For this Workday Business Analyst interview, one candidate reported a recruiter screen followed by a behavioral hiring-manager conversation focused on solving a complex problem for a prospect.
$120K
Avg. Base Comp
$150K
Avg. Total Comp
2 rounds
Typical Rounds
1-2 weeks
Process Length
One Workday Business Analyst candidate reported beginning with a recruiter screen and then meeting the hiring manager. The recruiter conversation was described as helpful: the recruiter answered questions and provided role context and feedback. Use that opening to communicate why your background fits the role and to clarify what the team needs.
The hiring-manager conversation was behavioral and centered on a complex problem solved for a prospect. Prepare one specific example that makes the problem understandable, explains the constraints and your contribution, and ends with the outcome. Because the candidate was not selected to continue after this conversation, the available report does not establish what later stages may look like. It does show that a concise, credible problem-solving story is more useful than a generic description of responsibilities.
Practice delivering that story conversationally, then be ready to adapt it if the interviewer asks about your judgment, stakeholder interactions, or how you chose an approach. Bring a few questions of your own about the role and team, since the recruiter exchange may be an opportunity to fill in context before the hiring-manager discussion.
Synthesized from 3 candidate reports by our editorial team.
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Real interview reports from people who went through the Workday process.
The process was pretty straightforward on paper, but it dragged a bit in practice. I started with a recruiter and then went through a handful of interviews with hiring managers and the team. Most of it was conversational, but there were a lot of situational questions meant to test how I think through business problems, handle relationships, and approach technical issues. It felt less like a pure technical screen and more like they were trying to understand whether I could operate well in a business operations setting and explain my reasoning clearly.
What stood out most was that the process was organized, but communication about the next steps was pretty thin. I never felt fully sure where I was in the pipeline, even after several rounds. The interviews themselves were good conversations, and I did make it through the full process, but in the end I got a generic rejection email and no real feedback. I even followed up with a couple of short questions because I genuinely wanted to know what I could improve, but I never heard back. Overall, I’d say prepare for a lot of scenario-based questions and be ready to talk through both business judgment and technical problem solving in a clear, structured way.
Prep tip from this candidate
Practice answering situational questions out loud, especially ones that ask how you’d handle business relationships, ambiguous operations issues, and technical problem solving in the same answer. Also be ready for limited feedback and keep your examples structured and concise.
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Sourced from candidate reports and verified by our team.
Topics based on recent interview experiences.
Featured question at Workday
Given an array and a target integer, write a function that returns the indices of two integers in the array that add up to the target integer.
| Question | |
|---|---|
| Job Training Program Evaluation | |
| Stakeholder Communication | |
| International e-Commerce Warehouse | |
| Why Do You Want to Work With Us | |
| Empty Neighborhoods | |
| 2nd Highest Salary | |
| Customer Orders | |
| Rolling Bank Transactions | |
| Prime to N | |
| Top 3 Users | |
| Top Three Salaries | |
| 500 Cards | |
| Comments Histogram | |
| Upsell Transactions | |
| Paired Products | |
| Month Over Month | |
| Button AB Test | |
| Bagging vs Boosting | |
| Closest SAT Scores | |
| Find the Missing Number | |
| Minimum Change | |
| Subscription Overlap | |
| WAU vs Open Rates | |
| Scrambled Tickets | |
| Monthly Customer Report | |
| Size of Joins | |
| Jars and Coins | |
| Google Maps Improvement | |
| Third Purchase |
Synthesized from candidate reports. Individual experiences may vary.
One candidate reported starting with a recruiter screen. They found the recruiter helpful and said the conversation included answers to their questions, role context, and feedback. Prepare a concise overview of your relevant experience and a few focused questions about the position.
The candidate next spoke with the hiring manager in a more behavioral conversation. They were asked to describe a complex problem they had solved for a prospect. Practice explaining the context, your decisions, the stakeholders involved, and the result without relying on broad claims.
This candidate reported not being selected to continue after the hiring-manager conversation. That outcome does not show a standard cutoff, but it makes the behavioral example especially important to prepare clearly and specifically.
