Companies Using WorkdayCustomer List & Real Case Studies

Challenge

Having gone live with one of six companies through Launch Express, Select Milk Producers chose to add the remaining companies to the same production tenant rather than deploy separate ones. Internal teams were neither trained nor staffed for the remaining work, and the move to centralised configuration, administration and decision-making replaced the per-company autonomy of the previous ERP landscape.

Results

After go-live Kognitiv continued on data conversion, custom reporting and integrations before handing support to Workday governance and internal system triage. The case study does not publish quantified post-go-live outcome figures.

Challenge

Belle Tire had run Workday Adaptive Planning for five years but used only 10-15% of its functionality, and a move to SAP prompted a full reset of the instance. Reporting across corporate and store teams depended on month-end closes and manual consolidation from point-of-sale, purchasing and accounting systems.

Results

Access expanded from a handful of users to over 600 across the company, dashboards now refresh daily against general ledger detail, transaction summaries, KPIs and unit data, and daily sales and gross profit reporting replaced the monthly-close view.

Challenge

Growth had left Best Friends with several systems that stored information independently and required manual transfers to stay in sync. The organisation wanted one platform covering finance and HR with limited customisation, to control implementation time and cost.

Results

Accounting and HR now run on a single cloud platform with one source for information and reporting, replacing processes previously handled in Excel or by hand. Onboarding across multiple states accounts for differing employment law and benefits rules. Optimisation of the HCM configuration continues, with Workday Help, Learn and reporting dashboards planned.

Challenge

Glassdoor had outgrown its financial systems, running NetSuite, Coupa and SAP Concur with manual integration and data silos. Parent company Recruit Holdings wanted faster closes and consolidated reporting, and Glassdoor wanted to retire redundant tools and connect finance to its existing Workday HCM and payroll.

Results

Finance now runs on one platform, with purchase order and expense approvals available on mobile. Within two months of go-live Glassdoor met the two-day monthly close its parent company had requested. Workday's multi-entity and multi-book accounting supports consolidation across the parent structure; revenue management was deferred to a later phase.

Challenge

After its 2015 IPO, Shake Shack faced new reporting and Sarbanes-Oxley requirements while running budgets, reports and forecasts on paper-based processes and disconnected legacy systems. Quarterly closes took 10 days or more, most of its 200-plus controls were applied manually, and auditors had to track down account balances and journal entries by hand.

Results

Phase one went live in July 2019 and phase two was delivered on time. Adaptive Planning forecasting was used to predict and adjust the company's cash position during the COVID-19 disruption, and now supports departmental budgeting and forecasting, equipment amortisation and board reporting. Journal entry signing was automated, and Deloitte later built a Tipping Allocation Calculator on Workday Prism Analytics and Payroll.

Challenge

After separating from its parent corporate structure, TaxAct needed its own Workday Financials tenant while carrying over seven years of transaction-level general ledger history. The complication was preserving the original supporting attachments from the parent tenant and reattaching them to conversion entries, across journals drawn from multiple source types and containing intercompany affiliates that did not exist in the new tenant.

Results

TaxAct went live on the planned date. All seven years of detailed financial data sit in the new Workday tenant as conversion journals with attachments reachable by drill-down, removing the need for an external repository or external links for supporting documents.

Challenge

A surge in recruiting activity during the COVID-19 pandemic exposed limits in Avis's existing recruiting application at the same time as its licensing agreements came up for renewal. Avis was undecided between extending Workday and buying a best-of-breed alternative, and had unresolved foundational issues in its Workday tenant.

Results

The project ran through Architect, Configure and Test phases and deployed Workday Recruiting in April 2022 with integrations to job boards and Beamery. Preos also advised on Workday staffing models, which shaped the to-be design.

Challenge

After separating as an independent public company in April 2020, Carrier needed to expand talent acquisition across 33 EMEA countries under a newly defined operating model. Recruitment was fragmented and agency-dependent, with HR colleagues absorbing hiring work alongside their own responsibilities.

