Using Runpayroll.adp.com for Reliable Payroll Operations

Critical overview: What Runpayroll.adp.com is typically used for

Runpayroll.adp.com is commonly associated with ADP-powered payroll access and workflow features that help employers manage payroll administration through a secure, portal-based experience. In many organizations, the domain is part of a broader ADP ecosystem—where employees, administrators, and payroll teams interact with payroll configuration, payroll runs, approvals, employee pay data, and related operational controls.

At a practical level, teams use these ADP-linked experiences to support the recurring payroll process: taking employee and compensation-related inputs, applying eligibility rules and pay calculations, generating outputs (such as payroll registers and pay-related reports), and coordinating approvals and downstream activities (like accounting reconciliation and employee payment delivery). Because payroll information can include sensitive personally identifiable information (PII), bank details, tax identifiers, and compensation data, the value of an ADP-linked payroll portal is often closely tied to the ability to enforce security controls and workflow governance rather than simply “providing a place to click.”

From an industry-expert perspective, the very important question is not only how the portal is accessed, but how payroll operations are governed: who has what permissions, how changes are reviewed, how the payroll calendar is respected, and how data integrity is verified before processing. When those elements are aligned, a payroll system (often reachable through domains like Runpayroll.adp.com in ADP ecosystems) can reduce manual work, improve consistency, strengthen audit readiness, and help the organization maintain a stable month-end/close rhythm.

Why payroll portals matter in real operations

Payroll is an end-to-end operational process rather than a single calculation. In very companies, payroll outcomes depend on multiple inputs—time and attendance, compensation rules, tax treatment, benefit elections, statutory filings, and employee master data. Payroll portals serve as the operational “control room” where teams coordinate inputs, confirm eligibility, validate exceptions, and generate reports for internal stakeholders and external compliance obligations.

In real operations, payroll teams routinely face questions like: “Which employees are eligible in this cycle?” “What pay components changed since the last run?” “Which deductions should apply and have they been validated?” “Are there retroactive adjustments that require special handling?” “Did we receive time adjustments from the prior period?” “Do the payroll results tie to the general ledger?” These questions are not solved by calculation alone. They are solved by governance—by making sure the system supports predictable workflow, controlled changes, and traceable evidence.

From a procurement or vendor-selection standpoint, ADP-type payroll platforms are evaluated on security controls, role-based access, workflow support, and the availability of reporting needed for month-end and audit cycles. While exact feature sets vary by contract and configuration, the underlying operational principles remain consistent across mature payroll ecosystems: structured process, controlled data access, consistent outputs, and an auditable record of changes and actions.

Just as important, portals often become the coordination layer for cross-functional teams. HR may own employee changes; finance may own reconciliation and expense coding; compliance may own statutory or regulatory reporting requirements. When the portal model is mature, each team can work within a controlled environment rather than improvising around deadlines with spreadsheets and email chains.

Key capabilities employers commonly seek

When teams use a payroll portal such as the one associated with Runpayroll.adp.com, they typically look for capabilities in three broad categories:

• Data accuracy and integrity: Centralized handling of employee data and payroll-related variables, with controlled updates and validation steps.
• Workflow and approval: Clear review stages for payroll inputs, exceptions, and final readiness before processing.
• Reporting and auditability: Traceable records of changes and outputs needed for internal controls, reconciliations, and compliance reporting.

For HR and finance leaders, the “top” payroll portal is the one that makes it easy to enforce process discipline. That often translates into fewer last-minute corrections, smoother month-end close, and fewer discrepancies between payroll registers and accounting entries. It also improves the employee experience indirectly: when payroll is predictable and errors are reduced, payroll timing and pay accuracy become more consistent, resulting in fewer employee inquiries and less manual intervention.

Beyond these categories, many organizations also seek operational capabilities that reduce friction during peak cycles:

• Exception detection: Early alerts for missing data (e.g., bank account details, tax selections), conflicting entries, or incomplete configurations.
• Data validation rules: Automated checks that prevent invalid combinations from being processed.
• Versioning and change visibility: The ability to see what changed, when it changed, and who initiated the change.
• Approvals with accountability: Workflow states that show whether something is pending, approved, rejected, or superseded.
• Output traceability: Registers, summaries, and exportable reports that tie back to configured inputs and workflows.

