As we look ahead to Workday Rising in October, it’s a great opportunity to reflect on some of the takeaways from last year’s event. Here are three things we learned from a great slate of speakers on leadership, innovation, and the importance of staying agile during times of change.
Given the critical nature of the work in healthcare, employee engagement should be a business imperative for healthcare leaders. Organizations must foster a culture that encourages meaningful work and increases the discretionary effort of its workforce. Read more from guest blogger Craig Deao.
Company culture is critical to an organization’s financial success, and Michael C. Bush, CEO at Great Place to Work, has the numbers to prove it. Check out this highlights video of his presentation at Workday Rising, which includes a panel discussion on culture with leaders from CarMax, Quicken Loans, and Workday.
We conclude this year’s Workday Rising Daily with a recap of great discussions around diversity and inclusion, and a look at how some attendees gave back to the Las Vegas community by mentoring young job seekers on-site. Finally, we share with you some truly inspiring insights from bestselling author Shane Snow on how we all can continue to go further together. We look forward to seeing you at Workday Rising Europe in Vienna, Nov. 13-15, or next year at Workday Rising in Orlando, Oct. 14-17!
In today’s edition of the Workday Rising Daily, we recap a discussion with DeRetta Rhodes, senior vice president and head of human resources for the Atlanta Braves and provide highlights from Thursday morning’s Workday Inspiration Keynote.
Workday Rising attendees can give back by helping job seekers hone their interview skills. A job seeker who participated in last year's workshop shares how the experience helped lead to meaningful employment.
We’re excited to announce the opening of Workday’s South Africa office in Johannesburg this week. To kick things off, we talked with Marilyn Rose Chaplin, group executive for human resources at Dimension Data, about the company’s need for HR transformation and the journey to get there with Workday.
Businesses have to transform. Comfort means standing still, and standing still means falling behind, writes Gonzalo Benedit, president of EMEA and APJ at Workday. For business leaders looking to challenge their comfort levels, Benedit offers three tips for success.
Through a text and video experience, we share with you a story about Patagonia, a Workday Customer. Dean Carter, head of shared services, discusses the company's unique culture, and steps it takes to ensure employees don't have to choose between their families and careers.
It’s 6 p.m. on a Thursday, and a break room at Workday’s headquarters in Pleasanton, California is packed. A long table in the back is covered with pizzas, mostly untouched. Dinner can wait—the crowd is here to learn. The 200 people in attendance are members of Generation Workday and they’ve come to hear software engineering manager Kevin Jarvis talk about Workday’s object model. For many of them, Workday is their first professional job since graduating from college. They are the generation known as Millennials, and they represent the future of Workday.
She's been leading since a young age, whether that was running student governments or helping modernize the world of enterprise software. Read our profile of Workday SVP of Products Leighanne Levensaler.
Workday Rising started Wednesday morning with the Culture Imperative Keynote, featuring Great Place to Work CEO Michael C. Bush and some fantastic panelists. We also provide recaps from today’s Business Leader Forums: one on how General Electric is using artificial intelligence and machine learning, one focused on data privacy, and another on how several companies have reinvented performance management. Read more in today’s Workday Rising Daily.
How do you put culture first at a fast growing company? Workday was thrilled to rise to #7 on the “FORTUNE 100 Best Companies to Work for in 2018.” Yet we've also hit some bumps along the way. Workday Chief People Officer Ashley Goldsmith shares three things we've learned and some new things we're doing—which may be useful for other companies navigating culture ups and downs.