Results

The account reports 33 countries live in line with the project plan and the Workday ATS deployed and live, alongside a harmonised global talent acquisition process. AMS onboarded a team of more than 40 resources covering 16 service languages and built an operational reporting suite.

Challenge

Greenix ran payroll across 32 states and more than 380 local tax jurisdictions and was frequently out of compliance on some taxes, incurring fees and penalties.

Results

The company reports over $30,000 in annual savings from improved payroll tax compliance and fewer fees and penalties, plus reduced errors and enough internal capacity to plan for a dedicated payroll manager hire.

Challenge

HR operations at Groupe Meloche relied heavily on manual processes: recruitment used emails, Excel tracking, and calendar follow-ups without centralized visibility, and performance and compensation depended on manual calculations and spreadsheets, limiting real-time data visibility and decision-making.

Results

The deployment delivered up to 30% efficiency gains, faster and more effective recruitment processes, real-time dashboards for data-driven decision-making, and an improved experience for candidates, employees, managers, and HR teams.

Challenge

Guest Services needed to replace a 15-year-old financial system that was inflexible and hard to maintain, and wanted to move HR onto the same platform at the same time so HR processes and data sat in one system with more employee and manager self-service.

Results

Guest Services now runs finance and HR on one integrated system, with self-service for managers and employees, real-time reporting on demand and reduced reliance on manual spreadsheets.

Challenge

Most planning happened outside the Mets' Workday Adaptive Planning instance, with departments budgeting in Excel and finance consolidating manually. Baseball operations, which accounts for more than half of the business, plans on its own calendar and carries contract structures such as signing bonuses and performance incentives that had to be modelled.

Results

Budget owners across departments now manage their own budgets and review monthly financials in the platform, actuals load automatically into the baseball operations model, and the finance team reports less time on reconciliation and data entry. No figures are published.

Challenge

Ohio Living needed a way to meet the Centers for Medicare & Medicaid Services Payroll-Based Journal reporting requirement from within Workday. No standard reporting path covered the requirement, so a tailored integration approach was required.

Results

The partner reports 100% compliance and accuracy on submitted PBJ reports, 75% time savings against the previous manual effort, and 65% faster processing than the prior HR system.

Challenge

Severfield's finance function ran on thousands of spreadsheets updated monthly with data from ERP, contract forecasting and other systems, creating version control risk and manual effort that limited strategic planning. The Group Financial Controller also wanted the team to be self-sufficient rather than dependent on internal IT and external consultants.

Results

Consolidation reporting moved onto Workday Adaptive Planning and the group finance team reports monthly time savings, with locked-down data versions removing rechecking work. The deployment required almost no input from the internal IT team. Later phases will cover contract reporting and FP&A forecasting and budgeting.

Challenge

Smith College, a private liberal arts college in Northampton, Massachusetts serving over 2,100 undergraduates, wanted to improve efficiency and support strategic operations with a student- and faculty-centric approach to its student systems.

Results

The cloud hosting, routing and workflow functionality allowed critical student workflows to move to a remote context during the COVID-19 pandemic, and the college ran its first remote registration period after go-live. Huron reports that students and staff described successful registration experiences compared with previous years. Detailed outcomes sit in a downloadable Tambellini Group case study rather than on the page.

Challenge

Tokio Marine Kiln's finance and HR departments operated independently on disconnected systems and manual processes across its London and Singapore offices, and the specialty insurer needed a unified global operating model.

Results

The insurer gained a unified chart of accounts across London and Singapore, automated reporting with improved visibility, mobile self-service for employees, and reduced reliance on email chains and spreadsheets.

Challenge

The university ran payroll on a 35-year-old system while individual departments relied on disconnected homegrown tools, which made compliance enforcement difficult. With approximately 38,000 employees across three campuses, it set out to change its HR and payroll delivery model.

Results

The implementation launched in June 2017 and reduced manual and paper processes, standardised business processes, and improved alignment with university policies and regulatory compliance. The system provides 24/7 access to information and expanded user self-service. Huron describes the university as the largest public sector institution using Workday.

