting to think about big changes that are happening strategically there. And helping our people work a little bit smarter with the support of automation and AI. Let let's help our people get a little bit more effective in their their actionable tasks. Mhmm. And that's exactly the transformation we're talking about and that we're looking forward to continuing to to realize. And the key message that I want everyone to kinda take away today is that you can start building this data foundation today as you continue to evolve your AI strategy. You don't have to wait for every AI capability and decision to be fully planned. And in fact, you shouldn't wait because building the foundation now means that you'll be ready to take advantage of those different AI capabilities and strategies as they emerge. So it's really getting your tires already on your car. And so from here, let's talk a little bit about what this actually looks like with a strategic impact across business functions across an organization. Because total workforce management isn't just an HR win. It delivers value across the entire organization. And this is where we start to get everyone excited for the race, especially if it's an f one like you mentioned. Take us take us one step further as we go down through your earlier overview. Each arm of the business has different goals for total workforce management. Let's walk through kind of the unique benefit across this integrated approach for these different business units. Yeah. I I absolutely. I like the slide because we get to look at this through the lenses of different perspectives. You know, each person on the screen, they're bringing their own unique needs and pain points. So for the CHRO and talent acquisition leaders, it is about agility through insight. You know, the ability. How can we redeploy, reskill, and and how are we sourcing talent to stay ahead of the challenge? You know, they gain that infer like, that, you know, informed decision making capabilities because, hey, I can finally see my entire talent pool. When we look at the CFO and our and our finance teams, it's gonna come to how are we optimizing workforce spend. I mean, we are seeing dollar signs here. In optimized workforce mix, we're cutting over overspend, you know, boosting margins, maximizing that value. They get workforce cost visibility that's gonna help them to optimize the spend. We're strengthening compliance and really helping to guide planning there. And then lastly, for that CTO and our procurement teams, you know, how can we have those connected, not complex technology ecosystems? No. We need a unified, you know, architecture to help lower cost, to reduce those risks, and really drive innovation. Absolutely. Total workforce management is encapsulating the total business and their objectives and those unique qualifiers that help benefit each of these categories. And this multi multi stakeholder value is so important. Each of these different business functions has a different goal to be met, which can be achieved through a holistic workforce management strategy. To start with, what I'm hearing from customers is that without this integration, they're facing some real pain points in their strategy and management. So let me kind of take a step back and paint a picture of what happens when you don't have this total workforce management. You have dissatisfaction and inefficient processes. You have manual disconnected results and an end user typically frustrated with the length and manual steps within a process. You can have unmanaged vendor spend, no visibility into what you're actually spending on that contract labor from a holistic picture. This can lead to budgetary surprises because you can't forecast what you can't see and you can't have predictable repeatable results. You'll have an incomplete skills visibility. No idea of what capabilities exist within your contingent workforce, no ability to cross utilize them or to consider them for additional future projects or full time employment. And lastly, isolated sourcing. We talked about this before. With HR and procurement not working together, there can be a disconnection with disparate datasets, which lead them to their own initiatives rather than being able to work together to meet both talent and procurement needs. And this baseline data is really where the conversation begins. By capturing metrics in each of these categories, they can be used to build your ROI conversation. This is where I tend to start. Emma, when you're building a business case with clients, where do you start and how do you see them quantify value? Yeah. You know, we're starting by let's understand your specific pain points. Every organization has has their own. It's gonna be a unique list to them. But honestly, most organizations have several from that list you just mentioned. And then we're working with them to establish baseline metrics. Okay. Tell me, how long does it take to fill a contingent role today? How much time are your managers spending on workforce reporting? You know, what are your current compliance risk exposure? So we talk through those and then we help them to understand the benefits. Hey, faster time to hire, consolidated cost management, enhanced workforce planning and forecasting, elimination of duplication and workforce programs. So there's already value there. But beyond that, like, really that quantitative ROI, there's a qualitative transformation that's happening. You know, you again, I say organizations moving from reactive, disconnected workforce strategies to proactive, integrated talent organizations. And that's the one that's hard to put a dollar figure on, but it is transformational. One is that transformation that enables an AI future. Right? Getting through there, having full relevancy of data accessible across the organizations, helping your people work smarter with the tools and data that are at hand rather than chasing down data across disparate systems and having