These capabilities, while often configured differently across companies, are the operational reasons portals exist at all. A payroll portal is valuable when it reduces ambiguity and improves control.

Industry expert view: how payroll teams evaluate portal readiness

A practical evaluation typically focuses on whether the payroll portal supports structured governance. Experts often recommend assessing four areas:

1. Access management: Role-based permissions, segregation of duties (e.g., preparer vs. approver), and audit logs.
2. Change control: How corrections are requested, documented, and reflected in payroll runs.
3. Exception handling: How the system surfaces problematic records (e.g., missing bank details, inconsistent tax fields, retro pay issues).
4. Operational timelines: Whether payroll deadlines and cutoffs are communicated clearly, and whether teams can monitor status.

In other words, the portal is not just a gateway; it is a governance mechanism. If Runpayroll.adp.com access is part of that mechanism, then the organization’s internal controls should be designed around the platform’s workflow patterns.

When evaluating “readiness,” experts often look for maturity signals, such as:

• Clarity of workflow states: Whether a user can tell whether a change has been submitted, is under review, approved, or finalized.
• Enforceability of deadlines: Whether the system prevents late inputs after a cutoff or at least flags them as late with controlled exception processes.
• Traceable evidence: Whether reports and audit logs provide enough detail to reconstruct what happened during a payroll cycle.
• Predictable control points: Whether the organization can place approvals at the right steps (e.g., before submission to “ready to run”).
• Reconciliation support: Whether outputs can be mapped to accounting structures, including cost centers, GL accounts, and expense categories.

These signals matter because payroll failures often come from process ambiguity—especially when multiple people contribute to the same cycle and the “last mile” is coordinated through informal channels.

Practical comparison: portal-driven payroll vs. fragmented processes

To make the decision easier, here is a comparison of common operational models. This is written as a supplement to the main guidance and is intended to help you reason about suitability and requirements.

Evaluation Point	Portal-driven payroll approach (e.g., via Runpayroll.adp.com ecosystem)	Fragmented/low-governance approach (spread across tools)
Control environment	Typically supports role-based access, workflow steps, and traceable actions	May rely on spreadsheets and email approvals, increasing risk of missed steps
Data integrity	Centralized handling of payroll-related data with controlled updates	Multiple sources of truth can lead to reconciliation gaps
Operational efficiency	Built-in payroll cycle navigation and structured readiness checks	Manual coordination between systems may lengthen payroll processing time
Audit readiness	Audit logs and structured reporting often support review trails	Audit evidence may be scattered and harder to reconstruct
Employee experience	Typically enables consistent employee-facing communication through configured outputs	Employee communications may vary by manager and channel

It is worth noting that even with a portal, organizations can still perform “fragmented” operations if they bypass workflow controls or rely heavily on out-of-system documentation. A portal can only improve governance if the organization uses it as the control layer rather than as a passive storage location.

Additionally, portal-driven models can help reduce “tribal knowledge.” When processes are encoded in workflows, new hires can learn operational steps faster, reducing dependence on a few experienced individuals. This can be critical when turnover occurs in HR operations or when finance teams change roles around payroll deadlines.

Conditions and requirements before relying on a portal for payroll

Even with a robust system, success depends on prerequisites. The following conditions commonly apply when organizations integrate payroll operations through an ADP-adjacent portal model connected to Runpayroll.adp.com.

• Defined payroll roles: Clear assignment of preparers, approvers, and reviewers.
• Documented payroll calendar: Agreed deadlines for inputs, approvals, and processing readiness.
• Validated employee master data: Accurate employee information that affects pay, taxes, and statutory handling.
• Secure access controls: Strong authentication practices and least-privilege permissions.
• Change management: A controlled method for corrections and retroactive adjustments.
• Reconciliation approach: A plan for reconciling payroll results with accounting ledgers.

These conditions may sound generic, but in payroll they are specific and operationally enforceable. For example, “validated employee master data” is not just a one-time import exercise; it also includes ongoing quality checks. Payroll correctness depends on details such as tax jurisdiction, work location, wage type mapping, benefit deduction eligibility, pay frequency, and bank routing/account changes. If the portal supports approvals but the organization does not enforce them for critical master data fields, the portal alone will not prevent errors.