Challenge

A merger nearly tripled headcount, leaving two-thirds of employees who had enrolled on paper for over a decade to complete benefits enrollment in Workday for the first time. Most of the workforce is deskless, lacks home internet access and speaks one of more than 30 languages.

Results

99% of employees completed their benefits enrolment event in the 2024 open enrolment. The account team is described by the customer as indistinguishable from internal benefits staff.

Challenge

WWF ran on roughly a dozen disconnected legacy systems, so compiling and verifying data for critical reports could take up to a month — a fragmentation that threatened donor confidence and regulatory compliance.

Results

Staff gained real-time access to organizational data, greater grant visibility, global process consistency, self-service capabilities, and improved data accuracy and security, with less labor-intensive reporting.

Challenge

Managing global payroll across multiple countries with legacy systems

Results

Consolidated 2 legacy platforms into single solution; enhanced payroll operations in 18 countries

Challenge

Giant Tiger's internal system met basic in-house needs but was not robust enough for its financial requirements or for managing its workforce across 263 stores, and offered little self-service for store owners and cost centre managers.

Results

Finance processes are more standardised, with data accessible across the company and real-time insight supporting day-to-day decisions. Deloitte worked with the internal IT team on the transition covering sales data ingestion, payment processing and month-end.

Challenge

Jupiter Medical Center, an independent not-for-profit hospital in South Florida, missed a Workday go-live date while transitioning to Workday HCM and Payroll. Its implementation partner had difficulty with both technical delivery and engagement dynamics, leaving the timeline and completion uncertain.

Results

Jupiter went live on Workday HCM and Payroll on its revised target date, and Impact Advisors reports that hospital teams gained confidence in the configured system.

Challenge

After a new VP of Human Resources joined, Kandji concluded its existing systems could not support growth and needed a more capable HR and financial platform. The company runs a global workforce of 221 employees across San Diego and San Francisco headquarters, with about 16% based internationally.

Results

ERPA and Kandji delivered several projects, the most prominent being onboarding journeys that streamlined new-hire entry. The page attributes time savings to system integration but publishes no quantified outcome figures.

Challenge

KION Group, operating in more than 100 countries with over 35,000 employees, needed to better align data, reporting and HR operations.

Results

The customer credits Kainos's data review and resourcing with making an on-time go-live possible; no quantified outcomes are published on the page.

Challenge

Following a carve-out from its former parent company, Master Builders Solutions needed to establish an independent HR system quickly while managing limited internal resources, aiming for rapid Workday implementation that maintained global consistency, data quality, and user adoption without sacrificing transparency.

Results

Workday went live in 61 days with core HR processes customized for the organization's needs.

Challenge

MSCI was an early Workday adopter but found managing the platform at scale increasingly complex with a lean internal team. Large projects such as payroll transformation and Workday Studio integrations exceeded what the in-house group could absorb.

Results

ERPA reports a 100% payroll success rate as the headline outcome, with at least four payroll runs and the annual special compensation processes completed after the transition.

Challenge

Northeast Georgia Health System ran multiple disparate systems for HCM, finance and supply chain functions and needed outside help to select a unified ERP. It also needed contractors to backfill operational roles and keep legacy systems running during the transition, which overlapped with the COVID-19 pandemic.

Results

The nine-person managed services team handles 40 to 50 level 2 and level 3 tickets a day with on-call coverage. The partner continues to lead implementation workstreams, provide data mapping and backfill finance, HR and IT roles ahead of the 2022 go-live.

Challenge

PineBridge was failing audits and facing IRS penalties, with a small HR team that had no formal payroll training managing a multi-state, multi-jurisdiction structure.

Results

The customer reports compliance across multiple states and jurisdictions and an end to daily firefighting, allowing the HR team to add talent management capability and expand its remit.

Challenge

Q8 needed to standardize and harmonize expense reporting processes across three European Operating Units with varying local requirements, while integrating with SAP Financials for accounting treatment and payment processing.

Results

The deployment gave employees a single entry point to manage data, request holidays, and report expenses, unifying expense reporting across Operating Units while maintaining a consistent user experience alongside country-specific requirements.

