It has been mixed for me. I thought ADP would already have robust processes in place for building products. However, it is still emerging on that front. It gives an opportunity to learn while growing and vice versa

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Working at ADP gives a sense of fulfilment. The fact that our work is helping clients to pay another human being across the locations gives immense happiness as end of the day that is what makes the associates happy.

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Organized roadmaps and laid out sprint boards

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The openness and inclusivity of people with diverse backgrounds

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They look like they are heading in the right direction

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They are very adaptable, owns the responsibility and delivers on time

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Constant challenge of making Next Gen the go to solution for the HCM world

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They are very agile and always look to adapt to the ever changing dynamics of the HCM world

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My team is dynamic and don't shy off from taking challenges. They always perform and deliver the expected results

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The culture is open and friendly. It is a combination of a young mind in a middle aged body

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I think the constant shuffling that's happening currently is reflecting on the leadership's dynamism to change and attack the uncertainties head on

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Clarity of the roadmap and detailed path of each sprint is the first priority. A friendly environment and no micro management makes me the happiest

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Monetary rewards help in more ways than you can imagine especially with families with more kids. Such benefits keep the stress off and make associates more loyal

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Market is lucrative. We should device benefits that really add monetary value in some form so that not only the employee but also the entire family turns loyal to ADP

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No one hesitates to share their knowledge even when pulled into ad-hoc meetings. They do not wait for any approval chain that would delay the process. If there is a need to educate a resource to unblock their roadmap everyone jumps in.

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They are not afraid of adapting to new changes. In the constant turmoil of process changes it gets difficult to keep them motivated and focused. They are still performing great irrespective of no visible appraisal from the leadership at an individual associate level.

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I am not seeing drastic growth in terms of monetary appreciation. Why aren't we called pay masters? Can't we give stocks to tenured employees and partner them in the journey instead of limiting it to certain leadership levels. Owning them brings in loyalty.

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