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2017

Development Planning Playbook

Driving Your Career at Rogers

2

PurposeAs a company, we are deeply committed to partnering with you in your

development. We will support your goals and work closely with you as

you actively own your development.

Why development matters? Creating a development plan helps you identify your strengths and

passions, highlight areas of opportunity for you to grow, and align

your career goals with your career aspirations and annual business

objectives. Development plans are also required to apply for all internal

job opportunities at Rogers.

How does it benefit me?The development planning process can help you to grow within your

current role and to identify future career opportunities.

Development matters

This playbook is a tool to

help you and your teams

build and shape your

development plans.

3

Getting started in three steps

Step 1: Know Yourself1.1 Choose your assessment

1.2 Understand your assessments

1.3 Act on your results

Step 2: Be Excellent In Your Role2.1 Identify your development objectives

2.2 Build your plan

2.3 Talk about it

Step 3: Build Your Career3.1 Build your brand

3.2 Build your network

3.3 Build your career

In this playbook you will find tools and resources to help you work

through each of the three steps. Working carefully through each of

the steps will help you assess what’s important to you, identify your

strengths and your passions, create a development plan, and have

a development conversation with your manager.

Remember: learning is not

an event, it is ongoing!

4

Our development philosophy

What high performance looks like at RogersFor us, it means attracting, developing and retaining employees

who believe in delivering results and achieving rewarding careers.

Rogers provides challenging on-the-job experiences, supported by training

and development, to enable our people to build rewarding careers based on

success. By being inclusive, we embrace the diverse perspectives of all our

employees. By providing challenging work and empowering our people, we

explore endless possibilities and always strive to deliver high performance.

Our Development PrinciplesWe’re investing in our people and encouraging them to:

• identify their strengths and passions and focus on them

• own their career growth

• be great in the job they have today first

• think of development as a mix of the following:

70% Experiences, 20% Relationships, 10% Training

Our commitment to development will help all employees

build a rewarding career at Rogers.

To build a winning culture, we’ve invested in:• reinforcing our company foundations – affirming our core Values

and company-wide accountabilities

• building a compelling employment recruiting and onboarding experience

• developing talent and leadership through rich experience, training and

coaching programs

• enabling employees with the tools they need to succeed

• transforming our work environment to improve collaboration and agility

5

ContentsStep 1: Know Yourself ........................................................................pg. 6

Step 2: Be Excellent In Your Role .....................................................pg. 10

Getting the Right Mix of Development .........................................pg. 12

Step 3: Build Your Career .................................................................pg. 19

Growing Your Development Forward ............................................pg. 22

Appendix ..........................................................................................pg. 23 Developing Your Values: Details and Examples

Development Plan Samples

Development FAQs

Your Career at Rogers - Ground Rules ...........................................pg. 35

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Step 1: Know Yourself

Assessment A – Know Your Strengths: Career Self-AssessmentThe Know Your Strengths: Career Self-Assessment helps you

understand your personal styles and preferences. It provides a

description of your natural way of approaching tasks, working with

people, solving problems, adapting to change and managing

stress. In combination, your personal preferenc es allow you to make

a prediction about identifying areas of focus for your ongoing

development.

The Know Your Strengths: Career Self-Assessment can be found

in the Development Hub under the “Know Yourself” tab and takes

approximately 20 minutes to complete. Once the assessment has

been successfully submitted, a customized report will be delivered

to you by e-mail. These results are confidential to you and are not

shared with anyone else.

Assessment B – Know Your Relationships: Self-Assessment Pre-requisite: You must complete the Know Your Strengths career

self-assessment before being eligible to complete the Know Your Relationships assessment.

This is a tool for employees looking to develop their approach to

strengthening relationships. It is designed to help you better know

yourself, by giving you information about your preferences for

working with others.

The assessment can be found in the Development Hub under the

“Know Yourself” tab and takes about 15 minutes to complete. Once

the assessment has been successfully submitted, a customized report

will be delivered to you by e-mail. These results are confidential to

you and are not shared with anyone else.

To manage your development effectively, you need to know yourself

well. When you are self-aware, you can ask for the opportunities,

support, and rewards you need. You will deliver your best effort for

your company and make better career decisions when you know your

strengths and development opportunities.

1.1 Choose Your Assessment

Please call 1-800-661-

5158 select “0” for

technical assistance with

assessments, Psychometrics

Canada in English or

French. Mon-Fri, 8am-

4.30pm MST. Alternatively,

please email support@

psychometrics.com for

technical support 7 days

a week.