Challenge

Rentokil, a British FTSE 100 services company, acquired US-listed Terminix in December 2021. Its own Workday tenant, live for ten years, covered only partial populations and Core HCM, with patchy adoption and unadopted newer features, while Terminix's tenant was functionally richer. Rentokil needed to know what each tenant required before the two could be merged.

Results

Rentokil received a prioritised list of tenant changes with sequencing and effort estimates, plus an adoption roadmap covering functional and geographical coverage gaps ahead of the tenant merge.

Challenge

Fragmented systems from mergers and acquisitions; transitioning off a PEO with a hard July 1st benefits go-live deadline and no room for employee coverage gaps.

Results

Merit increase process reduced from months to approximately two weeks; unified HR, payroll, and finance platform eliminating manual spreadsheet handoffs; overall cost savings despite the system investment.

Challenge

BIMA bought Workday Finance and Core HCM in mid-2019 and needed an implementation partner with defined processes to lead the rollout.

Results

Kainos reports BIMA now runs one global finance workflow across multiple regions, with the finance deployment completed in 24 weeks.

Challenge

Capri, owner of Versace, Jimmy Choo and Michael Kors, had already deployed Workday HCM for some brands and locations but hit resistance when migrating its China-based sites. Earlier global rollouts had struggled with localisation requirements, and the China locations had to be folded into the global support model without disrupting live regions.

Results

Capri reached a 97% user adoption rate in China within one week of go-live, with data completion rates the partner describes as sustained. Payroll-related support queries fell, and the Workday-to-payroll integration improved the monthly payroll cycle.

Challenge

Flexera grew by acquisition, which added new teams, systems and regions to absorb into its Workday tenant. It needed a partner with technical Workday depth to keep operations running through those transitions.

Results

The published headline result is a three-week integration of a UK team to meet compliance standards. Other outcomes described, including smoother acquisition transitions and training, are qualitative.

Challenge

Grand Traverse County planned and forecast using paper forms, with no transparency into changes between annual planning stages. Departments could not request budget amounts collaboratively, see real-time data or forecast revenue plans, and leaders wanted more than 45 departments working from one data model.

Results

Departments now use dashboards showing prior-year budget, actuals and the current-year request with total budget amounts in real time. The central budget team reviews requests with version control at each planning stage and can summarise the county budget immediately, and real-time reporting has replaced earlier manual reporting processes.

Challenge

IFCO had run Workday for more than ten years but leaned heavily on its application managed services provider. That dependency limited knowledge transfer and internal capability, leaving IFCO unable to resolve issues proactively.

Results

Issues are now addressed with root-cause analysis rather than temporary fixes, and IFCO's team investigates solutions independently. IFCO reworked its annual salary review process in Workday, which the partner reports lifted engagement among HR teams, managers and employees.

Challenge

Following its Workday implementation, Karla Otto needed to extract payroll-related information and sought a new payroll outsourcing provider offering a premium, customer-focused service for its UK operations.

Results

The engagement reduced administrative costs for HR teams, minimized payroll errors and compliance risks, improved the employee experience via 24/7 payroll portal access, and delivered on-time, accurate salary payments with GDPR compliance and business continuity assurance.

Challenge

Merian Global Investors purchased Workday HCM and Financials in 2018 and chose Workday's Launch deployment methodology, which required a partner able to deliver inside a strict timeframe.

Results

Kainos states MGI went live in 22 weeks and gained the Workday expertise needed to align the configuration with its business needs.

Challenge

Oakland County had already moved to Workday HCM and Payroll and was adding Workday Financials, but employee support for roughly 5,000 active employees still ran through a shared email inbox. There was no way to track requests to completion or report on incoming data, so the county could not identify where to improve.

Results

Support moved into the same application employees already use for HCM, Payroll and Financials, adding self-service to user outreach and support. Case suggestions reduce case creation by surfacing curated content first, and dashboard reporting lets the county identify departments needing additional training and run open office sessions.

Challenge

Pape-Dawson ran HR on a finance platform adapted for the purpose, which limited efficiency and scalability. The firm's high volume of mergers and acquisitions outpaced the system, delaying integration and decision-making.

