This guide explains how Adp Awards evaluations typically work, what organizations should prepare, and how suppliers and enterprises can align their offerings with credible recognition standards. Background context outlines the role of HR and workforce solutions awards in benchmarking, validating practices, and signaling market maturity—without relying on promotional claims or unverifiable figures.
Adp Awards are often discussed in the context of workplace technology and human capital solutions because they spotlight organizations and partner ecosystems that demonstrate measurable value, operational discipline, and responsible deployment. For executives, HR leaders, and procurement teams, the practical question is not simply “Who wins,” but “What signals of performance and governance are consistently rewarded?” This guide focuses on the decision factors that tend to matter early in evaluation cycles—so you can interpret outcomes, prepare effectively, and set internal expectations for what recognition does (and does not) guarantee.
In objective terms, awards connected to HR platforms and workforce management typically draw from several interconnected pillars: service reliability, implementation quality, data governance, and documented business impact. Rather than treating an award as marketing alone, stakeholders should approach it as a structured form of benchmarking—one that can help shortlist solution providers, guide vendor risk assessment, and refine internal rollout plans.
Within the HR technology and services landscape, recognition programs can serve as a proxy for maturity. When evaluators emphasize evidence-based criteria—such as customer outcomes, operational consistency, and compliance readiness—the award process becomes a proxy signal for how a provider behaves under real constraints.
From an industry expert perspective, award frameworks are very useful when they reflect repeatable practices. That means: clear qualification steps, transparent scoring rubrics, review by competent judges, and consistent documentation standards. When these elements are present, stakeholders can reasonably compare vendors and internal programs with a common lens.
Decision-makers often like benchmarking because it reduces subjective variability. Instead of hearing a sales pitch for “best practices,” they can look for standardized narrative elements: delivery method, risk controls, change strategy, measured outcomes, and service governance. Awards therefore become a starting point in supplier evaluation rather than the endpoint.
However, a benchmarking mindset should also include a healthy skepticism. In every market, organizations have incentives to highlight successes while minimizing uncertainties. The goal for procurement and HR transformation leadership is to extract the underlying operating model, not to treat the award itself as conclusive proof of future performance. When an award is tightly tied to operational outcomes and governance evidence, it becomes more actionable; when it is loosely tied to unverifiable claims, it should carry less weight.
While specific scoring models can vary by program edition and category, several themes commonly appear across mature award processes in HR and workforce technology. Below are the evaluation areas that typically matter first—especially for enterprise buyers conducting supplier due diligence.
Importantly, awards should not be interpreted as universal proof of future success. They are a snapshot of how well an organization demonstrated readiness during a defined evaluation window. Still, a strong track record tends to correlate with disciplined operations—especially when awards highlight repeatable evidence.
To make this actionable, decision-makers often ask a practical question: “If we were forced to repeat that same deployment pattern in our environment, would they have the artifacts and governance maturity to do it again?” Mature winners usually demonstrate this through the presence of documented processes, measurable results, and clear ownership models.
A prudent procurement or HR transformation approach treats award results as one input among many. If you are assessing whether to work with a supplier or whether to emulate a winning program internally, consider how the award was earned and whether the underlying evidence is relevant to your environment.
For example:
If an award is accompanied by a structured narrative of methodology, governance, and results, it becomes more actionable for strategic planning. When that structure is missing, use the award as a preliminary signal and rely on references, technical assessments, and contract-based guarantees for final decisions.
There is also a difference between “winning because of novelty” and “winning because of governance maturity.” Some programs reward innovation—such as new analytics workflows or automation improvements. Innovation can be valuable, but it may also increase risk if controls are not proven. Meanwhile, governance maturity tends to predict operational stability. The best procurement strategies treat these as complementary signals: innovation for value creation, governance maturity for risk reduction.
Another interpretation nuance is the time horizon. Some award results reflect short-term project accomplishments (for example, deployment milestones), while others reflect longer-term service performance (for example, sustained reliability or lifecycle management). If your procurement cycle is concerned with ongoing operational risk—such as audit readiness, incident response quality, or continuous improvement—then longer-horizon awards should generally carry more practical weight than purely launch-focused recognition.
When working with suppliers—whether evaluating a software vendor, an HR services partner, or an implementation consultancy—procurement teams can use award narratives to ask sharper questions. The aim is to validate how the supplier performs outside the spotlight.