7

Read through your assessment report/s and spend some time reflecting

on what you’ve learned about yourself and how you can apply these

learnings to becoming excellent in your role at Rogers.

The Big Picture: What does this say about me?

Read through your assessments (Know Your Strengths

and/or Know Your Relationships)

How do these results fit for you? • What did you already know about yourself?

• What surprises you about what you are reading?


1.2 Understand Your Assessments

Refer to the guides on the

Development Hub/Know

Yourself for information

related to each of the

assessments - Know Your

Strengths career self-

assessment and Know

Your Relationships self-

assessment

TIP Solicit and gather feedback from others (peers, colleagues, managers, other assessments, performance appraisals) to validate your skills and strengths.

8


1.2 Understand Your Assessments What does this information mean to me in the context of my role and career at Rogers?

Ensure you are doing everything you can to perform at your best where

you are today. Remember, focusing on high performance in your current

role will help you move forward in your development.

• Consider the Rogers Values – who we are and how we work.

• Consider your current role – how can you grow and excel in your

current role? What are the values you live today and what values do you

need to develop/strengthen to better support the business objectives

and your career goals.

• Consider your environment - What significant market trends may be

impacting your business unit? How might these trends impact the skills,

knowledge, and experience that will be required in the future.

Be a strongCanadianCompany

Overhaulthe customerexperience

Drive growth in the businesssegment

Go to themarket as one Rogers

Invest in and develop our people

Deliver compelling content everywhere

Focus oninnovation& networkleadership

9

Now take what you’ve learned about yourself through the assessment

results to create 1-2 development objectives that you can include in

your development plan, and discuss with your Manager.

Identify and leverage strengths – which of the strengths identified in

your assessments would have the greatest impact to enable you to

be even more excellent in your role? What can you do to use those

strengths even more?

Identify a development opportunity. Is there a development objective

or an opportunity you can identify and take action on from your

assessment results.


1.3 Act on Your Assessment Results

Refer to the guides on the

Development Hub/Know

Yourself for more specific

tools related to each of

the assessments - Know

Your Strengths career

self-assessment and Focus

on Collaboration self-

assessment.

10

Step 2: Be Excellent In Your Role

2.1 Identify your development objectivesRogers is a company with a compelling past and a promising future.

Edward Rogers was a pioneer in Canadian radio; from this foundation

his son Ted Rogers built the most dynamic communications and media

company in the country. The “Rogers Story” is what inspires us to keep

delivering on this incredible legacy of vision and innovation.

Our Vision and Values define the very essence of Rogers; they will be as

true in 10 or 20 years as they are today. They provide a well-defined sense

of our collective purpose. Our Vision and Values drive us forward and give

us meaning. The stronger our Values are lived, the better our performance

will be.

We have embed our Vision and Values in all our practices because they are

our foundation. When thinking about your development plan objectives,

think about how you are living the Rogers Values (How We Work) and what

on-the-job activities you can do to support your development in order to

deliver on Rogers priorities.

Review our Values in the appendix section of this Development Playbook.

Get started: see the

Appendix for a short

guide on how to further

develop your values.

11

Now that you’ve taken the time to get to know yourself, your strengths

and where you can improve..., it’s time to identify your development

goals! Remember: your development plan should answer which skills

you need to develop most and which activities and support are most

relevant for your development goals.

Prepare• Ensure you have completed the Know your strengths: Career

self-assessment• Identify 70 - 20 -10 activities to help you move toward your goals

and support through the process

Create Plan and Profile• Create/update your Development Profile in SuccessFactors

• Identify three development objectives in SuccessFactors

reflecting upon feedback received, business objectives, career

aspirations, strengths and development opportunities

Validate• With your manager, have a development conversation and review

your development plan to gather feedback and ensure alignment

• Review and update your development plan based upon

conversations with your manager

Update• Schedule regular meetings to check-in on your development plan

with your manager

• Track your progress and adjust your plan regularly

2.2 Build Your Development Plan

Watch our videos: Put Your

Foot on the Career Gas

Pedal and Good Idea?

Bad Idea?

Step 2: Be Excellent in Your Role

12

Getting the right mix of developmentDevelopment is about the right mix of three different elements. In the

Rogers curriculum guide we introduce you to the 70-20-10 approach.

