Six problems we've solved before you called.
Most UKG trouble falls into a small number of recognizable patterns. Below are the six we've worked at enterprise scale — what goes wrong, what it takes to fix, and where we've done it. If one of them describes your environment, we've been there.
You're leaving Kronos, and nobody documented why it was built that way.
Workforce Central has been running for a decade. The upgrade to UKG Pro WFM isn't a lift-and-shift — it's the first time anyone has had to explain, out loud, what all those pay rules were actually for.
Years of undocumented pay rules, work rules, and custom logic nobody owns
Interfaces and custom reports that have no direct equivalent in the new model
Accrual balances and historical data that have to survive the move intact
A hard vendor timeline, and the team still running the old system day to day
Start by reading the legacy configuration back as policy, in plain language — so the organization can decide what to carry forward, what to retire, and what was only ever a workaround. Rebuild deliberately in the Pro WFM model rather than recreating Workforce Central inside it, then validate against real historical pay scenarios so the first live cycle is not the test.
Drawn on senior Workforce Central and UKG Pro WFM configuration experience across the environments below.
One system, and every location has its own rules.
You need a single workforce-management footprint. Legal doesn't care — each jurisdiction has its own overtime thresholds, break rules, and pay conventions, and every exception someone bolts on makes the next site harder.
Each new country arrives as a one-off build nobody can maintain
Punches from floor hardware land wrong and get corrected by hand every cycle
Nobody can answer whether a rule change is safe to apply everywhere
Built a configuration model that held one common structure across four countries while letting local labour rules live where they belonged — so a change could be reasoned about once instead of four times. Automated the time-punch integration from high-volume site hardware, removing a standing source of manual correction from the payroll cycle.
Delivered in a global retail & logistics environment across four countries — Amazon.
You're replacing payroll, and payroll cannot be late.
A migration is the one project with an immovable deadline and zero tolerance for error. Everyone gets paid on Friday whether the cutover went well or not — and two regulatory environments double every decision.
Stakeholders want different things and the backlog has no owner
Policy is written in HR language nobody has translated into configuration
Go-live approaches and no one can prove the parallel actually balances
Owned the product backlog and the functional decisions across two countries — sitting between the policy owners and the system, and deciding what should actually be configured rather than building every request. Sequenced validation so payroll balanced before cutover, not after it.
Delivered as Product Owner for UKG across US & Canada in global healthcare — Johnson & Johnson.
The system is live, unionized, and never stops.
Round-the-clock operations, bargaining-unit agreements, differentials and premium rules. There's no quiet window to test in, and a scheduling or pay error is felt on the floor the same week it ships.
Accrual and differential errors surface as grievances, not tickets
Every change is risky because nothing is tested against real agreements
The people who built the configuration have long since rolled off
Provided ongoing functional support across timekeeping, accrual, and scheduling configuration in a live enterprise environment — with every change tested against real bargaining-unit scenarios before it reached production, so fixes didn't become the next grievance.
Delivered in a 24/7 academic health system — UCLA Health.
You're a government agency, and the upgrade can't become a headline.
Civil-service pay rules, budget cycles that don't move at software speed, and zero tolerance for a payroll miss a taxpayer or union rep will notice.
Civil-service pay rules and step schedules that predate anyone currently in the building
Procurement and budget cycles that don't move at the pace of a software upgrade
A go-live date fixed months out, with no room to slip it
Zero tolerance for a payroll error that becomes a public one
Supported the UKG upgrade project and stayed on as the post-go-live stabilization lead — resolving issues and steadying the configuration once the system was live, not just through cutover.
Delivered in a county government environment — Montgomery County, MD.
You're upgrading UKG at a hospital that never closes.
Clinical coverage doesn't pause for a cutover, and research staff, faculty, and represented employees sit on different pay rules inside the same system.
Clinical staff scheduled around patient coverage, not shift convenience — an upgrade can't touch that
Research, faculty, and represented staff on different pay rules inside one system
A cutover window measured in hours, in an environment with none to spare
Supported the UKG upgrade project, then stayed on as the post-go-live stabilizer providing hypercare through the first weeks live, when the system is most fragile.
Delivered in a 24/7 academic health system — UCSF.
Delivery background also includes ADP's white-labeled UKG platform — Time & Attendance configuration implemented for two separate client engagements. Same configuration discipline, different logo on the login screen.
These engagements reflect the principal consultant's direct professional delivery experience. The organizations named are not Techworq corporate clients.
What that experience is worth to you.
The value of having worked at that scale isn't the logos — it's that the hard cases are already familiar. Union rules, retro pay, multi-state overtime, and a parallel that has to balance are not research projects here. They're patterns we recognize inside the first conversation.
What you get is the depth of an enterprise practice at the size where a two-week, well-scoped engagement is still worth someone's full attention.
Senior-led, with direct access to the decision-makers. When you engage Techworq, the people who scope the work are the people accountable for it.
Founder & CEO
14+ years of senior UKG Workforce Management delivery experience across the environments above. Leads configuration, stabilization, and advisory engagements directly.
UKG certified
Co-Founder & COO
Runs operations and the Talent Placement practice — intake, screening standards, and client delivery across permanent, contract, RPO, and executive search work.
Client references available on request.
Six reasons clients choose a smaller firm.
Senior functional depth in UKG specifically — not a generalist staffing desk with a UKG keyword filter.
Staffing reach extending across payroll and HR-technology roles, sourced and screened by specialists.
Focused on configuration, stabilization, advisory, and managed support rather than full-program overhead.
Direct access to the person doing the work — no account layer between you and the configuration.
Enterprise-scale delivery background at boutique-firm flexibility, including work too small for a large partner to prioritize.
Certified Minority Business Enterprise — supplier diversity goals met alongside senior, vetted expertise.
Backed by a vetted delivery bench for coverage — so a scoped engagement isn't a single point of failure.
Which one describes your environment?
Tell us which of the six is closest and we'll tell you, honestly, whether this is work we should be doing for you.