these manual processes. And that transformation of data availability is what will enable an AI future like we've been discussing. To circle back, without that total workforce visibility, the AI will only see the part of your workforce that is sitting within HCM and enable your end users to take actions against what's sitting in HCM. With Vindly, organizations are gaining true total workforce management from a connected ecosystem, allowing AI to support your end users in their steps and operationalize hiring decisions, helping manage and plan for that workforce mix, helping look reactively at spend and plan, budget, and predict your future spend, and then enable supplier performance across all worker types so you know exactly the area you're stepping into as you plan for these roles. So we've talked a bit about this conceptually. We've talked about the data foundation. We've talked about what AI tools will help optimize workforce and decision making processes here and in the future. We've talked about what that can look like in a result for a company looking at their entire talent data spend compliance. Now let's take a look into the ecosystem, the fun part, the actual tool, and see what total talent management looks like within Workday and what that means for your data and what that means for your end users. Here, we're going to watch Ali demo as she walks through Workday Total Workforce Management in Workday HCM and Workday Thinly. Starting in Workday HCM where a blended dashboard offers your leaders clear visibility into your entire workforce, employees and nonemployees alike. In just a few clicks, you can access the data you need to manage teams effectively. Managing blended teams can be complex. Workday simplifies this by seamlessly integrating your data. As your organization grows and workforce plans evolve, the ability to make informed decisions becomes even more critical. From the plan tab, you can leverage a dashboard like the one displayed here to get a comprehensive plan to pipeline view. The dashboard provides visibility into each department's actual current headcount, alongside planned headcount and any additional openings. It's a powerful way for you to track workforce progress. You can then dive deeper into the headcount plan using adaptive planning. This powerful tool helps your organization strategically plan for growth by leveraging rich people centric data. With adaptive planning, you can model future business needs, plan for both contingent and full time roles, identify growth areas, and ensure the right resources are in place to meet demand. From the workforce plan tab, you immediately notice that the gap in your workforce will need to be addressed. The data shows that the customer support team needs 10 additional positions to meet plan. Using the workbook, you can model out different scenarios to determine how to fill those gaps, full time workers or nonemployees. Adding those open roles to the employee column, you can see that the total workforce cost increases to 2,500,000.0. In order to see the difference in cost, you remove those 11 from the full time employees column and add them to the contractor column, bringing the total workforce cost to 1,800,000.0. Comparing those costs, you can see that hiring contingent workers for these roles could lead to cost savings. Alternatively, you might choose a combination of full time and contingent workers. Now that you have modeled out your new headcount, simply move to the planned headcount tab to easily create the positions you have just identified. Easily add a new row to your new headcount requests and complete the required fields. Once the position is created in Adaptive Planning, it will move through your organization's approval workflow process, then it seamlessly transitions into HCM for fulfillment. Now that your new headcount was approved, you can see that newly created customer service position in your org chart. This position can then flow automatically into Venly through certified APIs. Next, to view the position directly in Venly, you can utilize a shortcut link that'll take you directly to the Venly homepage. You'll immediately notice how user friendly and intuitive the experience is. You have quick insight into things like your jobs, your work orders, tasks, notifications, and graphical reporting, giving you a quick snapshot of everything going on in your program. Moving to our jobs page, you have visibility into all active jobs and jobs working their way through the approval process. You have quick insight into each role as well as the ability to sort, search, and filter through your open positions. By including draft in your status filter, you will see the newly created position that has been pushed into Venly for next steps. Your job form can be as detailed or as simple as needed and is highly configurable based on your business needs. You'll fill in information like hiring team, approvers, number of positions, and length of assignment. By populating in your start date and duration, Finley will do the calendar math for you. Next, you'll see location and job site details as well as cost allocation codes. Finley gives you the flexibility to track as many project codes or cost centers as needed. Finley also gives you the ability to create unlimited custom fields to track any additional details required by your program. These fields can be set up directly in the UI and are fully reportable. Utilize configurable rate cards to build controls around program spend and help enforce vendor agreements. Rate cards not only ensure compliance, but also foster competitive bid between vendors, driving cost savings across your program. And finally, you have all the job details and requirements associated with this role. As you submit your acquisition, your distribution lists automatically populate, streamlining the process of sharing your open positions with your vendor partners. Finlay's distribution lists offer powerful automation, enabling