70%EXPERIENCES

• Seek a job rotation or stretch assignment

• Lead or sponsor a meeting that tackles issues facing teams within your business

• Manage project implementation and execute on budget and resources

• Gain experience developing an end to end business case

• Join a cross-functional project team and collaborate

• Research new and emerging technologies, trends and share your learning with others

• Build business acumen through ELT Town Halls, Quarterly Results and Investor calls

• Participate in Walk A Mile

• Look for opportunities to improve the customer experience and operational performance

• Lead a complex customer interactions

• Incorporate customer feedback in your work or projects

• Get involved in budget accountability

• Consult our Values to consider on-the job experience opportunities

10%TRAINING

• Enhance technical skills with Rogers technical training programs

• Complete E-Learning modules (e.g. Harvard ManageMentor (HMM)) and attend webinars

• Consult the All Things Training & Development Guide for training opportunities

• Leverage the 30,000 books in text and audio available in FastTrack e-learning library

• Other learnings that build present or future skill requirements

Q

20%RELATIONSHIPS

• Network and collaborate across business units

• Build trust through open and honest dialogue

• Mentor a new team member or employee

• Engage in a coaching conversations, join the Coach Matching Program

• Join a Rogers committee, on-line community and present the cause or ideas to other groups

• Solicit feedback from your manager, peers, and collaborators

• Identify and celebrate the contributions of your colleagues to the success of the team

• Manage customer relationships

I d

http://www.rogerszone.com/En/MyCompany/WhatsNew/Pages/20151130-curriculum-guide-.aspx

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Playing your partSuccess in your career begins with meaningful awareness of your key

strengths and passions. Consider your strengths when identifying areas of

development, and how this relate to your career aspirations and business

objectives. Think about your development as a mix of on the job experience,

relationship building and training.

Your Role• Own and actively manage your career and development plan with

your manager throughout the year

• Ensure you are achieving and maintaining a high level of performance

in your current role

• Continue learning and seek out ways to increase your skills

Your Manager’s Role• Assess your capabilities and performance in your current role and provide feedback

• Support your development for high performance in your current role and level

• Ensure that your development plan is focused, actionable, and aligned to busi-

ness goals and review it at least twice a year

Rogers Role• Provide you tools and resources to support development planning

• Share information about and give access to opportunities across the company

Your HR Business Partner

can also help!

Your HR Business Partner

will assist you and your

manager with resources

and support.

14

1 Access your Development Profile

• Log into SuccessFactors through myHR

• Click on the “Home” drop down and select

“Employee File”

• Click on the drop down “Public Profile” and

select “Development Profile”

2 Complete your Development Profile

• Starting with your Work Experience through to Development Opportunities, complete all fields

within your profile

• To edit each section, select “Edit” on the right

hand side with the “plus” icon now apprearing

on the right hand side

• Save each section as you move through the profile

• Each section will be important for your thought

process, as well as, for your manager and HR to

know your skills, abilities and career aspirations

• When applying to internal career opportunities,

the following sections of the Development

Profile are mandatory:

• Career Aspirations

• Key Strengths

• Key Development Opportunites

3 Create your Development Objectives

• Select the “Click here” hyperlink within the

“Development Objectives” section.

• A new window/tab will open and bring you

to the “Development Plan”

• See next page for further details

SuccessFactors – step by step guide

1

1

2

3

2

3


15

objective links to most appropriately.

• Complete “Whose support do I need” –

this may be your manager, coach, team etc.

• If you would like to add specific activities to your

objective, click “Add Development Activity” to

open a new window – this provides a selection of

Development Activities available at Rogers.

5 Adding a Development activity

• Select either the “Custom Development Activity”

to create your own activity option or “Select from

Learning Catalog” to select an activity from the

Learning Catalog

• Select the Relevant Competency

• Complete the relevant fields

• Click Save & Close

4 Create new Development Objectives

• Click “Add New” icon on the top right hand side

of the “2016 Development Plan” homepage

• Select “Create a New Development Objective”

• A new pop up window appears called “Add Development Objective”

• Add text to the open fields “Development Objective” and “Measure of Success”

• Enter in the Start date and the Due date you

would like to complete this objective

• Enter the current Status of the objective

• Using the drop down, complete the “Aligns to”

field – highlight which category the development

Objective links to most appropriately.

• Using the drop down, complete the “Rogers value”

field – highlight which Rogers value the development

Track your progress regularly

so you don’t lose momentum!

Seek feedback and review/

adjust your development

plan as necessary against

your development needs.