Here are expert-level questions that map to typical award evaluation themes:
Notice how these questions shift the conversation from “Did you win?” to “How do you operate?” That distinction is essential for objective vendor selection.
To take this further, decision-makers can create a “validation matrix” that maps each award theme to an evidence type they can request during procurement. For instance, if the award narrative emphasizes security posture, procurement can request evidence such as security policies, third-party audit reports, encryption standards, access control design, and incident response workflows. If the narrative emphasizes employee experience, procurement can request evidence such as training plans, user journey maps, change impact assessments, and adoption dashboards.
Many organizations discover that winners can articulate their methodology clearly. That clarity often comes with supporting artifacts and operational routines. Even when specific proprietary details cannot be shared, providers should still be able to describe how their controls function and how they manage tradeoffs—especially tradeoffs related to deadlines, data quality limitations, or integration constraints.
Buyers should also ask about how providers handle underperformance. Award stories typically spotlight success; however, real-world implementations include delays, defect remediation, and change fatigue. Asking about how issues were handled in less-than-perfect scenarios can reveal maturity more effectively than polished success narratives.
When organizations discuss workforce technology or HR service suppliers, price is usually shaped by implementation scope, integration complexity, data migration requirements, and the chosen service tier. Because commercial terms can vary significantly by contract structure and region, it is not advisable to treat any single figure as universally applicable.
Instead of searching for a universal “price point,” buyers should evaluate total cost of ownership (TCO) components, such as:
This approach allows procurement teams to compare suppliers on a like-for-like basis. It also helps you avoid decisions driven by incomplete cost comparisons.
Another key pricing consideration is who absorbs risk when requirements shift. In HR technology projects, requirements often change as stakeholders learn what “good” looks like. Award-winning programs may have formal change control and scope governance, but procurement must confirm how commercial terms handle change requests. Some providers price change as a separate effort; others embed change buffers. Neither is universally better, but buyers need transparency so they can plan internal budget and avoid unexpected overruns.
Procurement also benefits from discussing cost in relation to measurable outcomes. For example, rather than simply comparing hourly rates, buyers can compare the planned effort to reach adoption targets, reduce payroll errors, or decrease administrative workload. This reframes cost as an investment tied to operational deliverables.
Finally, decision-makers should consider procurement friction itself. Some contracts are technically sound but administratively complex, requiring extensive approval cycles or unclear responsibilities. A supplier’s award narrative may indicate operational maturity, but contract structure determines real-world behavior. Buyers should verify that commercial structures support the governance cadence they need.
In the HR and workforce management domain, awards function as external validation for internal program design. They are commonly referenced during vendor evaluations because they can indicate a structured and evidence-led approach to solving workforce operational problems. For HR leaders, that matters because workforce systems influence payroll accuracy, employee trust, access governance, and day-to-day administrative efficiency.
However, awards can never replace due diligence. A responsible approach pairs recognition signals with verifiable information such as security documentation, reference calls, implementation case studies, and contract terms that reflect measurable service and governance expectations.
It can also be helpful to understand why awards exist in the ecosystem. Many recognition programs attempt to close the information gap in complex B2B markets. Buyers may struggle to determine which providers can reliably deliver at scale across diverse industries, countries, and regulatory environments. Awards attempt to reduce uncertainty by rewarding proven delivery patterns. Yet, awards do not necessarily cover every risk domain; they may focus on a subset of criteria, and they may not fully represent the provider’s behavior in your specific constraints.
For HR leaders, context matters in another way: adoption and change are human-centered challenges. A provider can deliver a technically correct deployment and still fail if the user experience is confusing or training is insufficient. Awards that explicitly reward change management and adoption measurement are therefore more relevant than awards that focus only on product configuration or technical milestones.
