Reference: Transformation and Change Question Library and Theory References
For customers who had their Workday Peakon instance created from the 31st March 2026 onwards, unless you opted out, you will be using the Concept: Flexible Listening Question Model and Score. In this question model, we have updated the question library which you can read more about here: Reference: 2026 Question Library Updates.
For customers who had their Workday Peakon instance created before 31st March 2026, you will continue to use the existing Workday Peakon Question model until we make it possible for you to upgrade to the flexible listening question model in the 26R2 and 27R1 release cycles. The question library remains the same for you.
The Workday Peakon Employee Voice (WPEV) transformation and change question set enables managers and people leaders to track the impact of transformation and change on employee engagement.
The question set enables you to:
- Drive effective change and performance by getting real-time feedback on how your change and transformation initiatives and strategies affect employees across all levels of the organization.
- Empower your people leaders with timely feedback and insights so they can understand how to provide the right level of support for their teams, take preventative action, and evaluate the impact of their actions.
- Track and measure the impact of transformation and change on engagement and other key people metrics, ensuring employees feel supported through change.
Standard Questions
The standard transformation and change question library includes 9 standard questions:
- 1 main outcome question covering perceptions of how well your organization managers change.
- 8 optional drivers.
Question Library
Category | Name | Question | Consideration |
|---|---|---|---|
Main question | Transformation and change | Organizational transformation and change is managed well at [Company]. | Measures employee perceptions of how the organization manages change. When people believe that their organization is managing change and transformation well, they're more likely to support it, increasing the chances of successful outcomes. |
Driver | Belief in change | I believe that planned transformation and change at [Company] generally contributes to the future success of the organization. | Measures how confident people are that planned transformation and change activities and programs are beneficial and help ensure the future success of the organization. |
Driver | Communicating change | I am kept informed on the status of organizational transformation and change activities. | Communicating transformation and change effectively fosters deeper engagement. This question can relate to a specific program of change or more general changes. |
Driver | Consider risks | When transformation or change is planned, I believe the impacts and risks are properly considered. | Measures whether people feel that the organization has properly considered the impacts and risks of transformation activities, particularly during the planning stages. |
Driver | Impact on role | I am kept informed about how organizational transformation or change will affect my role or work. | Measures how well-informed people feel about any planned or current changes might affect them in their personal or work life. |
Driver | Individual input | I am encouraged to share my views on any changes or transformational activities that happen at the organization. | Measures whether people feel encouraged and supported in sharing their views on planned or ongoing change or transformation activities. |
Driver | Leading through change | I am confident that our leaders make the right decisions so that organizational transformation and change is successful. | Measures how much confidence and trust people place in their leaders to make the right decisions. |
Driver | Rationale for change | The reasons for organizational transformation and change are well communicated. | Measures how well your organization communicates why specific changes or transformation activities are taking place. |
Driver | Resources and support | My team has the right resources and support to help us during ongoing organizational transformation and change. | Measures whether people feel that the organization provides their team with sufficient resources and support to do their work during periods of organizational transformation and change. Example: materials, time, guidance. |
Theory Library
Name | Theory |
|---|---|
Transformation and change | All organizations must adapt and grow in response to a changing world. Change occurs naturally and gradually, while transformation is more specific and acute. Both have an impact on people's individual experiences at work. When people believe that their organization is managing change and transformation well, they're more likely to support it, increasing the chances of successful outcomes. |
Belief in change | For people to fully support transformation and change activities, it's important that they feel that changes will actually going to be beneficial (Weiner, 2009). This means feeling that changes are likely to be positive for the organization as a whole, as well as to themselves on an individual level. It's also important that people feel like changes are beneficial in the medium and long term, and aren't just immediate or quick wins. |
Communicating change | Communications on current and planned changes are crucial to securing the support and buy-in of employees, which increases the likelihood of change efforts being successful (Elving, 2005). Employees benefit from getting updates on change activities, including status, timelines, progress, risks, or barriers. It's harder for employees to support transformations if they don't have information about them. |
Considering risks | For people to have faith in transformation and change activities, especially major or disruptive ones, they need to feel that the organization has properly considered the risks and consequences (Apostolopoulos et al, 2016). This means not rushing change, gathering appropriate information, consulting the right people, and putting measures in place to lower risk. When employees feel that their organization hasn't taken these steps, they're much less likely to be supportive or positive about plans for change and outcomes of change. |
Impact on role
Individual input Leading through change | Communications on current and planned changes are crucial to securing the support and buy-in of employees, which increases the likelihood of change efforts being successful (Elving, 2005). Employees benefit from getting updates on change activities, including status, timelines, progress, risks, or barriers. It's harder for employees to support transformations if they don't have information about them. |
Rationale for change | Trust in leadership is vital, but especially during periods of uncertainty or change (Hao & Yazdanifard, 2015). This means trusting leaders to make the right decisions at the right times for the right reasons. Leaders can help inspire trust by explaining the reasons behind decisions, particularly if employees might perceive that they have a negative impact on them. |
Resources and support | It's important that employees feel that the organization is providing them with the appropriate resources, not just so that they can deliver during periods of change and uncertainty, but also after the change period is over. According to Weiner (2009), if people don't feel supported, they're unlikely to feel positive about or supportive of changes — making it less likely that an organization's change activities will succeed. |