5

4

See Appendix for an example Development Plan with Development Objectives

SuccessFactors – step by step guide


16

Manager’s role• Review the employee’s most recent

performance appraisal (if applicable) and goals

• Think about resources and opportunities

that might provide development for

the employee

• Think about how the employee’s strengths

and passion can be best leveraged

• Help the employee think through the

plan based on what the manager knows

about Rogers priorities, the

business units and departments direction,

and the employee’s skills

• Clarify what should be included in the

refined development plan and how it will

be supported

• Schedule the first check-in when the employee

will meet with the manager to check progress

• Secure resources or opportunities to

accomplish your goals (training, new

assignments, people to contact)

• Check-in informally on a regular basis to

track the progress

• Hold regular meetings with the employee

to track progress and coach as necessary

Employee’s role• Review most recent feedback from different

sources (manager, peers, performance

review, etc.) and goals for this year

• Think about development opportunities

and development goals

• Prepare to lead the discussion – this is

the employee’s development plan

• Provide an overview of thoughts for each

section of the development plan and

share how the ideas arrived at

• Invite the manager to share his or her

perspective as moving to each section

and come to agreement about what will

be incorporated into the plan

• Set a time to get the refined development

plan back to the manager and schedule

a time for the first check-in

• Update the development plan

in SuccessFactors

• Act on the plan and take ownership

of your development

• Hold regular meetings (i.e. monthly or

quarterly) with your manager to track

progress and make updates as necessary

A development conversation is a discussion between you and

your manager to help you think about your strengths, your

development opportunities and interests in the context of your

development options, goals, and plans to achieve them. Devel-

opment conversations are future focused. To build the right plan,

you and your manager must have a common view of the goals.

Check out our

videos on How to

Have a Development

Conversation on

Rogers Zone!

PREPARE

MEET

FOLLOW- UP


2.3 Talk about it: Prepare – Meet – Follow-upGrow your career one conversation at a time

http://www.rogerszone.com/En/MyCompany/WhatsNew/Pages/20151130-curriculum-guide-.aspx

17

Employee

1. Be Prepared • Think about your strengths and development

opportunities and what should go in to your

development plan before the meeting

• Consider your Know Your Strengths

Career Self-Assessment and and the Know Your

Relationships Self-Assessment.

• Take some time to consider what you want out of

the conversation. You don’t have to be changing

roles to create and discuss a development

plan - it is about deepening your expertise and

knowledge in your current role.

2. Set the Agenda Provide a clear reason for the meeting, and start the

conversation with your objectives in mind.

Examples of how to open the conversation• I’d like to meet with you to receive feedback on

my strengths and areas of development.

• I’d like to collect your feedback on my

development plan and the development

objectives I have created.

Manager

1. Prepare for the Conversation • Review your employee’s development plan and

come up with a few questions or topics you’d like

to discuss.

• Be aware of development activities and resources

available for your employees.

• Consider the 70/20/10 development philosophy.

• Consider some of the key experiences you

have gained in your career that can help your

employee align their development plan.

Helpful hints:• Review your employee’s career assessments.

• Think about your employee’s strengths and

development areas.

• Consider informal and formal feedback you have

provided in the past.

• Ask your employee would like to share their

career assessment results with you to aid the

discussion.

2. Set the Agenda Allow your employee to lead the discussion and

set the purpose of the meeting. Be supportive and

ready to engage in a discussion

Helpful hints:• Let your employee know that you’re available to

discuss their development plan when they’re ready

• Suggest setting aside time to discuss the

development plan at your next one-on-one meeting.


5 Tips for having a development conversation

18

Employee

3. Ask for Feedback The best feedback is honest and specific.

Honest discussion is important for future growth.

• Ask questions to better understand the feedback

• Listen actively to ensure you understand the

message and how you can use the feedback to

influence your development plan.

Examples of questions to ask your Manager:• What is your feedback on my development plan

and my current performance?”

• “What areas do I need to focus on to achieve my

development goals?”

4. Discuss an Action Plan This part of the discussion focuses on taking the

next step. What actions can you take to execute

on your development objectives. Ask for what

you need (resources, time, more feedback,

development opportunities).

Examples of questions to ask your Manager:• Do you have any suggestions on the next steps or

actions I need to take to be successful?

• Do the dates I am recommending seem feasible

in light of our business objectives?

5. Commit to an Action Plan Before the conversation is over, set clear

expectations, standards and timelines. Follow-

up and revise your Development Plan based on

the discussion. Schedule regular meetings with

your manager to stay on track. REMEMBER to set SMART objectives.

Manager

3. Provide Feedback• Discuss your employee’s strengths, development

objectives and career goals.