Similarly, “change management” cannot be vague. Payroll correction workflows should specify:

• What qualifies as a correction vs. a standard change
• What documentation must be attached
• Which approvals are required based on correction magnitude or risk
• How corrections are timed relative to cutoffs
• Whether corrections can be processed for the current cycle or must wait for the next run

When those details are defined and reflected in the portal usage, payroll becomes far more predictable.

Step-by-step guide: using a payroll portal mindset effectively

The goal of this step-by-step guide is not to replace vendor documentation, but to provide a practical operational sequence that aligns with how payroll governance usually works in professional environments. Think of this as a way to align your internal controls with what the portal is designed to do.

1. Confirm your payroll cycle and cutoffs: Map internal activities (e.g., time review, compensation approvals, bank detail checks) to the portal’s processing timeline.
2. Prepare employee and pay variables: Ensure employee records, pay rates, and relevant payroll settings are current before the run becomes eligible for processing.
3. Run data checks early: Identify exceptions early—missing fields, inconsistent tax selections, or incomplete benefit-related data.
4. Use workflow approvals: Route changes and exceptions through the defined approval chain rather than relying on ad hoc sign-offs.
5. Review payroll outputs: Validate payroll registers, earnings distributions, and exception summaries against internal expectations.
6. Finalize processing: Execute the payroll run according to the agreed procedure and confirm completion status.
7. Reconcile results: Align payroll totals to accounting entries and resolve discrepancies before reports are distributed.
8. Archive for audit: Store relevant evidence in accordance with your internal retention policy.

To make this more actionable, it helps to break down each step further into practical checks that payroll teams often perform. The portal can support these steps, but the organization must still define what “done” means.

1) Confirm your payroll cycle and cutoffs

Before anyone enters or approves changes, the team should understand the payroll calendar and how it maps to operational reality. For example:

• When does the portal “open” for changes?
• When do approvals need to be completed to ensure changes apply to the intended payroll run?
• Are there separate cutoffs for time integration, employee updates, and tax/benefit configurations?
• What happens to late inputs—are they automatically excluded, flagged as exceptions, or handled via a correction workflow?

In many payroll environments, delays occur because teams do not treat deadlines as “hard gates.” A portal may allow changes until a late time, but allowing late changes without a strong review process increases risk. Mature organizations treat cutoffs as control points: changes are only allowed to flow forward if approvals and validations have occurred.

2) Prepare employee and pay variables

Employee and pay variables include more than base salary or hourly rates. In practice, payroll outcomes are affected by:

• Pay frequency and wage types
• Eligibility rules (e.g., whether an employee participates in certain deductions)
• Tax settings, including local tax jurisdictions and exemptions
• Benefit plan elections and deduction start/end dates
• Work location and employment attributes that influence statutory handling
• Bank account details for direct deposit

The portal mindset here is to treat master data quality as a continuous process. If the portal is used only during payroll run time, errors may be discovered too late. If data validation and workflow approvals exist for master data updates, payroll teams can rely on better inputs.

3) Run data checks early

Exception handling is one of the most important reasons organizations prefer portal-based payroll workflows. Data checks early prevent last-minute surprises. Common checks include:

• Missing or invalid bank details (for employees who need direct deposit)
• Incomplete tax fields or inconsistent tax selections
• Pay rate mismatches (e.g., pay changes not applied as expected)
• Retro pay indicators that may require special handling
• Benefit deduction inconsistencies (e.g., deduction start date after payroll effective date)

In a strong governance model, the portal’s exception view becomes a daily operational dashboard during the payroll window—not merely a final “error report.” If you wait until the portal is near finalization, there is less time to route approvals, collect documentation, and validate the fix.

4) Use workflow approvals

Approvals are not only about “signing off.” They are about evidence and segregation of duties. A workflow-driven model should:

• Route changes to the right approver based on role and responsibility
• Require the approver to confirm the correctness of specific changes
• Record an audit trail (who approved, when, and what was approved)
• Prevent unauthorized edits or at least log them for review

A common failure pattern is treating approvals as a formality. If preparers can both propose and approve critical changes, the control loses effectiveness. Even if the portal technically supports workflow, the organization must ensure it is configured and used to enforce segregation of duties.