you to quickly and efficiently get your roles to the right vendors. These lists are highly configurable, whether you need to target specific groups of vendors based on job type, location, or other criteria. You can also implement tiering to optimize your workflow. For example, tier one vendor partners can receive the role first, followed by tier two vendors twenty four hours later. This automated approach eliminates manual effort, ensures faster time to fill, and keeps your hiring process efficient and organized. Your position will now move into the approval workflow. Finley's approval processes are highly configurable and can be designed to mimic the workflows you already have in Workday, providing consistency across your systems. Approval rules can be tailored based on factors like job type, spend thresholds, or specific business requirements. Approvers are automatically notified via email and receive a task directly on their homepage, where they can review and approve the requisition quickly and efficiently. With your new position created, you can seamlessly transition to reviewing the applicants your vendors have submitted to active requisitions. From the applicants page, you'll find a comprehensive and intuitive interface that allows you to easily compare candidates side by side, quickly review vendor details, bill rates, and markup percentages. Additionally, Finley will automatically flag duplicate submittals when two vendors propose the same candidate. This ensures you can make swift decisions based on your program policies, whether that's first in, first win, or best rate. You can also take action directly from this page, create an offer, decline a candidate, send a message to the vendor, or schedule an interview directly in the tool. Looking at a candidate profile, you'll see you have a comprehensive view of the key details you need all in one centralized location. You can easily access information such as technical skills, the financial arrangement in place with your vendor, and worker classification details. You can quickly review the resume and experience summaries that have been submitted and are managed by your vendors. Finley also allows you to efficiently manage both pre onboarding and post engagement activities. Vendors can be responsible for tasks like background checks and drug screening, while managers or the program team can oversee things like safety trainings or certifications. These checklists are highly configurable to align with your program's unique requirements, whether that involves variations across locations or specific job categories. By consolidating and managing all these tasks in one place, you gain full visibility into all your compliance requirements. In this case, you can see that both of the pre onboarding requirements are complete, and this worker is ready to onboard. During the onboarding process, you'll have the opportunity to review all the prepopulated information derived from the original job details, confirming its accuracy. You can also make any necessary updates, such as ensuring system access requirements. And finally, you will select the position that you are filling from your org chart. Now the integration takes over. In real time, Workday Inly's connector is sending this worker's information over directly to HCM, ensuring seamless data transfer and eliminating manual entry. Giving the page a quick refresh, you will see the process is complete. This worker is fully onboarded with an active work order. Moving over to your org chart, you'll see this contingent worker displayed right alongside your full time employees, giving you a unified view into your entire workforce. And thanks to the prebuilt connectors, your Venly data flows seamlessly into Workday, empowering you with detailed insights right from your plan execute analyze dashboards. On the plan tab, you can access tools like headcount plan to pipeline, enabling you to effectively build out hiring strategies. On the borrow tab, you'll find detailed contingent labor data, such as spend, to help you monitor and control program costs. Tenure details enable you to evaluate worker compliance, and you'll have the ability to track assets assigned to your contingent workers, such as equipment. This level of visibility ensures that even managers who don't log in to Venly daily can easily access and analyze critical contingent workforce data directly within Workday. You can also unlock total workforce insights by combining your VINly data with Workday HCM and Prism, enabling your organization to make critical business decisions based on insights and workforce analytics. From the total workforce tab, leaders are able to gain a holistic understanding of their workforce, make informed decisions of staffing strategies across both full time and contingent workers, and identify ongoing trends. Effective hiring is going to inform your leaders of hiring strategies with insight into past expenditures as well as forward looking cost projections. You'll analyze the break even point for cost for a contingent worker versus a full time worker, helping make informed decisions. The spend tab is going to facilitate financial decisions related to workforce cost and optimize spend strategies for contingent workers with a view into total workforce spend and vendor invoice details. This integrated approach is designed to provide complete workforce visibility, optimize cost, and enhance hiring decisions, ensuring your organization has the right talent in place at the right time. Thank you, Ali. And so we can see as a result from the demos process, we now have accessible, relevant data executed according to strategy and compliance and fully available to be utilized by AI tool tooling and decisions from an organization. And this is what enables your end users to apply AI functionality to all of their workflows and analytics. This bidirectional integration between VINly VMS and Workday HCM not only provides holistic data availability, data