• Provide feedback that is clear and based on

observed behaviours; generalizations and vague

comments have less impact.

• Ask open-ended questions to better understand

your employee’s perspective – adopt a “coach

approach”.

Leading questions for providing feedback:• How do you want to use your strengths to grow in

your current role?

• Where do you see areas to be even more effective in

your current role and future roles?

4. Discuss an Action Plan This part of the discussion focuses on taking the

next step. What actions need to be taken to execute

on the development plan and development goals.

Ask what is needed to be successful (resources,

time, more feedback, development opportunities).

Leading questions:• What steps will you take to achieve your

development objectives?

• What resources do you need to achieve

your objectives?

• How can I support you?

5. Commit to an Action Plan Be sure the plan is completed in SuccessFactors and your objectives are SMART (specific, measurable, achievable, relevant, and time-bound). Review accomplishments and above all recognize and acknowledge successes.


5 Tips for having a development conversation

19

Step 3: Build Your Career

It is about bringing WHO you are to WHAT you do and HOW you do it.

Your brand is defined by the personal values you hold, formed through

the lessons you have learned from your experiences, and how you

communicate it through words and actions. It is about bringing who you

are to what you do and how you do it. It is your opportunity to make your

mark by being your best self.

Rogers provides challenging on-the-job experiences, supported by

training and development, to enable you to begin building your personal

brand and what you want to accomplish with Rogers.

Success in your career begins with knowing your strengths and passions

and using them to be successful in you current role and to identify future

career opportunities across the company.

3.1 Build Your Personal Brand

Connect with the

development resources

on MyDevelopment

Hub, to build upon your

strengths and passions

and support your

development planning.

20


Sharing information and building your professional network helps

broaden your experience and exposure to our business and our

people, and helps you build a rewarding career at Rogers.

To cultivate your network, make a habit of some simple actions—be

curious about others, network across our lines of business, participate

in our on-line communities and the many groups and events we have

to offer.

View all work relationships as resources for learning and development!

3.2 Build Your Network

Remember that relationship building represents 20% of our

development philosophy!

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We are deeply committed to partnering with you in your career and

development. We believe career development is shared responsibility

between the employee, the manager and the company.

Success in your career begins with knowing your strengths and

passions and using them to be successful in your current role and to

identify future career opportunities across the company.

As you manage your career, you will:

• Discover your interests and values

• Develop new skills in light of what you need now and what skills

you will need in the future

• Forge relationships and build your network within Rogers and

our industry

• Seek meaningful and satisfying work that moves you forward

and builds your personal brand.


3.3 Build Your Career

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Growing your development forward

Growing in Place• Perform and excel in your current role

• Develop new skills and abilities in your current role

Moving Across• Expand your professional network

• Look for assignments with similar responsibilities that

allow you to develop new skills and abilities

• Learn about another function, product, or line of business

Moving Up• Take on more responsibility

• Be accountable for a workgroup or project

• Provide greater input on the organization’s direction

Understand your development options

Remember: development

starts by growing in your

current role. This playbook

does more - it helps you to

build your development

plan to be strong in your

current role and prepare you

for your next opportunities.

23

Appendix

24

1. Simplify and innovate… because if you’re not constantly getting better, you’re falling behind.

What it means:• Bring new ideas and approaches, appropriate to the business

• Believe in continuous improvement and innovation in

everything we do

• Embrace change

• Be open to innovation and take intelligent, calculated risks to

create value

Example of on-the-job (70 of the 70-20-10) experiences to develop your values

Developing your values

Simplify and innovate

Take ownership of the what and the how

Equip people to succeed

Execute with discipline and pride

Talk straight, build trust and over deliver

Level 1: Leading Self

Demonstrates a commitment to quality

• Looks for ways to simplify and improve our products and services, and do things better

• Is open to new ideas and helps bring them to life

• Turns problems upside down to get at the root and find the solution

• Shares solutions to problems with others

• Seeks to understand change and embraces it as a natural course of business

• Learns from mistakes


Demonstrates a commitment to quality

• Look back on your reaction to the most recent change in the workplace. Identify areas of improvement and where you had success.

• Join a project group focused on a key change initiative and volunteer to present the idea to others at Rogers.

• Ask your manager for the opportunity to provide your opinion or feedback on an important team decision. Brainstorm options and provide reasoning for selecting the best opinion.

• Identify individuals across Rogers that have an impact on your team or department’s objectives and create a plan to reach out and network with them.

