Posts
Tech & Innovation Blog
NFTs: The Price of Bragging Rights
Innovation, Tech Trends, Machine Learning
If buying an NFT does not give you the right to reproduce and sell copies, what exactly do you own?
NFTs: The Price of Bragging Rights
Why would someone spend $2.5 million on a Link to a JPEG?
You might have already seen examples of NFTs like funny ape drawings or celebrity avatars used as an account holder’s picture on Twitter. So, who would buy a personalized digital token of a dancing bear in a tutu? Is it worth $2.5 million dollars? What value are you really getting?
First, a quick definition of an NFT:
Non-fungible token (NFT)
noun
Units of data that are stored on a blockchain. People can buy and sell NFTs; they can be associated with unique digital files such as photos, videos, and audio.
What is the difference between buying an oil painting at a gallery and buying a bunch of 2D digital pixels?
Here’s the definition of ownership.
If you purchase a painting from a gallery, you get to take it home and hang it up in the physical world we live in. You OWN the original painting. All others may have photos or even reproductions, but they will never have that one piece of unique physical canvas. For example, Picasso’s original artwork will always be Picasso. People cannot recreate the same exact painting.
NFT Buyers:
If you purchase an NFT, which could be anything from JPEG to a screenshot of a tweet, it does NOT make you the owner of the “art,” it only gives you the right to claim partial ownership. Buying an NFT does not give you the right to reproduce it and sell copies. Buyers showcase immutable public transactions on the blockchain to prove ownership. Read more: NFTs – what exactly do I own?
It’s worth pointing out that although the owner has the right to use the NFT EXCLUSIVELY, a copy of the digital art can literally ‘look’ as good as the original when people take screenshots to copy and paste the images. With a right-click to save, the copies of digital files are precisely the same as the original NFT. It comes down to the owner bragging about whether they own the original NFT.
NFT Creators:
For NFT creators, you have the right to reproduce, distribute copies, and display the work in public. However, the NFT royalties work differently. Creators earn royalties through subsequent sales in the secondary market. The transaction occurs without the need for any intermediaries. Remember, not every NFT generates royalties. Everything needs to be written on the smart contract; otherwise, the creator has no claim. Read more: What are NFT royalties?
Why do people go crazy over these?
Let’s break it down.
An NFT gives you a token of ownership on the blockchain. Rather than supporting an artist by donating to them on PayPal or BuyMeACoffee, you can support them by purchasing their NFTs in exchange for documenting your purchasing record on a public, visible ledger. A second benefit, buying an NFT may appeal to collectors who gain pleasure from owning rare, digital goods. A third benefit is that each NFT has a market value, and anyone can buy/sell NFTs. For starters, it is more accessible than investing in the housing market. New to NFTs? Here are some options to store them.
Risks in NFTs
But before you dive right in, consider the risks of buying and selling NFTs. If you want to purchase one to support an artist, ask if the value you derive from ownership aligns with what it means to own an NFT. There are business opportunists who create NFTs from written codes, disregarding the meaning of art creation. For example, the 10000 Lazy Lions NFTs with different combinations of eyes, clothing, and mane are made from randomly generated codes instead of careful craftsmanship from artists.
Another danger is the way we are using NFTs. Before the pandemic, everyone from organizations to influencers jumps on trends trying to chase the cash. For example, agents have produced NFT from past photographs and artwork of the famous deceased to “celebrate” their legacy using them in the NFT market.
Many are predicting this could be the next housing bubble. Has it started to crash? What do you think? Something to consider before purchasing that dancing bear in a tutu.
For more emerging tech topics, subscribe to our blog and receive monthly newsletters.
We’re hiring! Learn more about what it’s like working for ADP here and our current openings.
Tech & Innovation Blog
ADP Brazil Labs in Porto Alegre: Home to Global Innovation
Impact, Innovation, Brazil Labs
We look forward to South Summit Brazil 2023, where top speakers worldwide share their expertise and leaders look for business opportunities.
Porto Alegre: Home to ADP Brazil Labs
Porto Alegre, the capital of Rio Grande do Sul, is home to one of ADP’s Technology and Innovation labs in the South of Brazil. The city has an estimated population of 1,492,530 (about the population of West Virginia in the U.S.). Known for offering tourism and leisure time, Porto Alegre features several urban parks with green areas that attract those looking to enjoy nature and history.
In 2022, Porto Alegre celebrated its 250th birthday with enthusiasm and vitality. The city is constantly developing and becoming a hub for generating new technology-based businesses and attracting and retaining talent. Join our community to follow our events and what we are developing at the Labs.
May 2022 – South Summit Brazil
The first South Summit Brazil took place in Porto Alegre as the world continued to recover from the global pandemic. The global entrepreneurship and innovation event started in Spain ten years ago and is now an international conference.
South Summit in Madrid, Spain’19
The public and private sectors, academics, and other institutions collaborated to make it happen, all contributing to positioning Porto Alegre as a global innovation player. The numbers were awe-inspiring, with 20,000+ visitors representing more than 50 countries, 500 presenters, and 1,000 submissions to the startup competition.
We look forward to South Summit Brazil 2023, where top speakers worldwide share their expertise and leaders look for business opportunities. The summit will take place from March 29 to 31 next year. Learn more about the event here.
South Summit 2023 will take place in Brazil.
Introducing Instituto Caldeira
Instituto Caldeira, also known as the “Boiler Institute,” is a non-profit organization for creativity and communication. The hub provides an opportunity for people to network together to improve the new economy and innovative ecosystem of Porto Alegre and the state of Rio Grande do Sul.
It was founded by forty-two major companies in 2017 that refurbished the old industrial complex for innovation activities and the new economy. The complex still houses the boilers imported from Europe back when prominent businessman AJ Renner started it over 100 years ago!