Additionally, it is worth recognizing that HR operations differ across organizations. A healthcare employer may emphasize compliance and privacy more heavily than a technology firm, while a manufacturing employer may emphasize workforce scheduling integration and operational readiness. Buyers should therefore treat award themes as signals to investigate deeper—not as standardized success formulas.
| Use Case | What to Look For in Adp Awards-Related Evidence | Conditions/Requirements Before You Act |
|---|---|---|
| Shortlisting suppliers | Category relevance, documented methodology, evidence of repeatable delivery | Alignment with your HR operating model, proof of capability for your integrations and governance needs |
| Validating implementation approach | Structured rollout plan, change management artifacts, testing and data quality routines | Ability to provide implementation artifacts and referenceable outcomes under similar complexity |
| Risk and compliance checks | Security posture, privacy-by-design thinking, audit readiness approach | Provision of security documentation, clear control ownership, and an agreed governance cadence |
| Estimating operational stability | Service lifecycle practices, incident review transparency, continuous improvement cycles | Service governance terms in contract, measurable operational support model, escalation procedures |
| Managing internal adoption | Employee experience framing, training strategy, adoption measurement discipline | Clear change plan, stakeholder roles defined, adoption targets agreed and tracked |
A practical supplement to the table is to define “minimum evidence thresholds” internally. For example, if you plan to shortlist for payroll operations, you may require evidence that includes data validation steps, reconciliation approach, and audit trails. If you plan to shortlist for workforce analytics governance, you may require evidence of data lineage, access control design for analytics data sets, and governance policies around reporting definitions.
Many teams also benefit from using award narratives as a template for their own internal project charter. The award language often reflects structured delivery maturity. If you translate that language into your internal documentation—governance model, risk register, adoption plan, service lifecycle approach—you can raise your project readiness regardless of whether the award is relevant to your specific procurement outcome.
To keep assessment standards aligned with credible practice, organizations often reference widely used guidance and research on information security, privacy, enterprise risk, and HR technology implementation discipline. For example, many procurement and governance teams use frameworks and guidance such as:
Conditions: Use these sources to evaluate process maturity—not to claim that awards automatically guarantee compliance or performance outcomes.
When decision-makers apply these standards, they typically focus on questions like: “Do we know what we protect, why we protect it, how we measure whether controls work, and what happens when something deviates?” Awards can hint at maturity, but only governance artifacts and control documentation confirm it. A disciplined assessment process therefore distinguishes between “evidence of outcomes” and “evidence of control design and operation.”
It can also be useful to consider the security and privacy lifecycle rather than treating security as a one-time checkpoint. Mature organizations integrate security considerations into requirements, architecture, delivery, testing, and operations. Similarly, privacy-by-design thinking can be embedded into data minimization decisions, access controls, retention policies, and consent or lawful basis workflows.
If your goal is to participate in or align your work with award-like recognition standards, you can structure preparation as a controlled program rather than a last-minute marketing exercise.
To make this preparation more effective, treat it like a project with deliverables rather than like a writing task. Awards narratives are strongest when they mirror internal project structure. That means you should be able to show: (1) who owned what, (2) how decisions were made, (3) how you measured change, and (4) how you ensured continuity after launch.
A common failure mode in preparation is focusing on the final story while underbuilding the operational evidence. Decision-makers can prevent this by establishing an “evidence register” early in the initiative. An evidence register is a structured list of claims and the documents or data sources that support each claim. Examples include meeting minutes for governance decisions, test results for system configuration, migration scripts and validation logs, training attendance records, and adoption metrics.
Another best practice is to conduct “readiness rehearsals.” Before finalizing submission material, assemble cross-functional reviewers to check whether the story is coherent and whether the evidence truly supports the claims. This reduces the risk of producing an award narrative that sounds compelling but cannot survive scrutiny during a procurement reference check or internal audit.
Finally, ensure that stakeholder roles are described clearly. In HR technology, responsibilities can blur between IT, HR operations, security, and external implementation partners. Award-aligned evaluation often rewards clarity: who approves requirements, who signs off data readiness, who owns user access policies, and who leads incident response.
Organizations often assume awards are primarily about product features. In practice, many evaluation processes emphasize execution. Common reasons organizations struggle include:
These pitfalls also map directly to procurement risks. When a provider lacks clear evidence of how they handle adoption, they may also struggle to manage operational changes after go-live. When data governance is not well understood, payroll and access issues become more likely. When security is treated as a checkbox, the organization may be exposed during operational lifecycle events such as user role changes, vendor access, or incident recovery.
Another frequent evaluation derailment is the mismatch between project scope and claimed outcomes. For example, a program may show improved employee self-service but still have not resolved back-office reconciliation workflows. In an award narrative, it might appear as a complete win; during buyer due diligence, it may reveal remaining gaps. Decision-makers can avoid being misled by insisting that outcomes be tied to specific processes and measured at appropriate levels.