5) Review payroll outputs

Payroll output review typically includes more than scanning totals. Teams often need to check:

• Gross pay and net pay totals for reasonableness
• Employee-level earnings and deductions to confirm expected pay components
• Exception summaries (especially those requiring manual follow-up)
• Employer cost summaries for budgeting and expense recording
• Any reports needed for statutory or internal compliance

From a finance perspective, output review is also where payroll teams ensure that the payroll run will tie to accounting entries. That may involve validating:

• Accounting codes mapped to pay elements
• Allocation rules (e.g., cost centers, departments, or labor distributions)
• Whether adjustments have been applied correctly

In high-performing organizations, output review is time-boxed and structured—meaning reviewers know which checks to run and what constitutes “pass” conditions before final processing.

6) Finalize processing

Finalizing processing should be a controlled action. Mature payroll teams typically:

• Confirm that the payroll run status is in the correct state
• Ensure approvals are complete before finalization
• Verify that there are no unresolved exceptions or that they have approved handling plans
• Execute the run only once the evidence of readiness exists

If multiple people attempt to “finalize” or the action is performed without a clear ownership model, risk increases. A portal can provide structure, but human process still matters.

7) Reconcile results

Reconciliation closes the loop between payroll operations and financial reporting. Typical reconciliation involves:

• Comparing payroll totals (earnings, deductions, employer costs) against accounting entries
• Investigating variances and documenting resolutions
• Ensuring that retro changes are captured in the correct accounting period (or documented if handled differently)
• Confirming that any adjustments are reflected in the correct general ledger accounts

This is where payroll operations become auditable and predictable. If reconciliation is delayed until after employees are paid, errors can be harder to correct without employee impact or repeated manual processes.

8) Archive for audit

Archiving is not merely a compliance checkbox. Archiving supports:

• Internal audit or external audit evidence
• Employee dispute resolution (e.g., explaining why pay changed)
• Operational retrospectives to identify process improvement opportunities

A strong archiving approach includes:

• Storing key reports and evidence generated during the payroll cycle
• Preserving approval records and exception handling documentation
• Maintaining a clear retention schedule aligned to your policies and regulatory requirements

When archiving is done properly, future payroll cycles become easier because the organization can refer back to how past issues were handled and why.

Source-driven context: why the governance principles are consistent

Payroll governance is widely emphasized by auditing and risk-management communities because payroll affects both employee compensation and statutory compliance. In practice, organizations aim to prevent common control failures such as unauthorized changes, incomplete approvals, and inconsistent reconciliations. For a broader risk perspective, industry guidance often draws on frameworks issued by recognized bodies.

For example, SOC 2 (System and Organization Controls) concepts highlight expectations around controls for security, availability, and confidentiality. Additionally, general payroll control themes are reflected in internal control guidance used by auditors. These are not payroll-specific metrics, but they inform why portals and workflow matter: auditors and risk teams want evidence that controls exist, are applied consistently, and can be demonstrated.

Reference note (non-numeric): For authoritative frameworks relevant to control design, consult AICPA’s SOC reporting guidance and commonly used internal control frameworks from standard-setting organizations. These sources discuss control objectives and governance themes rather than claiming specific performance numbers for any single portal.

It is important to recognize that portals like those associated with Runpayroll.adp.com are often part of a larger control landscape. Even if the vendor provides secure infrastructure and robust workflow tooling, the organization still owns key responsibilities:

• Defining roles and responsibilities
• Configuring workflow approvals appropriately
• Maintaining master data accuracy
• Training users to follow the workflow correctly
• Monitoring exceptions and unusual patterns
• Ensuring reconciliation and reporting are performed as designed

Because governance is a system, not a component, the portal is most effective when it is integrated into a complete control operating model.

Expert guidance on security and access practices

Because payroll systems handle highly sensitive data, security is not an optional enhancement. Operational teams should treat portal access—such as access routes associated with Runpayroll.adp.com—as part of a broader identity and access management strategy.

Security in payroll often fails not because the vendor lacks controls, but because organizations weaken those controls through poor user management or inconsistent process. For example, shared accounts, overly broad permissions, or lack of monitoring can turn a secure platform into a risky environment.

Experts often recommend a practical set of security and access practices:

• Least privilege: Grant only the permissions needed for each role (e.g., preparer vs. approver vs. read-only viewer).
• Separation of duties: Where feasible, ensure the same user cannot both submit and approve critical changes.
• Session and authentication hygiene: Use strong authentication methods supported by the organization’s security policy.
• Audit logging review: Regularly review access logs and workflow actions for anomalies.