With only a little over a year of operation, it has already hosted an impressive number of activities. The Boiler comprises more than 22K sqm of space, 42 corporate founders, 330 affiliated companies, 700 startups in the ecosystem, and 15 national and international associated hubs.
ADP Brazil Labs Offsite
In early June, Julio Hartmann, VP of ADP Brazil Labs, and his Senior Leadership Team (SLT) team met for a strategy meeting at Instituto Caldeira. It was an excellent opportunity for the team to get together in person after two years of working remotely. Everyone was impressed with Instituto Caldeira’s structure and the initiatives, looking forward to expanding collaboration in the future.
ADP Brazil Labs Offsite
Julio began the leadership offsite by discussing the content from the Global Product & Technology (GP&T) Leadership Summit. Julio proposed a transformational strategy for the Labs to connect better and leverage the external ecosystem. The plan included presentations from some development leaders about their groups, from Workforce Now (WFN), DataCloud, NextGen (core platforms and Centers of Excellence), and myCareerConnect, to ADP Ventures. There were also presentations about cross-organizational areas and initiatives, such as Product, UX, Agility, Innovation, and the Machine Learning CoE.
Thinking Forward
Data Science Guild
The Data Scientists from the Brazil Labs worked together in the Data Science Guild, an internal group created in 2018. They meet biweekly to discuss recent papers on machine learning (ML) and artificial intelligence (AI). The meeting helped them share knowledge and work together more effectively, including Data Analysts and Data Engineers from various ADP product teams like Roll, DataCloud, myCareerConnect, WFN, and Marketplace.
Innovation Time
Innovation time was a moment for the leaders to think about how the companies stay relevant in the future, reinforcing the innovative culture throughout the labs. The leaders plan to accelerate new opportunities from various sources, including employee ideas, discoveries from client needs, and technological advances.
UX at Brazil Labs
ADP Brazil Labs Offsite
The leaders from ADP Brazil Labs met with the User Experience (UX) team to understand the balance between UX and other areas, including the development concept guided by Triads that gave our digital product development a more organized structure.
The team talked about how the area has been growing quickly in recent years and an overview of team size and the project distribution. The leaders and the team ensured the UX team had the resources for product decision-making.
It was exciting to see the Brazil team’s participation grow within our global UX equation. We grew approximately 150% in the number of projects we participated with even more planned for the future. For example, we launched a local talent strategy and workstreams initiative, aligning with the GPT talent vision and Objectives and key results (OKRs). The positive result has led us to work hard on structuring and supporting our strategies.
Learn more about working at Brazil Labs and visit Who We Hire.
Porto Alegre, Instituto Caldeira, Data Science, South Summit, South Summit Porto Alegre
Tech & Innovation Blog
Devi R., Senior Director of DevOps, Builds Products with Empathy
Women in STEM, Voice of Our People, Innovation
“STEM, to me, is beyond degree and credentials. It’s about applying and leveraging engineering knowledge and empathy toward every product.”
Devi R. is a technologist who enjoys exploring the world and inspiring others. She joined ADP in 2020, building the ADP’s flagship MyADP with her team in Global Products & Technology. She’s been to 54 countries and all seven continents. Devi loves traveling to South Africa for natural scenery and Portugal for the history, art, architecture, and food!
Coming to ADP
Engineers build products with a purpose in mind and the goal of designing for people. I came to ADP with that mindset and found myself in a place that shares the same value.
I have been a consumer of ADP’s payroll product since 2006, so I was excited to hear about the MyADP business app project and took the opportunity right away. I thought, “I want to work on this!” It’s been two years since I came to ADP, and I’m incredibly grateful to be in a culture that values every voice.
I lead the MyADP Product SRE & DevOps teams within Global Products & Technology. For those unfamiliar with MyADP, it is a global, high traffic and volume unified UX web/mobile solution using Cloud technology. Our product is in the Top 10 business applications in the app store. Millions use the product to perform human resources, financial services, onboarding, performance management, payroll, time & attendance, benefits, retirement services, etc.
If I asked myself how my passion began, I’d say it was the endless possibilities in the field that continue to inspire me, including innovation awaiting discovery. When it comes to DevOps, I appreciate the opportunity to perform transformation across various products because it motivates me to strive for better results with my team.
Day In Life as Senior Director, DevOps
To give you an overview of my day, we get an average of between seven to 10,000 transactions every second on our product platform. My team keeps track of the error rate, meaning even 1% can be a considerable number in this user pool. The task makes my role as a technologist critical. It’s no longer about the technical skills that determine if someone is qualified; instead, it’s about empathy for what one is building.
Behind every product my team makes, we understand there are real users and the real impact the product brings to their lives. As a technologist, I make sure the technology is practical and human-centered. With a large amount of data and information, I am proud to say we handle data with security, precaution, and care. We use the data to help people, making user privacy our top priority.
STEM, to me, is beyond degree and credentials. It’s about using engineering knowledge and empathy toward every product. I stay at ADP, where I surround myself with associates who value client feedback and user experience.
Devi and her husband in Antarctica
Women in STEM
With various tech roles in the industry, I recommend young technologists invest in education and explore as many options as possible in life. The field continues to evolve and challenge the leaders with innovation, changes, and automation.
All the elements above make working as a woman technologist meaningful. I remember serving as one of the women and telecommunication junior board members for a year in my previous company. We collaborated across the nation to understand and research women technologists’ career paths at that time.
Six of us dove into why there are not enough female technologists in the field and quickly learned that many young girls get distracted from pursuing STEM early in their education. The first drop in interest in Tech happens between middle school and high school. We saw a 70% decline in enrollment to 10% by the end of that period. I encourage educators and technologists to inspire young girls, especially at around 8th grade in middle school; the earlier, the better.