available from these non employee workers in HCM, but the uniqueness of the bidirectional native integrations between the tool enable actions executed in HCM to push back to Workday friendly, which means as you're using agents that are taking actions for you, it can be actionable across your entire workforce. So here we've talked about the data foundations, the integration, and holisticness of the Workday ecosystem. From here, what about those specific AI processes that can be used in tool? So here we're gonna have Ali show us the future of recruiting non employees in Workday Dendly with a contingent sourcing agent. The contingent sourcing agent brings powerful AI directly into Beenly, allowing you to grade applicants by matching skills to job requirements and instantly rediscovering qualified candidates within your existing talent pool. You are now looking at the applicant section of a job requisition in Workday Venly with grades displayed for each applicant submitted. This is the contingent applicant grading skill, which leverages AI to provide a grade in Venly based on how well the applicant aligns with the requirements outlined in the job description. You can then navigate to the applicant's profile to learn more about their experience and skills. From here, you can then review the candidate in further detail to better understand the information that contributed to the candidate's grade. You are now looking at the second key skill of the contingent sourcing agent, talent rediscovery. This allows you to instantly locate high quality candidates your program has worked with previously, giving you visibility into their past performance and history so you can make faster, more informed sourcing decisions and reduce time to fill. Looking at the ineligible tab, these candidates are recommended by AI but may be unable to be applied to the job. This occurs due to information like rates, rehire eligibility, and candidate availability. From here, you can notify the vendor of your interest with a single click. This alerts the vendor to follow-up with the candidate, confirm their availability, and officially submit them for this role. Once you select send, a confirmation appears, letting you know that your request is on its way and the sourcing process is in motion. Well, thank you, Ally. Thank you, Ally, for recording. I appreciate it. We're getting close to opening the floor for q and a, and I'm getting some great questions in our chat right now. So feel free to continue to add those to the q and a. But before we transition to that section, I want to address the question that we mentioned earlier, where do we start? Emma, what's your recommendation for organizations that are sold on this vision? They want to go down this road, but they're not exactly sure where to begin. Yeah. Thanks, Carrie. So when we break this down, there are really four key areas that we wanna address. First, organizational alignment. Let's get HR, procurement, finance. Let's get your business leaders into the same room. I wanna make sure that everyone understands that this is a strategic business decision here. It it's not just a technology project. The second is that the technology ecosystem, you know, the integration of this permanent and contingent technology really establishes a technology ecosystem, and it's capable of addressing all of these requirements. You know, we wanna see and you really you need to see HCM and we and VMS working together. It's a deep two way integration. The third becomes change management. So this is really where PwC is investing heavily with clients. You know, 46% of organizations are citing that change management is the concern. It's the barrier and and rightly so. You know, you're you're changing your processes. You're sometimes changing roles and and really those ways of working across multiple departments there. And the fourth one that we would have is is building that business case. You know, you you're gonna need that executive sponsorship. That really is requiring, that, clear ROI and and strategic value. And now you see the the visual. It's just important, as I went through there. Apologies. The the slide was a little slower. As we've highlighted, but going through these four different steps and looking at the change as a whole is where we can start to help businesses align on their. goals and achievements and build for that business case is going to help drive a consistent conversation. And I'll add into that this is a a pragmatic framework. It can be widely applied regardless of where your organization is currently at in their full time employee and non employee strategies. And then I'll add that additional foundational element that we've been talking about where we can start building that data foundation now. So even if an organization is finalizing their AI strategy and even if you're not sure exactly what AI capabilities you'll be looking to use in the next twelve to eighteen months, kind of like how we weren't sure how we would be using it twelve to eighteen months ago, foundation is still needed. You can be assured that you'll be needing complete data to execute these strategies. So what we can do today is build that foundation. We don't want a crumbling house. We don't want a race car with no tires or any other horrible analogies that I can come up with. But as the AI roadmap and that destination are still being determined and solidified for most organizations, today, we can focus on the adoption and change management success in deploying a unified workforce technology. So, Emma, I got some fun Q and A here, a couple I've been trying to answer on this side as well. Any final thoughts before we transition to this Q and A? Lee with a simple one. It just says so as we talked about everything, total workforce transformation and and the management of it, it's not no longer really a concept that we can just be thinking that only the mature enterprises are doing. You know, this is a necessity. The