To make these controls operational, teams frequently implement monitoring routines such as:

• Periodic access recertification (e.g., quarterly or semi-annually)
• Review of permission changes and removal of inactive accounts
• Investigation of unusual login patterns near payroll cutoffs
• Verification that privileged access follows internal approval policies

Experts also emphasize the human dimension. Payroll access should not be treated as a convenience feature. Training, awareness, and role definitions should be established so users understand why approvals exist, what changes require evidence, and when exceptions must be escalated.

Operational workflow: what to expect during payroll processing

While exact terminology varies by configuration, very payroll operations follow a similar flow once the portal approach is established. You can think of the payroll portal as managing states: preparation, readiness, approval, processing, review, and closure. Each state reduces ambiguity and strengthens evidence.

Typical flow includes the following stages:

• Input stage: Employee pay changes, time adjustments (if integrated), earnings codes, and deduction updates.
• Validation and readiness: Exception detection, completeness checks, and workflow routing for approvals.
• Processing stage: Payroll calculation and generation of payroll outputs and summaries.
• Distribution and close: Dissemination to stakeholders and reconciliation with accounting systems.
• Post-run adjustments: Handling retro pay, corrections, and documented changes for the next cycle.

Beyond these stages, teams also manage operational rhythms. For example, HR may need to complete employee life-cycle events (hires, terminations, pay rate changes) before specific cutoffs. Time and attendance teams may provide adjustments that must be validated to avoid double-paying or underpaying hours. Finance teams may want to know payroll readiness status to plan month-end journal processing.

If your team struggles with delays, the root cause is usually one of these operational choke points: late data availability, unclear responsibilities, or insufficient early exception detection.

Choke points also create opportunities to improve the governance model. For instance:

• If exceptions spike late in the cycle, add earlier data validation checkpoints.
• If approvals bottleneck, reassess role assignments and ensure approvers are available during key windows.
• If reconciliation repeatedly finds variances, refine mapping between payroll outputs and accounting structures.
• If retro changes occur frequently, formalize retro governance and create guidelines for what triggers corrections vs. next-cycle updates.

Common pain points and how organizations address them

Across payroll operations, several recurring pain points surface. Below are common issues and the controls-minded remedies that experienced teams use. The goal is not only to fix the immediate issue but to improve the process so it is less likely to reoccur.

1) Late or incomplete employee changes

Impact: Payroll runs may include incorrect pay rates or missing deduction details, leading to employee dissatisfaction and rework.

Remedy: Enforce internal cutoffs earlier than the portal’s final processing window and require approvals before submission. Also, implement early master data validation routines, and define which fields are considered “critical” enough to require additional review.

Common best practice additions include:

• Creating a checklist for “high-impact” fields (e.g., tax settings, pay rates, bank details)
• Ensuring HR system events (like hires/terminations) trigger validation steps rather than manual follow-up
• Maintaining a “top exceptions” list from past cycles and focusing on prevention

2) Permission confusion

Impact: The wrong users can edit critical fields, approvals don’t follow policy, or users cannot complete their tasks because they lack necessary access.

Remedy: Review permission matrices regularly; confirm the workflow roles match actual job responsibilities. Use least privilege and segregation of duties. Implement quarterly recertification and ensure offboarding removes access promptly.

Organizations that improve here often:

• Maintain an up-to-date role-to-permission mapping document
• Use training modules aligned to workflow states (e.g., what preparers can do vs. what approvers can do)
• Monitor for permission anomalies—such as unusually broad access or repeated access failures

3) Reconciliation gaps

Impact: Finance closes may require repeated manual adjustments, payroll costs may be booked to incorrect accounts, and month-end reporting can become delayed.

Remedy: Create a reconciliation checklist tied to payroll output categories (earnings, deductions, employer costs) and document exceptions. Also, ensure that payroll element-to-GL mapping is maintained and validated across changes.

To prevent repeated reconciliation issues, teams often implement a “tie-out” routine:

• Run payroll output reports
• Map totals to expected accounting lines
• Investigate and document variances
• Confirm resolution status before closing books

4) Retroactive changes without traceability

Impact: Adjustments become hard to explain during audit or employee inquiries, and retro pay increases the risk of duplicate or conflicting corrections.