As we did more research, the 10% enrollment in STEM when they first enter college drops further by the time they reach junior year. I had the same experience and recalled being one of 15 girls out of 100 students in the classroom. By the time I graduated, there were only three of us left. I kept thinking this would change over time but soon realized we are not there yet. Research conducted by the American Association of University Women (AAUW) shows why gender gaps are particularly high in the computer science and engineering fields. Download the Why So Few Women in STEM Report here.
Devi at Miscanti Lake near Atacama in Peru
Experience the Reality in the Industry
So, what can individuals do to help close the gender gaps in STEM?
I am passionate about finding out what and how to make young talents focus on STEM early in their career, including providing the right tools, giving concrete advice, and demonstrating the reality in the industry. If you are a student or a recent college graduate, check out our campus programs here.
ADP offers a Development program where young talents get an opportunity to meet with leaders and understand our products. Some of them already have a STEM career, and we provide a taste of the real world before hiring them at the end of the program to become full-time associates.
I’m motivated to mentor these recent college graduates and show how much impact their decision to pursue Tech can bring. When facing intersections in their choices, I tell the young women technologists to try everything. It’s essential to understand what interests you and remember that true passion brings you further in life.
Whether building a product or entering a new career track, I encourage you to be empathetic towards the people you work with, creating a product for everyone.
Interested in a tech career at ADP?
Click here to search for your next move and visit Who We Hire.
Tech & Innovation Blog
Driving Innovation with an Ethnography of AI
Women in STEM, Anthropology, Innovation
How might ethnography help advance our understanding of human and machine relationships?
Driving Innovation with an Ethnography of AI
By Martha Bird, Chief Business Anthropologist at ADP
Humans are typically curious by nature, but there’s a deep resource around human behavior that can be tremendously valuable as we design our strategies in business and life in general.
Cultural anthropologists combine curiosity and empirical science to deliver sustained value. We’re trained to interpret and translate why people do the things they do and how unconscious and overlapping motivations influence their actions, their attitudes, their approaches to the myriad people, products, politics, and places of everyday life. We do this by spending time in the places where people make meaning, a method of inquiry known as ethnography. It’s what gets us excited, and it’s where we impact academia and industry.
Part of our work focuses on challenging the things we take for granted and, in so doing, encouraging new ways of looking at ideas, interactions, and people we may have overlooked in the forgetfulness of the routine. Curiosity is our “rocket fuel.
My colleague, Jay Hasbrouck, captures the spirit of the anthropological mindset when he writes, “When used as more than a research tool to expose consumer needs, ethnographic thinking helps companies and organizations build on the cultural meanings and contexts of their offerings, develop the flexibility to embrace cultural change, focus their strategies at critical cultural phenomena, and test and develop business model changes.”1
Where Ethnography Comes In
For those of us in the tech sector, in particular, our focus is quite aggressively on questions around data biases, including how algorithms are constructed and, ultimately, who they advantage and who they don’t. It’s a much bigger issue than simply feeding the machine and imagining that the outputs are somehow free of judgment. They’re not.
But who should be responsible for exploring the roots of these biases that pre-exist machine learning — biases that are already deeply embedded in culture. We hear a lot of blaming in the popular press about this or that platform creating unfair advantages. Nevertheless, should we leave it to data analysts and computer scientists to untangle these social inequalities? It seems a more appropriate area of investigation for those of us who study culture and the power flows that animate it.
So, we begin to ask questions. What’s fair in a data-mediated world? What role does empathy play in communicating evidence and big data? What constitutes evidence in a global context, among others?
Placing blame on flawed algorithms and the companies on which data-driven services depend is really missing the critical point. We need to look outside tech and start to get serious about the very non-technical realities that contribute to an unequal present and, consequently, an inevitably unequal future.
I’ve been giving a lot of thought to the admittedly broad subject of AI viewed from an anthropological perspective. My main goal in doing so is to further challenge the cultural category of AI (big and small), while also exploring how ethnographic methodology (direct observation/active listening) might help advance our understanding of the human and machine relationships forming here and now and tomorrow.
Specifically, I’m thinking about two main question areas. First, a definitional focus: How might we begin to articulate an ethnography of AI, what role might AI technologies play in the service of ethnographic practice, and how might (and does) ethnographic inquiry inform AI technologies? Second, a philosophical focus: Who is responsible for bias in data, algorithms, and outcomes to include discussion around how work related to AI is currently organized within tech companies today?
As companies become increasingly reliant on data-driven insights to build their offerings, market their products, and guide the scope for future projects, we need to get serious about the reality that data isn’t raw or clean — but rather deeply reflective of the social and political circumstances from which they are pulled and to which they contribute. It’s an exciting time to be an anthropologist working in technology where the human is deeply enmeshed with the machine.
Get more insights from Martha Bird by reading Storytelling in Business: Capturing Organizational Wisdom.
Interested in a tech career at ADP?
The ADP Research Institute is the global thought leader for Labor Market and People and Performance research. Don’t miss the latest data-driven insights from the ADP Research Institute; sign up to get alerts in your inbox.
1 Ethnographic Thinking: From Method to Mindset (Anthropology & Business) 1st Edition, Routledge, 2018
Link to the original article.
Tech & Innovation Blog
Nicole P., Senior Director of Application Development, Shares Traditional Vs. Agile Methodology
Women in STEM, Voice of Our People, Innovation
Agile allows teams to move faster and build better products, enabling developers to work through the development cycle in a shorter timeframe.
Nicole P., Senior Director of Application Development
Coming to ADP
Nicole P., Senior Director of Application Development, celebrates her 15th work anniversary at ADP. She received her master’s degree in Computer Science from the University of Georgia and started working as an Application Developer in 2007. “I look for the opportunities to grow, learn, and make an impact,” Nicole said. “I stay because I have never run out of opportunities to develop professionally. There are always interesting topics to tackle at ADP.”