workforce is changing, and it's changing rapidly. The talent market is so competitive, and the AI opportunity is so significant that we just don't wanna delay. The organizations that build this foundation now, they are gonna be the ones who are positioned to win in the future. So leave it quick on that. I think that's perfectly said. This is a strategic step that we can take now to enable the readiness for the future, and that's where we wanna help our organizations get to, to that future readiness so that you don't feel behind the ball as you're excited with these AI strategies. So from here, I'm gonna open it up to some q and a. I've got a few in the the chat that I'll read through and try to direct us through, Emma. So get ready to to be on your toes with me for a minute here. As we're looking at this, I want to start with a little bit of clarification. A lot of the questions in the chat have talked about full time workers versus indirect labor. Indirect labor, being anything that is not directly on a W2 for an organization, would fall into an opportunity to be managed through a vendor management system. Venli is Workday's VMS system that is fully integrated into the Workday suite. The basis for this is global co employment guidelines do request that there is a separate system of record for different labor types. This native integration enables a complete dataset to help support data foundations and authentic AI and technology utilization as an organization is building those pieces together. So with Workday generally being a component of your workforce strategy This can complement what you're executing in Workday HCM for your full time employees and the utilization of workday recruiting to manage the recruitment processes and direct connections for your direct full time labor. So this is a traditional workforce foundational strategy that if anyone has any questions, we would be happy to set up a conversation with your organization to work through together on how that overall structure looks. So we're kind of taking this conversation from the next step after that. How to support and manage that non employee data that historically for many organizations has a product ecosystem has that maybe, to Emma, to your point, on some spreadsheets, some emails, maybe a hope and a prayer, and bring that data to your unified utilization and workflow processes. Let me I'm scrolling through some q and a here. And let's go I'm gonna jump over here real quick. Let's start at this one. So, Emma, if you don't mind taking this one. Ready? Edge of your seat. What are some of the areas of most immediate wins that an organization can expect from a total workforce strategy? So as we're going through this transformation as an organization, what are some first hits? What are some, immediate ROIs that a company can look to to achieve? I what you're looking to achieve is is, I would say, you know, coming together and getting that unified view. Mhmm. That that's gonna be the the biggest piece that I would say is usually helpful there, you know, beyond the qualitative transformation. You know, you can quantify ROI with, you know, several different metrics there. So some of it's accelerated spend. You know? Let's get hires in. Let's let's, you know, reduce how much time that takes to get them in. We wanna make sure that it's not going unmanaged. There's, you know, there's insight. There is we can see these people and where they're working and how much is this costing. No one wants that big budget surprise at, you know, the end of a quarter at the end of the year. So I would say some of those quick quick wins that you can expect there become that, you know, I have visibility. I know what's happening there. And I think when we were talking earlier on the slides, we we we used Airbus as an example. Airbus was able to go ahead and accelerate that planning cycle by up to 70% through the kind of scenario and modeling that this integrated data and the foundation allows you to to get to and provide. I think that's a great point. You can't consolidate or optimize what you can't see. Right? Mhmm. And to your point, this is giving visibility on the complete spend, both of your full time labor category and your non employee labor category, and being able to optimize and ensure compliance for the spend that is being executed in those categories. Most importantly here, the focus on that non employee indirect labor category. So I think that direct cost savings, the dollar to dollar savings, is kind of starting up there. Secondarily, after that, I think then you have your process optimizations, having your end users ensure that their accessibility and process is easily guided through a guided buying process, which enables you to stay in compliance with overall corporate spend strategies. So that's a great question. Thank you. And, Carrie, I'm gonna kinda just build on that one a little bit because there was some that questions I was seeing come over to where it was, like, you know, should we be implementing? Like, you know, when is the right time to then think about implementing work differently? You know? Do we wait and do we wait for the AI road map? Should the AI road map be finalized? And they're kind of overlapping once of what is the right time for Finley. Yeah. I would say in the in the conversations that we're having, I I say don't wait. You know? Even if the AI destination, you know, we haven't finalized that, we haven't created the entire pathway, that's not solidified. You know, I think that you can still move yourselves to getting to a complete clean work force data and get the data there, and now it's it's ready for when that full roadmap is finalized. So now if you say, hey, let's start now. Let's bring in the people. Let's bring in the process. You can think about that from a change management perspective. You know, hey. We're we're easing into it. We're getting it all there. So let's start now. We'll focus on people. We'll focus on