Operational stability can also be undermined by “implementation success bias.” Organizations may celebrate completion milestones but underinvest in monitoring, feedback loops, and post-deployment support. Awards that recognize lifecycle management tend to select winners that demonstrate sustained operational improvement, not just a successful launch.
Finally, organizations sometimes underappreciate organizational change fatigue. HR transformations often coincide with other initiatives—benefit changes, restructuring, policy updates, or technology migrations. Adoption strategies must therefore account for competing demands on employees and managers. Evidence of adoption success is strongest when it includes how the program handled competing priorities and how it supported users through multiple learning cycles.
From an industry expert lens, credible award-aligned performance looks like disciplined systems thinking. That includes aligning HR operating procedures with technology capabilities, ensuring security and privacy responsibilities are explicit, and building adoption mechanisms that reflect human behavior—because technology adoption is still an organizational challenge.
When HR leaders treat workforce platforms as operational infrastructure rather than a mere tool, they tend to create more stable outcomes. That maturity is exactly the kind of pattern evaluators typically reward.
To elaborate on “systems thinking,” consider the end-to-end lifecycle of workforce data: creation, validation, transformation, use, access, retention, and correction. A mature organization does not treat any single step as someone else’s responsibility. Instead, it defines roles across stakeholders—HR operations, payroll, HR analytics, security, and compliance—and ensures that data quality rules are clear and enforceable.
Systems thinking also appears in incident management and continuous improvement routines. If an implementation is “done,” but monitoring is weak and incident response is ad hoc, operational risk remains high. Industry-aligned maturity includes: documented escalation paths, root-cause analysis practices, remediation planning, and periodic reviews of service performance. Awards that emphasize service lifecycle management tend to align with this operational mindset.
Another “good” indicator is the presence of feedback loops. Employee experience improvements are not one-time training sessions. Instead, the organization should capture feedback from HR users, managers, and employees, then translate that feedback into prioritization and iterative enhancements. When award narratives mention governance for feedback and follow-through, decision-makers can treat them as a sign that the organization understands adoption as an ongoing process.
It is also considered “good” when providers demonstrate respect for complexity. HR and workforce environments contain many moving parts: integrations with timekeeping, benefits administration, payroll systems, identity and access management, data warehouses, and reporting tools. Mature winners acknowledge that complexity and show disciplined sequencing. They do not assume that integration is purely technical; they address operational readiness, testing depth, and change control.
For HR executives, it is helpful to translate these expert indicators into actionable checkpoints. For example, in your vendor evaluation, you can require evidence of how they manage data quality remediation before go-live, how they validate integration flows end-to-end, how they govern access and role changes after launch, and how they plan for continuous improvement. These checkpoints reflect the maturity patterns that industry experts recognize as “good.”
Even though awards may cover multiple domains, evaluation processes in procurement often start with a narrower set of risk-driven questions. Decision-makers commonly ask the most consequential questions first—questions that reduce uncertainty fastest. The ordering below reflects how organizations frequently behave when they need to move from interest to selection.
This logic is useful because it mirrors how boards and executives think about risk and governance. A supplier may claim many benefits, but procurement teams tend to filter early around risk themes. Awards often cluster around these themes for a reason: organizations that win recognition typically demonstrate capability in these areas.
In other words, awards can become a map for what to verify. If a category emphasizes operational reliability, then during procurement you should request evidence of reliability engineering practices, monitoring coverage, and operational runbooks. If a category emphasizes data governance, procurement should request evidence such as data lineage controls, access control mechanisms, and audit trail design.
When HR leaders and procurement teams evaluate providers, they often encounter two types of information: stories and artifacts. Stories are compelling but may not be sufficient. Artifacts are durable and verifiable, which makes them more useful for governance and audit readiness.
To interpret Adp Awards or any award narrative in a decision context, buyers can apply an evidence hierarchy:
Award narratives that include artifacts are more credible because they demonstrate that the supplier or organization can operationalize standards. Conversely, awards narratives that rely heavily on testimonials without documentation may be marketing-heavy. This does not mean the provider lacks capability; it means procurement should require deeper verification.
In practice, strong providers can often produce a sanitized evidence pack during procurement or reference checks. They may not share sensitive data, but they can describe the existence of evidence and demonstrate how it was used. This ability to “show your work” is one of the most practical differentiators procurement teams look for.