Her current project transforms and streamlines the Sales and Underwriting process for ADP’s TotalSource business while providing a user-friendly, digitally guided Prospect Portal Experience to engage and delight prospective clients. “The project also reinforces our value by providing data-driven insights throughout the entire sales process,” Nicole said.
Defining STEM
Nicole and her family
“As a technologist, STEM is about problem-solving and innovating. It equips us to solve different challenges in the world,” Nicole said. Her first internship after graduate school later turned into a full-time job, creating device drivers that controlled satellite broadcast equipment. “I was amazed to create something out of nothing. With just bits and bytes, this equipment could control the equipment from anywhere in the world. I still feel the magic today in performing tasks with new technologies.”
Nicole believes her passion for always looking for creative solutions drives her in the STEM field. “There’s nothing more energizing than having a supportive team, a whiteboard, and a problem to solve,” Nicole said. “It is rewarding to make progress that helps drive business outcomes for our clients. I enjoy the opportunity to problem-solve in my daily job.”
Traditional Vs. Agile Methodology
“I learned about the differences between the traditional and agile methodology in one of my projects. We started with traditional waterfall and transitioned to using the agile methodology,” Nicole said. “As the project progressed, we solved the bugs we found earlier. My team found early testing and feedback to be helpful and led us to find problems sooner.”
Standard waterfall methodology takes a very linear view of problem-solving and application development with heavy upfront analysis followed by design and development. This process might require months or even years before the team ever got to collect client feedback. By then, client needs might have changed, and the solution may no longer fit their needs.
On the other hand, the Agile methodology allows teams to move faster and build better products. The method enables developers to work through the development cycle in smaller increments time-boxed in a few weeks. “The agile method allows us to code tests and get feedback early. As a result, we end up with a better product overall, incorporating the ability to pivot as a client’s needs change,” Nicole said.
Team Efforts: Collaboration
“One of the challenges in working with multiple teams across many initiatives is to make sure that we are collaborating in a way that allows us to leverage all the exciting innovation happening across the organization,” Nicole said. She ensures developers aren’t duplicating efforts and building the same things across different teams. “We must be certain to prioritize the right initiatives that drive the most values for our clients and business outcomes at ADP.”
Nicole tracks remote work and hybrid workforce models in application development, imagining the future. “We’re going to see a lot more applications and innovative technologies to help teams stay connected and engaged in projects, and helping companies manage their remote workforce.” Read about how AI/ML are driving innovation and opportunities at ADP and watch the 2022 Workforce Trends video here.
Proudest Project: Transformation
Nicole was proudest of a project called Greenfield. The project completely transformed the way that our TotalSource business services clients. “Our tech team for HRO and our TotalSource business teams partnered together to reimagine our internal business processes, service model, and technology, enabling our ADP outsourcing business to grow and provide best-in-class service for our clients,” Nicole said. “It was the most interesting, exciting, and challenging project for me. We came together to solve impactful problems for our clients and businesses while innovating with the latest technologies.”
During this time, Nicole’s team also underwent an exciting Agile transformation, releasing features at the end of much shorter development sprints. “We were putting valuable software into the hands of our clients and business partners much faster and more frequently,” Nicole said. “Ultimately, that allowed us to build an even better product due to a quicker feedback loop and the ability to pivot as business needs and priorities changed.”
“Using Agile, we involved our entire development organization, 15 scrum teams, and our business partners,” Nicole said. “It’s been about five years since we our transformation, and we still see the impacts today.”
Nicole (third from the left) at Grace Hopper Celebration
Tech Community: Campus Recruiting Events
Nicole attended the Grace Hopper Celebration twice and participated in ADP recruiting events there. She loved meeting other women technologists, and together with ADP recruiters, helped extend some of the 90+ offers made. Nicole even worked on a team for a couple of years with one of the technologists recruited from a Grace Hopper Celebration.
Nicole is also active on ADP’s campus recruiting program and new hire program, meeting future technologists. She works with Brandon P. from the recruiting team, going through all the resumes. “We have a great campus recruiting program with our talent team. I set up booths on different campuses at their career fairs, meeting the students as they stop by looking for either internships or full-time opportunities,” she said. “I share with the students what we do at ADP and help them identify good fits with their interests.”
The students ask frequent questions like: What technologies is ADP working on? What are the required technical skills? When students at career fairs ask, “I’ve only worked on Java for a year, should I apply?” she encourages future technologists not to let fear get in their way and to apply. “We expect that coming from school. However, we are more interested in candidates’ passion for technology and their ability to learn,” she said.
Advice for Future Technologists
Nicole P.
As for advice, Nicole said, “Find something you are passionate about and work hard. Be curious and persistent in pursuing your goals.” Nicole also said, “You can learn as you go; it’s impossible to know everything in advance but have faith in yourself—have confidence in yourself to learn different tasks as you grow.”
Nicole recalls her experience teaching Intro to Programming to undergraduate students while pursuing her master’s degree. She found teaching rewarding because she loved sharing knowledge with others. “Occasionally, students would come in and tell me they changed their majors to Computer Science after taking my class,” Nicole said, “Which was amazing.”
Other advice? She encourages future technologists to keep learning, stay open-minded, and look for mentoring opportunities. “I’ve been fortunate to participate in an emerging leader program and connecting with people who helped me along the way,” Nicole said. “I looked at my career differently through mentorship and appreciate my mentors who’ve guided me along the way.”
Interested in a tech career at ADP?
Click here to search for your next move and visit Who We Hire.
Tech & Innovation Blog
The Five Key Elements of a Product Champion
Career Insights, Voice of Our People, Career Advice
If you are passionate about making sure people have a smile on their face when they open their payslips, you might have what it takes to become a product champion at ADP.