process. We'll get that organizational alignment. We have those portions of the framework ready, and that because because that that becomes really time consuming. So then when we're ready to hit the ground with those new capabilities, the data is there and we've already we've already planned the organization for it. I think that's such a good point. That's why we crawl before we walk, before we run. A typical technology analogy. But the biggest piece we can do now is that preparation step as we're figuring out exactly where AI is gonna fall into place. We've seen so many new AI initiatives come up over the past year since we've hosted one of these last, in this category. And I think from there, we've seen more of a direction of where agents will impact workflows. But if you don't have the right data in place, you can't impact the right workflows. A few questions have come up in the chat around different Workday modules, and is this replacing, supporting, coexisting? I want to call out here. The VIN lead that we have been talking about is a vendor management tool that manages the engagement of your nonemployees with your vendor sourcing strategy. From there, it manages the entire life cycle of cradle to grave for those nonemployee worker life cycles. Other Workday tools that are supporting different strategies within companies based on their strategy execution and purchases, Vendly does not replace those. As companies use Workday recruiting and available AI like HiredScore against full time employee strategy, when organizations use products like Workday strategic sourcing to execute large scale RFP processes that could be on across all type of procurement categories. Venli is not replacing any of those, but rather is coming in to be that puzzle piece to fit in the data points and life cycle management of your non employee engagement. So hopefully that helps, a little bit of foundational level set and understand where the product alignment lies. Let me go Emma, I would be interested on this, and we'll probably do this as one of our last questions as well. But with the labor and skills shortage that we're seeing right now executed across all different type of employment categories, I think we mentioned fifty nine percent of hiring managers are having severe skills shortages. What are these foundational steps that we're taking to establish AI? How will the AI set us up to manage, attract, onboard, retain skills, and identify those skills that might already be an ecosystem that we're not already seeing? Yeah. I I like this question. Some of the work that we also do here at POC and we we've talked through with clients is is really that skills gap. How are we managing that skills cloud? How is, you know, Workday with the skills cloud helping to support this? And what I'm seeing is, I would say, probably most organizations really have just general incomplete skill visibility. And a lot of that is gonna come down to where that skills data sits because contingent data typically is in its own siloed area. You know? Hey. We're bringing you know, sometimes we're bringing certain contractors into to HCM, but not everyone. So when we then build a unified data foundation, you know, those AI agents begin to be able to, you know, analyze the skills. We're looking at performance and and experiencing, you know, now full full talent, you know, the full workforce talent there. I would say that you're really getting I like this you know, I kinda said it a few times too, proactive versus reactive. And you're getting a proactive talent orchestration, you know, allowing leaders to really identify, hey. These are the existing capabilities within extended workforce. How can we redeploy these skills? How can we reskill some of our current workers to try to really stay ahead of the market and the changes that are happening in the market? And those changes are happening so quick. You might have a a full time or nonemployee worker down the hall that has those skill sets ready that weren't necessarily hired to execute that task that could be cross utilized on additional projects, additional contracts, or considered for full time employment. And I think it's really a lack of visibility that we've had historically, which has led us to some more costly recruitment strategies, which now once we look at fully integrated data, we're able to dynamically predict, cross utilize, redeploy those skill sets at a more effective rate. I'm really excited about that. I think bringing that conversation and the strategy that PwC can help companies start to organize and structure is really where we need to go with the future of work and what will enable us to use AI tools and strategies to get us there. I think I think we've exhausted our broad questions that we can answer in this setting at this point, but there have been a lot of really specific questions that I would love to take an opportunity to follow-up with as well. So please keep in mind, if you've submitted a question to the q and a, a team member or myself will follow-up with you to make sure we understand the background and are giving you the most accurate answer that attributes to your strategy and your organization. As a reminder, we will be sending out the recording of this webinar, in about twenty four hours, and that can be utilized and shared as well. And if you have any other specific questions, please feel free to reach out to us on this team and presentation today or to your broader Workday or PwC rep who can help answer any other specific technical questions in regards to your specific ecosystem and utilization and strategy. We really look forward to being a collaborative partner as you're going through this evolution of data and AI strategy. And I thank everybody for taking the time to join with us today. And thank you, Emma and Ali, for sharing your expertise with us in this audience as well. Thank you so much, and have a great rest of your morning and afternoon. Thanks, everyone. Take care.