• Look over materials from workshops, training seminars, or conferences and identify new ways to use them in your role.

Level 2: Leading Others

Demonstrates a continuous improvement mindset

• Improves processes and practices by making them simpler and more efficient

• Seeks out and implements best practices; learns from the best

• Develops and builds on others’ suggestions and ideas that lead to new approaches and improvements for others

• Learns from failure and builds this learning into the organization

• Gives every idea “five minutes of life”

• Embraces and manages change that improves the performance of the team


Demonstrates a continuous improvement mindset

• Assist a colleague or direct report with the creation of a communication plan for an innovation initiative.

• Lead your team through a discussion of a future change initiative and the barriers that they will need to overcome to be effective.

• Create time during the next team meeting to lead a brainstorming session on methods of improving team performance and processes, then follow up on agreed-upon changes to ensure they are successful.

• Prepare a vision statement for a change that can improve your team’s work process and present it to your director and direct reports.

• Volunteer to join a committee working on a change initiative and present the cause or ideas to other groups.

Level 3: Leading Managers

Pushes the envelope on products and services

• Champions change and the ongoing spirit of product and service innovation across the organization

• Demonstrates deep knowledge of the industry

• Looking 1-2 years ahead, identifies opportunities for increasing revenues, reducing costs, building market share, etc.

• Thinks like a trailblazer – takes intelligent, calculated and prudent risks that demonstrate results for the business

• Innovates to create value and to make the customer experience easier

Level 3+4: Leading Managers+

Pushes the envelope on products and services and creates the culture for innovation to flourish

• Take on a tough and highly challenging project that others have failed to overcome.

• Build a multifunctional project team to focus on tackling a common Rogers business issue.

• Research new and emerging technologies that may positively impact your business unit and investigate by getting hands-on experience whether it is feasible to adopt at Rogers.

• Lead a change in your team’s work process and provide opportunity for one-on-one conversations to follow up on their progress.

• Assist someone who is leading a change initiative at Rogers and incorporate any key learnings into your team’s next initiative.

Level 4: Leading the Business

Creates the culture for innovation to flourish

• Creates an environment where people feel compelled to bring new ideas forward and embrace change and creates the culture for innovation to flourish

• Shakes things up, champions innovative approaches (e.g., new business model, services) to maximize business impact and simplify/enhance the customer experience

• Capitalizes on new and emerging business opportunities, looking 3 years ahead, even in the face of uncertainty

• Celebrates innovation and communicates our tolerance for risk

• Sponsors and grows leading edge practices at all levels

25

2. Take ownership of the what and the how… because how you work is just as important as what you deliver.

What it means:• Work relentlessly to understand the customer (external and internal)

and provide a positive customer experience

• Take personal responsibility for providing true value to customers

and exceeding their expectations

• Act in the customer’s best interests, is an advocate for the customer









Delivers on the customer experience

• Provides a great customer experience

• Responds to customers with confidence and a sense of urgency

• Owns the customer experience; clears roadblocks and resolves problems, seeing them through to resolution

• Keeps customers and others informed, involved and up-to-date

• Looks for opportunities to improve the customer experience

• Does what’s best for the customer – goes the extra mile, anticipates their needs and adds value

• Delivers what was promised

• “Goes to bat” for the customer – speaks up on their behalf


Delivers on the customer experience

• Brainstorm an idea to improve customer experience and conduct an ROI analysis to present to your peers and manager.

• Ask for direct feedback from your customer group about how you can improve their experience and incorporate key learnings into your work processes.

• Schedule a one-on-one meeting with a few of your customers and present the key findings to your manager and team.

• Be a first adopter of a Rogers product or service and provide and consider the customers experience when providing feedback to the project team.

• Volunteer to lead a response to a customer’s complaint or concern and see it through resolution.


Starts from the customer perspective in decision making

• Looks at operations and pro-cesses through the eyes of the customer, and identifies how to make the experience better

• Makes it easy for employees to deliver quality products, solutions and services

• Brings the customer perspective into the conversation at every opportunity

• Seeks input from customers and acts on opportunities to improve their experience and provide value

• Recognizes those who exceed customer expectations

• Acts as a strong advocate for the customer


Starts from the customer perspective in decision making

• Develop a small network of people across Rogers to discuss ways to improve the quality of service to your customer group.

• At team meetings consider the perspective of the customer and ensure their voice is heard when making team and service decisions.

• Reach out to customer groups and your direct reports for feedback on customer experience and incorporate the feedback into your future projects.