The Five Key Elements of a Product Champion
We spoke to one of our Product Leaders who had years of experience implementing ADP’s product development approach, recently leading the GlobalView Core Payroll product for the APAC market. He shared five elements of our product development framework that helps turn product managers into product champions.
***
“When I first joined ADP, I had worked in supply chain and fintech for 15 years, but the payroll domain was new to me. As a product manager, I knew that my role was to envision how to build products and what features we needed, but I wasn’t sure how to best understand my end users to do my job better,” the leader said. “Fortunately for me, ADP has a framework that guides the learning and skill-building needed to take a person from a product manager to what I like to call a ‘product champion’—someone who takes ownership of their work, leading products team to make people happier.”
Although our product leader believes each piece of the framework is essential, he highlights two foundational components: passion and empathy. “No one does everything perfectly, but if you have passion and empathy, the following five elements will help you become a product champion,” he said.
1) Speak up for the customer
When developing new products, a product champion needs to put the customers first and advocate for them, especially when there are different ideas on moving forward. It’s common for a product manager to make many decisions on different architecture types and marketing strategies. Since users cannot give feedback at every stage, it helps if the product manager thinks from the customers’ perspectives.
A true product champion understands the users and their pain points. What makes their lives easier? What solutions are available? The goal is to save time and money, helping the customers better serve their employees. The shift in perspective helps solve the customers’ absence in the product-building processes. We are confident that we are solving the right problems when we advocate for the customers along the way.
2) Know the market
In addition to becoming a customer’s advocate, a product champion needs to be a market expert with a solid understanding of the trends and competitors within the space. We design irreplaceable unique strategies our competitors can’t easily copy in the development stages, creating long-term life cycles for our products and businesses. Remember that our products should make us stand apart, and understanding the market helps create this differentiation.
Product managers benefit from the massive amount of data we have here at ADP, enabling real-time understanding of what people want and need. In addition, we hire highly strategic research analysts dedicated to market research. A product champion connects and learns from these experts to benefit from their expertise, pairing qualitative data with quantitative analysis. This extra step helps a product champion paint a complete picture of what’s happening.
3) Zero in on the goal
We measure success by outcomes, whether a single feature or a whole new product. One of the most critical tasks in product management is to track the team’s steps and measure if they will lead to the desired objectives and outcomes. Progress is incremental, but we can increase business awareness and gain more sales and new users while increasing customer satisfaction with it.
How do you track whether 38 million people and 920,000 clients are happy or not? At ADP, we know when our users find and use new features. Even if a new function is three screens deep, we know immediately when clients navigate through them or have problems with the latest features through our deep user research. Product champions look for and understand these choke points, and they use artificial intelligence (AI) and other tools efficiently, monitoring the outcomes of the enhancements.
4) Build teams and consensus along with a product
Every product manager is a builder. Behind the scenes, we evaluate how fast and efficiently our teams are moving. A product champion sits at the center to coordinate engineering teams, ensuring we progress towards the final products and keeps everyone on the same page.
Coordination often becomes challenging when every team member has their vision of an ideal project. The solution to this challenge is what differentiates a product manager from a product champion. A product champion builds consensus allowing the team to work together while delivering what the customer needs.
5) Empathize and influence
Part of the building process is selling the product’s vision and communicating the customer’s pain points to the teams involved. A product manager who has empathy will speak up for customers and build consensus. If you know what makes the customers’ business operations difficult, you can identify their needs and improve their lives by providing better solutions. This approach also applies to internal teams. It’s also crucial to suggest alternatives when an expectation is not feasible.
***
At ADP, product managers have the opportunity to learn from people with deep expertise who allow us to elevate our work to the champion level. “We can’t quickly draw a line between what’s in our responsibility and what isn’t,” the product leader said. “A product champion claims both success and failure, always looking for improvements.”
Becoming a product manager is a huge commitment, so passion is a deciding factor in hiring. People who are passionate and dedicated will go the extra mile to become product champions. “If you are passionate about making sure people have a smile on their face when they open their payslips, you might have what it takes to become a product champion at ADP,” the product leader said.
Interested in Product Management positions at ADP? We’re hiring!
Click here to search for your next move and visit Who We Hire.
Tech & Innovation Blog
How AI/ML are Driving Innovation and Opportunities at ADP
Innovation, Voice of Our People, Future of Work
The future of learning will involve more personalization and customization based on learning styles, competencies, and preferences.
How Artificial Intelligence and Machine Learning are Driving Innovation and Opportunities at ADP
Julio Hartmann joined ADP as a software development manager in 2004. Seventeen years later, he is now the Vice President/General Manager, head of ADP’s global software product development center and innovation lab in Porto Alegre, Brazil. His team works across the global product and technology portfolio, always looking for new opportunities. Julio leads product innovation and research, exploring growing technologies and evolving trends. He and his team aim to create the next generation of human capital management applications that drive learning and training in the workforce.
How it Started: Human Capital Management (HCM) Software
Steve Jobs said, “Things happen fairly slowly. These waves of technology, you can see them way before they happen, and you just have to choose wisely which ones you’re going to surf. It takes years.”
People tend to assume technology evolves linearly—growing at the same rate over time—but it develops exponentially instead. Some examples of exponential technologies include 5G networks, 3D printing, robotics, and blockchain. As the speed of technological innovation increases, it creates frustration in product development. People perceive a gap between expectations and performance, then quickly learn the products are not the problem. We inflate our expectations beyond what technology delivers. Despite uncertainties in the environment, the emerging tech follows an exponential growth and improves until it reaches a pivotal moment of breakthroughs.