Because workforce platforms handle sensitive information—such as employment records, compensation-related data, personal identifiers, and performance-related inputs—security and data governance are rarely optional. Many award evaluations focus on data governance not because it is politically convenient, but because it is operationally unavoidable.
Decision-makers generally validate data governance through several dimensions:
When award narratives address these topics with specificity, it often indicates real operational discipline. When narratives remain abstract, procurement teams should ask targeted questions and require documentation.
For HR buyers, security evaluation should also consider integration points. Many security incidents occur not because a single platform is insecure, but because data flows through integration layers with unclear control boundaries. Procurement should ask how data is protected in transit and at rest across integrations, how identity mapping is handled, and how access controls propagate through connected systems.
In addition, decision-makers should validate incident response readiness. A mature provider describes escalation, communication routines, and time-to-respond commitments. Procurement teams can tie these to service governance requirements in the contract.
In HR technology, employee experience is not “soft.” It directly affects data accuracy, operational efficiency, and business continuity. If employees cannot find information or complete tasks confidently, they will use back channels—email, spreadsheets, manual HR interventions—that create risk and cost.
Awards that emphasize employee experience and change management typically evaluate:
Decision-makers evaluate employee experience early because it is often a leading indicator of post-launch risk. If adoption is weak, the operational burden returns to manual processes. That undermines many of the business outcomes the organization expects from workforce technology.
Therefore, if you see an award narrative that includes adoption metrics, you can use it to predict whether the provider understands behavioral adoption challenges. Strong providers do not only deliver training; they operationalize adoption governance. They create mechanisms for feedback, refine workflows, and adjust support models during the stabilization period.
A common misconception is that awards are about “getting it live.” In practice, procurement teams know that launch is only a milestone, not a guarantee of long-term stability. Many award evaluations therefore focus on service lifecycle practices and operational reliability.
Operational reliability can be validated across several areas:
When awards mention lifecycle practices, decision-makers often interpret it as evidence that the provider will support operations after go-live. That matters because HR operations can be sensitive to disruptions—especially around payroll cycles, time reporting windows, and compliance-related deadlines.
To use awards effectively, buyers can ask how service governance is operationalized. For instance, they can request examples of incident review agendas, release governance routines, and post-incident improvement tracking. If a provider can show that these practices exist and function, it reduces operational uncertainty.
Awards frequently emphasize business impact, but “impact” must be translated into metrics that reflect the buyer’s reality. Responsible outcomes in HR technology often include measurable improvements such as:
Decision-makers typically validate these outcomes using a before/after approach. They also check whether metrics were measured consistently and whether confounding factors were considered. For example, if a company improved outcomes after deployment, buyers should ask whether operational changes were also introduced—such as policy updates or process redesign—that may have contributed to results.
A mature award narrative will include not just “what improved,” but also “how it was measured.” Procurement teams can then determine whether the provider’s measurement approach aligns with internal KPI practices and audit expectations.
Responsible business outcomes also include ethical considerations and risk posture. Awards that reward responsible deployment behaviors—such as privacy by design, access governance discipline, and change control—tend to be more aligned with long-term enterprise needs than awards that solely emphasize speed or feature adoption.
To avoid misinterpretation, decision-makers can use award criteria as a checklist that informs procurement requirements. This checklist should include questions, documentation requests, and contract provisions.
Below is an example of how an award-to-procurement checklist can be structured:
Once built, this checklist becomes a structured lens for evaluating suppliers—whether or not they claim award recognition. In effect, it turns award themes into operational requirements. When suppliers have awards aligned to these themes, it becomes easier to verify alignment quickly.
Adp Awards are not just for external partners or for organizations submitting formal applications. HR teams can use award criteria as an internal maturity framework—especially during planning cycles for workforce technology initiatives.
When internal teams adopt award themes, they often improve outcomes by:
Even if a company never enters an award program, adopting those evaluation patterns can improve internal decision-making. It can also reduce project risk by prompting teams to document and test critical assumptions early.
For HR leaders, this can be particularly valuable because HR technology projects often involve multiple stakeholders with different priorities. Award-aligned planning can provide shared language. Instead of debating abstract goals, teams align on governance artifacts, adoption targets, and measurable outcomes.
