Supporting organizations going through change
Who is GreenShield?
GreenShield is a Canadian health and benefits provider with a social mission of Better Health for All. Through rapid growth and acquisition, the organization has expanded into an integrated health and benefits “payvider”, spanning insurance, health services, adjudication, and administration.
As the business evolved its finance environment became increasingly complex—requiring stronger integration, improved reporting, and greater transparency across multiple entities.
Impact at a Glance
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1,000+ users trained
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87% training satisfaction
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14 Super Users activated
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Repeatable change model established
What was the challenge?
To support this next stage of growth and integration, GreenShield selected Workday as its ERP platform, with Workday Financial Management as the first step of implementation.
The platform was intended to replace disconnected legacy systems, manual processes, and outdated general ledgers—bringing more consistency, control, and scalability to finance operations.
However, GreenShield’s leadership recognized that technology alone would not deliver the expected value.
Success required the Finance teams, leaders, and end-users across the organization to:
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Understand why Workday Finance was being introduced
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Let go of familiar legacy tools and ways of working
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Learn new roles, processes, and responsibilities
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Feel supported before, during, and after go-live
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Sustain new behaviours implementation
GreenShield needed a partner that could design and facilitate a people-centred program – aligning change management, communications, and engagement, to a fast-paced Workday roadmap and a defined budget.
What did we do?
Harbinger helped GreenShield translate early readiness insights into a clear, actionable approach to change, ensuring employees understood what was changing, how it would impact their work, and how they would be supported throughout the transition.
We began by assessing how employees were experiencing the Workday Finance change.
A baseline Change Readiness Survey, which achieved a 43% participation rate across the workforce, showed:
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General support for the project and open to learning
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Limited clarity on the day-to-day work impacts
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Inconsistent communications beyond the core project team
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Low confidence in training and ongoing support
These insights, together with a Change Impact Assessment and a Training Needs Assessment, formed the foundation of a targeted, people-centred change, communications, and role-based training program aligned to the Workday Finance roadmap.
With a foundation in place, we worked closely with the Finance Project Sponsor and project team to:
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Establish a clear change narrative and communication approach, translating “Why Workday?” into practical role-relevant messaging that employees could see and trust
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Deliver structured communications, passive learning, and leader-led engagement
To prepare the organization for go-live, Harbinger:
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Designed a training needs assessment, end-user training strategy
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Created a role-based, end-user training curriculum
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Developed 66+ training and support materials, including work instructions and training course materials
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Delivered Train-the-Trainer sessions to 13 internal trainers
These trainers successfully delivered Workday Finance training to approximately 1,000 end-users
What was the outcome?
By the end of the engagement, GreenShield had a clear view of organizational readiness for Workday Finance and a repeatable way to manage future system changes, increasing confidence across the finance team end-users.
Training delivered by internal trainers achieved an average satisfaction score of 87%, indicating strong early adoption and engagement.
To sustain momentum beyond training go-live, we supported the launch of a Super User Network of 14 employees from across the business. These Individuals:
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Act as first contact for questions
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Reinforced key messages within their teams
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Continued engagement beyond go-live
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With this foundation in place, GreenShield is well-equipped to sustain Workday Finance adoption and apply the same change, communications, and training approach to future ERP phases.