For many, the pivot point may be challenging to foresee, and companies are caught unprepared. With market research observation, we know breakthroughs happen for a number of reasons. The moment is often tied to technology becoming cheap enough to reach mass consumption. In other words, a breakthrough occurs when a component becomes more viable with a combination of factors, creating the perfect environment to throw the innovation into disrupter status.
The phenomenon played out clearly in smartphone market. When the iPhone arrived, that changed everything. We live in a time when anything and everything is possible. Modern technologies drive the future and bring endless learning opportunities to the next generations. To prepare ADP for the next move in the industry, my team continues to develop, recognizing the power of artificial intelligence and machine learning.
The Future of Learning: HCM Systems
Julio at the Beach
The future of learning will involve more personalization and customization based on learning styles, competencies, and preferences. In other words, artificial intelligence (AI) and adaptive learning are the future. These powerful technologies will affect both humans and machines in the coming years. Our goal at ADP is to develop a combination of tools that harness the power of AI and facilitate learning, ensuring companies and employees grow at a fast, steady pace.
The job market is shifting due to the broad impact of AI, automation, and robotics. There is a reduced demand for specific jobs, such as factory roles that can be automated. On the other hand, there is an increasing demand for particular jobs that belong in the future. According to the report by the Institute for the Future, 85% of the jobs in 2030 do not exist yet. It’s time for leaders to identify skills gaps based on current trends to prepare organizations and professionals.
In fact, we might be heading towards a disruptive breakthrough in artificial intelligence and data usage in human capital management (HCM). We are not far from a pivotal point, meaning we can expect many advancements with the power of AI and data information in HCM for the upcoming years.
As an industry leader, ADP looks forward to the future. My team supports innovation through our mantra — always designing for people. HCM solutions provide opportunities for companies and workers to grapple with the demands of a futuristic workplace. AI helps companies manage their workforce while anticipating changes and preparing their employees for upcoming challenges. Specifically, my team is working on technology that allows companies and employees to navigate a variety of scenarios. It combines traditional training and cutting-edge tools that connect people with mentors and experts in various communities.
We can’t talk about the future without understanding users’ needs. The good news is human capital management systems and training tools have become more predictive with ground-breaking developments in event-based systems, meaning they carry on as usual until they require inputs. For instance, a system can recognize users changing their addresses and further instigating necessary documents and paperwork. Another example is for the system to alert managers of a potential alarming pattern that shows an employee has not filled out a timecard.
AI’s Applications in Real Life
AI’s applications in real life are everywhere. Companies like Walmart hire a significant number of workers every month, experimenting with augmented reality (AR) and other technologies in new hire trainings. Wouldn’t it be more efficient for new employees to see the procedures before joining the company? The new hires at Walmart could see the supermarket’s organization in a virtual environment through a peer-to-peer reality before their first day at work.
Human resources (HR) managers may also benefit from using AI. From recruitment to employee experience and talent management, AI can automate routine HR tasks, deliver personalized experiences, and gain actionable insights from HR data. For example, AI may serve as a helpful tool to help track the workforce and notify managers that they need to hire more data scientists.
Another scenario is using AI as a user interface (UI) through natural language processing for seamless interactions between humans and technology, for example, using chatbots as the user interface. AI can be a powerful ally to promote diversity, inclusion, and equity among employees if leveraged carefully.
These are all opportunities and concepts that will change the future of jobs.
Challenges in AI Technology
Julio and his family
“With greater power comes with greater responsibilities.” There are risks with using the tools. At ADP, we have an ethical committee that looks at privacy issues and built-in biases. The technologies are developing quickly, which makes predicting outcomes challenging. Nevertheless, we always try our best to watch for violations and learn as we go. The teams at ADP are investing in a well-detailed approach to monitor how the machine learns and develops, ensuring all technologies evolve in the direction we expect.
Looking Forward: ADP’s Future
Technology development plays a huge role in ADP’s transformation into a technology company. There is more capital available than ever before, and the cost of building innovative products has become lower. In other words, we have more funding to experiment which leads to more breakthroughs. We are on the cusp of seeing more efficiencies on a massive scale through AL and ML.
The possibilities of using AR and VR during the company’s onboarding training are exciting! I can imagine applying AR and VR in digital workplaces for associates who work from home. The technologies bring efficiencies, save costs, and improve learning. Workers will have the ability to see the office and understand procedures even before joining the team in person. The implications are astronomical for national and global companies.
As we research more possibilities in tech, humans will benefit from using technologies in the workforce. The foundational trends include faster computing power, increasing data volume, low-cost communications for everyone and everywhere. These opportunities are life-changing, and we’ll see this come to fruition soon. I look forward to how the industry creates unique jobs in the workforce and breakthroughs. In the future, technologies at ADP will continue to help companies and workers adjust to changes, improving their job performances and making tasks easier.
Interested in a tech career at ADP?
Click here to search for your next move and visit Who We Hire.
Tech & Innovation Blog
2022 Workforce Trends
Future of Work, Innovation, Culture
Accessible Video Controls
2022 Workforce Trends
[LOGO: ADP, Always Designing for People]
[TEXT] 2022 Workforce Trends
Diverse workers in a variety of settings.
[MUSIC]
[TEXT] Work is having its Moment
[DESCRIPTION] Workers in offices; a cluster of multi-rise buildings
[TEXT], What will work look like in 2022?
Employee Visibility Redefined.
[DESCRIPTION] A woman, a man.
[TEXT] Where and how people are working has changed
On-site, Remote, Hybrid
A man and a woman.