• Take the opportunity to recognize direct reports or peers who exceed customer expectations and advocate for the customer.

• Create opportunities for your direct reports to discuss the feedback they are getting from customer groups and ensure there is time to discuss it as a group.


Aligns systems to deliver excellence for the customer

• Removes barriers that get in the way of adding value to the customer experience

• Has a deep understanding of the market and translates Rogers customer service strategy into tangible business plans

• Ensures internal policies and practices facilitate and enhance the customer experience

• Identifies opportunities across the business to deliver better quality and value to the customer


Aligns systems to deliver excellence and creates strategies to instill customer loyalty

• Invite a customer facing group to join your next team meeting and discuss challenges you both face and solutions that enhance the customer experience.

• Identify elements in the experience of your customers (internal or external) that support or undercut the Rogers 3.0 strategy and propose solutions to your direct reports for feedback.

• Research the current trends in the consumer marketplace and present your findings to your direct reports to ensure they have an up-to-date understanding of Rogers customers.

• Discuss with your direct reports the barriers they face to provide an excellent customer experience and actively work to remove them.

• Collaborate with other leaders to discuss internal processes and how they can be improved to provide a better customer experience.


Creates strategies to instill customer loyalty

• Establishes a value mindset across the organization to drive customer loyalty

• Understands the customer perspective – gets personally involved in the customer experience

• Creates strategies that elevate the reputation of the brand within the customer community (e.g., stakeholders)

• Scans the external environment to identify emerging customer needs and builds a strategy to meet those needs

• Acts as a champion for the customer across the company

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3. Equip people to succeed…because if great talent isn’t being nurtured and supported, it’s being wasted.

What it means:• Empower others and develop them to be the best they can be

• Ensure people have the tools and resources to grow and succeed

• Create a culture of continuous learning and high performance

• Identify and invest in top talent

• Continually learn and grow as a leader









Pushes self to grow

• Knows personal strengths and development needs, and takes ownership for own development

• Is aware of own development needs and puts a plan in place to address them

• Seeks honest feedback and coaching from others

• Seizes opportunities to work “at the edge” and challenge oneself

• Aspires to excellence; seeks opportunities to develop and stretch

• Seeks out and uses tools to enhance personal effectiveness

• Supports the growth of others; willingly shares knowledge and expertise

• Learns from others with diverse backgrounds valuing individual differences


Pushes self to grow

• Take the opportunity to identify and celebrate the contributions of your colleagues to the success of the team and department.

• Assist a peer in the development of their career plan and show them how to access resources for development conversations and meeting in a box.

• Practice active listening and provide feedback and support to a peer.

• Observe and learn from a Rogers colleague who exemplifies Rogers values and has the ability to influence others within the company culture and environment.

• Familiarize yourself with the leadership skills required to be a leader at Rogers and reflect why they are important for 3.0 success.


Pushes others to grow

• Works to get the team the resources and tools they need to deliver results

• Makes sure people understand what’s expected and how they’re performing

• Collaborates on development plans to address strengths and development needs

• Coaches individuals and the team to help them achieve their full potential

• Creates an environment where mistakes are considered as opportunities for learning

• Encourages people to work outside of their comfort zone (e.g., new roles, challenging projects) for development, and sets them up for success

• Knows people’s aspirations and holds career discussions to support their growth

• Puts plans in place when performance has fallen off track

• Seeks stretch opportunities to continually develop oneself as a people leader

• Builds and engages diverse teams


Pushes others to grow

• Provide an opportunity at the next team meeting for each team member to discuss a challenge they are currently facing and open up the floor for potential solutions from other members.

• Identify opportunities for your direct reports to participate in cross-functional teams to gain knowledge on best practices and test assumptions about the business by learning more about other areas of Rogers.

• Become a buddy for a new manager and help them become familiarized with Rogers 3.0 and offer to provide feedback as they develop their leadership skills.

• Prepare for and schedule development conversations with your direct reports and offer to provide feedback on their contribution to Rogers 3.0 and what is expected of them

• Identify a team initiative that is off track and check in with direct reports for feedback on how to communicate and collaborate more effectively.


Facilitates growth of Rogers talent

• Demands performance excellence across the business

• Formalizes learning opportunities (i.e., networks, associate programs) to broaden people’s experience

• Makes resources and tools available where needed to improve individual and business performance

• Coaches and develops team leadership capabilities in others

• Encourages people movement across Rogers to support individuals’ growth

• Identifies and invests in top talent, putting plans in place for their development

• Acquires, grows and leverages a diverse talent pool across the organization

• Seeks opportunities to develop as a leader of the company


Facilitates growth of Rogers talent and drives a high performance culture

• Provide a high potential employee the opportunity to have complete responsibility and accountability for a high-profile project from beginning to end.