Remedy: Use structured correction processes and maintain evidence of what changed, why it changed, and who approved it. Ensure that retro adjustments are routed through workflow and that outputs are reconciled to reflect the retro components.

Good retro governance often includes:

• Defining what qualifies as retro (and when a change must be handled as a correction)
• Requiring documentation (e.g., corrected HR action, system event reference)
• Capturing approval evidence and linking it to the correction
• Monitoring retro frequency as an operational metric

5) Data quality issues in integrated systems

Impact: If timekeeping, benefits, or HRIS integrations are imperfect, payroll calculations can be wrong—even when payroll rules are correct.

Remedy: Implement integration monitoring and reconciliation controls at the boundaries. Validate imported data fields, ensure mapping consistency, and maintain a process for resolving integration anomalies quickly.

Common improvements include:

• Automated checks for missing time punches or unusual hours patterns
• Alerting on failed integration runs or partial data loads
• Maintaining a documented “data correction playbook” for integration issues

6) Lack of visibility into payroll readiness

Impact: Stakeholders do not know whether payroll is truly ready until close to finalization, creating bottlenecks and last-minute escalation.

Remedy: Use workflow statuses and readiness dashboards to communicate cycle progress. Define who communicates what to whom and at what times. Ensure the portal workflow states map to operational reporting so status is not guessed.

FAQs

What does Runpayroll.adp.com typically relate to?

Runpayroll.adp.com is commonly used as a domain associated with accessing ADP-powered payroll workflows or portal environments. The exact functionality depends on your organization’s ADP contract, configuration, and user role. In many cases, the portal helps payroll administrators manage inputs, approvals, exceptions, payroll runs, and related reporting within a governed process.

Do all organizations see the same features through the portal?

No. Feature availability varies based on configuration, integrations (such as time and attendance), company setup, and the specific payroll package in use. Even within the same vendor ecosystem, different clients can experience different portal capabilities based on what they purchased, what systems they integrated, and how their workflows were configured.

How should permissions be handled for payroll users?

Top practice is least privilege and role-based access. Separating duties between preparing payroll changes and approving them reduces risk and supports auditability. Permission design should reflect real responsibilities rather than job titles alone, and it should be reviewed periodically to stay aligned with organizational changes.

What should we do if we find an error after payroll processing?

Follow your organization’s documented correction policy and the portal’s correction workflow. Document the cause, approval trail, and impact on outputs. Reconcile the revised totals to accounting records and ensure any employee-facing impact is handled according to policy. If errors are frequent, treat this as a signal to improve pre-run validations or adjust workflow checkpoints.

Is payroll governance only an HR task?

No. Payroll governance typically requires collaboration between HR, finance/accounting, compliance, and security/IT to ensure data integrity, correct approvals, and timely reconciliations. HR often owns employee master data changes; finance often owns reconciliation and accounting mapping; compliance ensures statutory requirements are met; security/IT ensures access controls and monitoring are functioning.

How do we verify that payroll data is complete before a run?

Use early checks for exceptions, completeness of critical employee fields, and readiness status. Then perform a structured review of outputs before final processing. Completeness should be measured against your internal control definition—meaning you identify which fields and validations are mandatory, and you confirm that those requirements are satisfied before processing.

Where can we find authoritative guidance?

Use official ADP documentation provided to your organization, along with your internal policies and any applicable compliance guidance relevant to your operating jurisdictions. For control-oriented organizations, it is also appropriate to align portal usage with internal control frameworks used by your audit function. Vendor documentation tells you what the platform can do; internal controls tell you what your organization must do.

Conclusion: building durable payroll operations around the portal

Using Runpayroll.adp.com within an ADP payroll ecosystem is best understood as part of an operational control system. The portal’s value emerges when organizations pair it with disciplined workflows—clear responsibilities, early exception detection, strong access controls, and documented reconciliation processes. When those elements are in place, payroll becomes less reactive and more predictable, supporting both internal stakeholders and the compliance expectations that payroll carries.

Ultimately, portal-driven payroll is not just about access; it is about transforming payroll into a governed process with evidence. When governance is treated seriously—through workflow approvals, data integrity checks, consistent output review, and reconciliation—the organization reduces risk, improves audit readiness, and creates a smoother employee experience. Conversely, if payroll teams treat the portal as an optional convenience and continue using ad hoc processes outside its workflow controls, the organization may not realize the governance benefits the portal was designed to provide.