75% of global workforce changed how or where they live…
85% are among Gen Z
People data will replace physical proximity
Leaders will lean into trust-based approach
Workers who trust their team and leader are 7 times more likely to be strongly connected
People & Purpose Drive Culture
Connection will become a measurement of workforce culture
Strongly connected workers are 75 times more likely to be fully engaged
Diversity, equity and inclusion will evolve to drive measurable progress
More than 50% of companies with DEI analytics took action and realized positive impact – ADP DataCloud DEI Dashboard
Data & Expertise Power Resilience
Leaders will increasingly turn to data to identify gaps
Nearly 20% small-midsize U.S. companies report facing regulatory compliance challenges
Quality data will be key in providing confidence
Workers completed nearly 3 million health status surveys enabling a safer return to workplace – ADP DataCloud Return to Work Toolkit
Innovation Accelerates Growth
Global shifts will force new efficiencies, fuel productivity
Use of ADP Mobile Solutions increased more than 25% year-over-year
Skills based hiring surges transforming the talent landscape
28% workers report taking a new role since pandemic
Visibility
Culture
Data & Expertise
Innovation.
The Future of Work Starts
Now!
[LOGO: ADP, Always Designing for People]
Work is having its moment. Rapid changes have made way for a newly transformed workplace. What can businesses and workers expect in 2022? ADP identifies the top trends reshaping the future of work. For more insights, subscribe to the tech blog and receive monthly newsletters from us.
Tech & Innovation Blog
Cheryl L., VP of Product Management, Inspires Her Team to Ask Better, Meaningful Questions
Women in STEM, Voice of Our People, Innovation
Cheryl’s team asks themselves: How can we develop the most innovative payroll engine? How can we do things differently? How can we transform? Let’s dive deeper.
Cheryl L., VP of Product Management, Inspires Her Team to Ask Better, Meaningful Questions
Coming to ADP
Cheryl L., Vice President of Product Management and Strategy, leads the product management and strategy team for ADP’s next-gen global payroll solution. She is an adaptable leader with management skills capable of delivering results from strategy to execution. Cheryl is passionate about helping companies transform and grow through outstanding customer and user experiences. She has experience in working cross-functionally, communicating, and influencing all stakeholders.
Cheryl L.,VP of Product Management
Before coming to ADP, Cheryl worked in consumer retail management consulting. “I always enjoyed making an impact, so I wanted to join a client-focused company that was data and technology-driven – a company that understood the importance of the digital world and technology,” Cheryl said. “ADP was the one company I never found a reason to say no to, and that’s how my journey began.” She stayed at ADP because she loves the people and the culture here. Her teams and managers support innovative ideas, embracing a positive working culture.
Leadership: Teamwork
There are different strategies in ADP’s transformation to a technology company, including focusing on leadership, developing innovative technologies, and making global impacts. Cheryl believes ADP’s transformation to a technology company has different meanings to different teams. “From business operation to data science, everyone’s contribution matters. We’re in this together and I’m so glad to be a part of the journey,” she said.
Leaders at ADP advocate diversity and inclusion efforts, embracing associates from different teams and years of service. “You could be a frontline worker to meet the company’s executive officers and know they’d love to hear your thoughts,” Cheryl said. “I appreciate the mindset we have as a group, and I believe understanding every associate’s voice benefits engagement and productivity.”
As a leader, she appreciates her team’s ability to approach problems with logic. Her team enjoys passionate debates with critical thinking. People on Cheryl’s team educate and have intellectual conversations with each other, never shying away from challenging questions. “My team is great at asking questions. Why? What can we do differently? How do we influence others to approach their work? What is the best we could provide?” Cheryl said. “I appreciate the availability and openness in teams at ADP. Each mindset has a unique, diverse lens in approaching problems.” We are proud of the working culture at ADP, where we promise every associate with career advancement and personal growth.
Mentorship Opportunities
Cheryl in front of Taj Mahal
ADP does an excellent job by providing different mentorship opportunities for technologists. As Cheryl reflects on her career at ADP, she shares methods to identify the opportunities and how she connects with people across various teams. “I felt it from day one that people recognize and value all mentor-mentee relationships,” Cheryl said. “I encourage associates to let people know you’re looking for a mentor.”
As a mentor in the technology group, Cheryl believes mentorship is important because it’s not just about work; it is about growth, receiving practical advice, and gaining perspectives. She has been a mentor for the last two cycles in a formal mentorship program, connecting with other women technologists. “Each round of mentorship takes about six months, and the experience has been fascinating,” Cheryl said. “I have been in contact with every mentee since the program ended. It’s a long-term professional connection that empowers, inspires, and makes a difference in one’s career path.” She feels privileged to get to know people outside of her areas and help them think through the challenges, the opportunities, and the focus of their careers.
STEM: Foundation in Life
Cheryl received a B.S. in Electrical Engineering at the John Hopkins University and an MBA from the University of Texas at Austin. With years of education and working experience, she defines STEM as the foundation of every discussion. “It is the foundation of science, technology, engineering, and math. STEM is about the ability to solve problems with evidence and to think logically,” she said. “This type of thinking helps me connect with absolutely anything and anyone in the world.”
She recalls sharing with a friend about her niece making paper airplanes over Thanksgiving. The scenario reminded Cheryl of her time in school, studying math and science. “We talked about aerodynamics and related topics. The experience comes back to the core science,” she said. “It’s the ability to use mathematical and experimental technique employed logic to solve any problem that comes your way.”
Advice for Women in STEM
Cheryl (second from the left) and Her Friends
There are endless possibilities in technology development and those who work in tech. “You’re not limited by anything. I encourage women technologists to keep learning because you would apply the knowledge in unexpected areas of life. All you must do is to try. Getting a no is not the worst thing in the world. Don’t be afraid of rejections. Those experiences are helpful for you to acknowledge the right causes, giving you time and opportunities to analyze the outcomes,” Cheryl said. “You could then think about how to pivot, do something new, and change. We should be more afraid of never getting the experiences in the first place.”