Results

The partner reports more reliable benefits and carrier processes, repeatable integration patterns that make post-go-live acquisitions easier to absorb, and improved reporting and visibility. No figures are published.

Challenge

Spokane County's ERP was nearing the end of its useful life, was hard to integrate with newer applications and required workarounds for growing finance and HR needs. Its general ledger structure was complex and split across departments, management reports and purchase requisitions were handled outside the system, and undocumented processes pushed staff to IT whenever problems arose.

Results

With Phase 1 of Workday Financial Management complete, processes and practices are documented and departments have improved access to grants, project and financial data for reporting and analytics. Consolidated data in Workday gives the county greater cross-department visibility to support decision-making.

Challenge

The firm's HR and payroll systems were inflexible and required manual intervention, which lengthened task completion times and put data integrity at risk across offices in seven states and Washington, D.C.

Results

HR, benefits, payroll and reporting now run on one system across all offices, removing manual overrides and providing real-time data and reports. The firm plans a further phase covering Workday Recruiting, Talent and Learning.

Challenge

Fragmented systems and paper-based HR and payroll processes limited data quality and reporting. Activity pay, work study and seasonal student employment applications ran on spreadsheets and manual workflows, adding administrative effort.

Results

Employees have self-service for core HR processes for the first time, replacing paper forms. The university reports more consistent data and better visibility, and plans further Workday projects covering financial and workforce planning.

Challenge

EastWest Ageas' legacy ERP environment was fragmented across multiple systems, with processes like procure-to-pay and budgeting managed outside the system, limiting financial governance as the insurer needed to support rapid growth.

Results

EastWest Ageas gained stronger financial controls embedded into workflows, reduced manual processes, improved visibility into financial and procurement data, and standardized processes across finance and procurement.

Challenge

As a first-time Workday customer heading into a September go-live, O.C. Tanner had a compressed hypercare window and needed support across HCM, benefits, payroll and integration scenarios without a long partner ramp-up.

Results

The partner reports a more predictable operating rhythm, faster post-production fixes and configuration changes, and greater internal capability to manage the tenant. No figures are published.

Challenge

Financial data sat across separate ledgers, posting rules, spend categories and project and grant tracking, leaving no unified view. The result was inconsistent reporting and category mismatches that made financial insight harder to obtain.

Results

The partner describes a shorter and more accurate payroll close and faster setup and governance for projects and grants following the FDM rework. No figures are published.

Challenge

P.F. Chang's implemented Workday during the pandemic, which pushed out the timeline and forced remote delivery. The restaurant group then had to balance limited internal resources while needing outside expertise for payroll and security.

Results

The company moved from a reactive ticket-driven support model to a proactive, strategic one and continued optimising Workday after go-live. No quantified results are published on the page.

Challenge

Having completed a Workday HCM implementation in 2021, the organisation wanted to extend Workday across HR, finance, learning and compensation rather than leave those processes on separate systems. It ran a competitive RFP to select a delivery partner for the next phase.

Results

The partner reports operational efficiency gains across departments, improved data transparency and analytics, stronger compliance and governance, and a platform positioned for further phases. No quantified outcomes are published.

Challenge

Syncron started its Workday deployment in February 2019 with only a small window before its existing ERP subscription renewed in September, and had varied regional requirements to satisfy.

Results

Kainos reports the rollout went global across Syncron's locations within the available window; no quantified outcomes are published on the page.

Challenge

Tory Burch ran several siloed systems of record and wanted to consolidate them, shifting payroll staff away from manual administrative task management towards data analysis.

Results

The customer reports standing links between the talent, Workday and payroll teams that previously operated independently, and cites OSV proactively flagging payroll data errors.

Challenge

University College Dublin ran finance systems dating from the 1990s under a decentralised operating model, with facilities in Ireland, the USA and Singapore. It wanted a modern cloud finance ERP to support growth and maintain service levels to students and staff.

Results

The partner describes the engagement as the first Workday Finance ERP implementation in higher education across the UK, Ireland and Europe, delivered against its programme milestones. No financial or operational figures are published.