Adp Awards generally refer to recognition programs associated with HR technology and workplace solutions ecosystems. Participation can include service providers, technology vendors, and organizations showcasing workforce or HR operational improvements. The top way to interpret eligibility is to review the specific category requirements for the relevant edition.
In many markets, award participation also depends on demonstrated customer impact, documented methodology, and evidence of operational maturity. Some programs may emphasize partner implementations, while others may focus more directly on product value or service delivery excellence. Because of these variations, decision-makers should avoid assuming that all “Adp Awards” are comparable in scope or scoring emphasis.
No. Awards can be useful signals of maturity, but they do not replace supplier due diligence. Buyers should validate security documentation, implementation methodology, service governance, and referenceable outcomes through structured procurement steps.
In practice, a supplier might win an award for a particular category while still lacking strength in another area relevant to your organization. For example, they may excel at onboarding experience but have less evidence of lifecycle operations for multi-country deployments. Awards reduce uncertainty, but they do not eliminate it.
Strong submissions typically include governance artifacts, delivery methodology details, measurable operational outcomes, and documentation that supports claims. Aim for evidence that is audit-friendly and demonstrates repeatability, not only short-term impressions.
To strengthen evidence quality, organizations often build a cross-functional “proof set.” This includes documented sign-offs, testing artifacts, training attendance records, adoption dashboards, service governance documentation, and incident management routines. When evidence is organized and tied directly to claims, reviewers can validate it more quickly.
Price should be evaluated as part of total cost of ownership and service lifecycle responsibilities. Compare implementation scope, integration complexity, support tiers, and governance deliverables. Avoid relying on single-number pricing estimates that may not reflect your operational reality.
In addition, buyers should consider how commercial terms support governance. For example, if a provider’s award narrative emphasizes lifecycle governance, confirm whether the commercial structure includes ongoing governance cadences, reporting requirements, and defined escalation mechanisms. A provider may be “award strong” in concept but commercially weak in operational delivery if governance is under-scoped.
Yes. Award criteria can function as a maturity framework. HR teams can use the themes—governance, reliability, adoption, and evidence quality—to strengthen rollout plans, improve operational controls, and enhance employee experience.
This approach is especially useful during planning and vendor selection. Teams can use award themes to request better vendor evidence, structure internal project governance, and define adoption measurement from the start.
Common issues include underestimated data migration effort, insufficient change management, unclear ownership for operational controls, and treating security as an afterthought. Organizations that plan lifecycle governance from day one tend to perform better.
Another pitfall is inadequate integration testing and operational readiness for connected systems. HR platforms frequently rely on integrations for identity, timekeeping, reporting, or benefits workflows. If integration governance is weak, defects and operational friction can appear later—often around critical HR periods.
Yes. Many organizations rely on established frameworks and standards such as NIST and ISO/IEC 27001 concepts, plus privacy principles aligned to applicable regulations. These sources support objective evaluation of security and governance posture.
Decision-makers should use these sources as evaluative tools, not as checklists that guarantee compliance. Actual proof requires documentation, operational evidence, and practical demonstrations of governance routines over time.
Even when categories appear close, the scoring emphasis may differ (for example, analytics governance vs. operational payroll reliability). Carefully compare category scope, evidence requirements, and judging emphasis before drawing conclusions.
A practical way to interpret similar categories is to compare the type of evidence required. If one category emphasizes adoption measurement and service governance, while another emphasizes product innovation, then the winning organization’s strengths may not fully transfer to your operational priorities. Your evaluation should align with your most consequential needs.
Adp Awards can offer valuable benchmarking signals for HR technology and workforce solutions—especially when evaluation emphasizes evidence, governance, and operational discipline. For executives and procurement teams, the optimal strategy is to treat awards as one input in a structured decision process. Pair recognition signals with due diligence that covers security posture, implementation methodology, service lifecycle governance, and adoption outcomes. In doing so, you convert external recognition into an internally useful framework for safer and more effective workforce technology decisions.
Ultimately, the most professional approach is to use awards to accelerate learning—turning “who won” into “what capabilities are evidenced.” When organizations translate award themes into procurement requirements and internal project governance, they reduce risk, improve alignment among stakeholders, and increase the likelihood that HR technology delivers measurable outcomes over the full lifecycle, not just at launch.
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