Cheryl sees changes as evolutionary and essential in her career path. She went from working at a top-three management consulting firm on beauty and consumer brands to working in payroll and technology. “I’m excited to move from strategy to product with ownership and ability to drive more tangible outcomes,” she said. “I’m excited to figure out what my next step is, continuing leading teams and meeting great minds at ADP.” She is grateful for her decision to come to ADP, working with talented associates and managers.
Outside of Work: Baking Hobby
Cheryl’s Homemade Apple Pie
We are interested in learning what recharges the associates. For Cheryl, baking brings her joy and laughter. She bakes once a week outside of work and enjoys reading about desserts. She was excited to share she created a small delivery service in her community during the pandemic. “I started driving around, delivering the sweets to my friends who lived close to me,” Cheryl said. “My absolute favorite is Apple pie, and I’m also obsessed with making marshmallows from scratch.” Her friends are so lucky to have her!
#ADPTech
To Cheryl, #ADPTech is creative, passionate, and innovative. “I believe you must be passionate about what you’re doing and why you’re doing it. I appreciate my teams and their innovations, always asking the essential questions,” Cheryl said. “We ask ourselves: How can we develop the most innovative payroll engine? Let’s figure out the ecosystem. How can we do things differently? How can we transform? How can we think differently? What does it mean if we chose one direction over the other? Let’s dive deeper.” At ADP, we value feedback and outcome together as a team, tackling every step of the challenges together.
Interested in a tech career at ADP?
Click here to search for your next move and visit Who We Hire.
Tech & Innovation Blog
Inside DataCloud: How ADP Shapes the Future of Work
Innovation, What We Do, Future of Work
ADP continues to play a crucial role in shaping the future of work, impacting people’s lives.
Inside DataCloud: How ADP Shapes the Future of Work
By Amin Venjara, General Manager, Data Solutions, ADP DataCloud
Over the past two decades, fields like marketing and finance have seen an explosion in data-driven decision-making. Data informs everything from measuring performance to the microtargeted ads we see in our social media feeds. Data and analytics have even reshaped the world of professional sports as a “Moneyball” approach to building and deploying teams are now deeply integrated into most management teams and coaching staff.
In a similar vein, a data-driven approach to HR and talent decisions, known as people analytics, has grown rapidly over the past decade. As one of the largest providers of human capital management offerings, ADP has the data assets to lead in the people analytics space. Last year, we processed 69M W2s and moved over $2.3T—that’s over 10% of US GDP. With over 920K clients, we pay more than 38M workers worldwide, and just in the US alone, we reach nearly 20% of the private US workforce.
This rich data foundation explains why our monthly National Employment Report is considered a key indicator for the state of the US economy. It is also why economists from the Federal Reserve and leading universities are using ADP data to create more real-time measures on the state of the workforce. In a 2019 speech, Federal Reserve Chair Jerome Powell described the Fed’s partnership with ADP: “We began to collaborate with ADP to construct a measure of payroll employment from their data set, which covers about 20 percent of the nation’s private workforce…. We believe that the new measure may help us better understand job market conditions in real-time.”
Our Data Solutions business unit and the DataCloud product team aim to amplify ADP’s data value, creating a more meaningful work experience for all employees. As one example, organizations are always looking to find and keep their best talent. Similarly, workers are looking for opportunities that best leverage their strengths and create opportunities to grow and thrive.
Skills Graph extracts, aligns, and normalizes key information such as skills, job titles and levels, education, and qualifications from non-structured data and infers missing skills and qualifications from context. Skills Graph powers ADP’s Candidate Profile Relevancy tool to help score, assess, and predict candidates who are the best fit for a job opening. While the model is not an algorithm that tells someone which candidate to pick, it helps identify those who are not the right fit, speeding up the application review process. This way, recruiters and hiring managers can focus more time on the human side of recruiting, having deeper, better conversations with candidates.
We have also used our data and analytics capabilities to help organizations address diversity, equity, and inclusion (DEI) questions. From the earliest days of our analytics journey, we have included metrics that help organizations quantify and baseline their DEI. We have previously won the HR industry’s top technology award with our Pay Equity Explorer, which helps organizations understand pay equity gaps based on gender and race. Over the past year, we have continued to grow our DEI toolset, adding a question-based DEI Dashboard that helps organizations create and maintain turn-key answers to question like “How diverse is your workforce?”, “Which areas of my organization are not diverse?” and “How diverse is my organization’s leadership distribution?” from their HCM systems.
And what’s more – our focus on DEI with our clients has driven real outcomes. We’ve seen over 50% of our DEI solution’s active users act and realize a positive impact on their DEI measures. Active clients have seen pay equity gaps decrease by an average of 25% or more than $700K per client, making this a real investment for our clients based on our insights to enable equal pay for equal work.
The power of our data also extends beyond the world of HR. It is a powerful, real-time signal on the state of consumer demand, demographics, and the broader economy. Using our anonymized and aggregated data, we can construct views of migration patterns at the county level. For example, we found that before the pandemic, less than 3% of San Francisco and New York high earners making $100K or more moved out of the cities during the 12 months that ended in January 2020. After the pandemic, that number leaped to 14%. Those high-wage employees moved to the surrounding suburbs with a manageable commute to job centers. Large retailers and state governments use this data to shape their demand forecasting and to optimize their organizational agility in this rapidly changing world.
By putting our clients first and applying one of the richest data sets in the world to some of the most pressing societal and business issues of our day, our teams make a real impact every day at work. The client-obsessed and data-savvy product managers, engineers, UX designers, and data scientists that fuel our teams are constantly pushing the boundaries of technology to solve problems for our clients. At ADP, we are always designing for people, and in DataCloud and the broader Data Solutions team, data is the beating heart of everything we do.
Interested in a tech career at ADP?
Click here to search for your next move and visit Who We Hire.