• Form a group with peers to discuss successful and unsuccessful leadership tactics at Rogers and how you can improve your teams effectiveness using Rogers Core Values as a guide.

• Work with your team to identify and analyze the underlying cause of a systemic issue and delegate the task of implementing the solution they come up with.

• Support a project in another team as a project sponsor and provide them with support and guidance.

• Prepare meeting times to address the development of top talent with your direct reports, ensure they are receiving the resources and support needed to grow in their role and for the future.


Drives a high performance culture

• Makes people development a strategic priority for the organization

• Drives a culture of high performance and continuous learning

• Identifies and removes barriers to developing diverse teams across the organization

• Ensures people practices and processes build Rogers long-term talent needs

• Knows and grows top talent across the business

• Acts as a role model for continuous learning

• Allocates corporate resources to ensure the business has what it needs to perform

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4. Execute with discipline and pride… because it’s not about how hard we try. It’s what we achieve that matters.

What it means:• Know the business of Rogers and its full portfolio of assets

• Take ownership and do what’s right for the business

• Strive to be the market leader in all we do

• Build and execute effective work plans to deliver value and

achieve results

• Live the Rogers Core values, bringing them to life









Excels in the job

• Understands the role and the business, can speak about the range of Rogers products, services, assets

• Exercises good business judgment in day-to-day actions and decisions

• Relentlessly focuses on the right things

• Perseveres in the face of challenges; owns a problem from beginning to end

• Delivers on commitments• Shows passion for Rogers and

takes pride in one’s work


Excels in the job

• Identify Rogers Leaders who are outstanding achievers and adopt strategies for success that would be useful in your team.

• Create a list ranking the tasks and projects with upcoming due date in terms of priority and analyze which should be your focus to maximize performance and results.

• Share project and process successes with your peers and manager to improve your teams effectiveness in the short and long term.

• When you advocate a course of action in your next project or team meeting, express recommendations in terms of Rogers core values.

• Network and collaborate with members of other business units to discover how your teams are linked financially and functionally.


Exercises sound business judgment

• Knows the market and understands how Rogers competes

• Moves beyond gut instinct, using facts to build new perspectives and thinking

• Uses data to build the business case and make decisions

• Identifies risks to goal achievement, and makes adjustments as required

• Takes responsibility for personal and team results

• Holds the team accountable for delivering on commitments and resolving customer issues

• Challenges others to live the Rogers beliefs

• Plans and implements actions with discipline and foresight, keeping the bigger picture in mind

• Builds and engages diverse teams


Exercises sound business judgment

• Provide an opportunity at the next team meeting for each team member to discuss a challenge they are currently facing and open up the floor for potential solutions from other members.

• Identify opportunities for your direct reports to participate in cross-functional teams to gain knowledge on best practices and test assumptions about the business by learning more about other areas of Rogers.

• Become a buddy for a new manager and help them become familiarized with Rogers 3.0 and offer to provide feedback as they develop their leadership skills.

• Prepare for and schedule development conversations with your direct reports and offer to provide feedback on their contribution to Rogers 3.0 and what is expected of them

• Identify a team initiative that is off track and check in with direct reports for feedback on how to communicate and collaborate more effectively.


Executes bold decisions to win in the market

• Sets goals that are aligned with the business strategy, thinking 1-2 years ahead

• Implements bold plans to win in the market based on strategic insight, explicitly considering costs versus benefits

• Has the foresight and courage to implement tough business decisions that may be unpopular

• Takes decisive action when appropriate – moving on decisions with agility and speed

• Develops efficient plans to execute on complex initiatives

• Shows a high degree of tenacity in doing what’s right for the business

• Takes responsibility for team and organizational results

• Makes decisions and implements with the broader organization in mind, considering the impact and implications

• Makes sacrifices in one’s own area for the long-term good of the organization


Facilitates growth of Rogers talent and drives a high performance culture

• Provide a high potential employee the opportunity to have complete responsibility and accountability for a high-profile project from beginning to end.

• Form a group with peers to discuss successful and unsuccessful leadership tactics at Rogers and how you can improve your teams effectiveness using Rogers Core Values as a guide.

• Work with your team to identify and analyze the underlying cause of a systemic issue and delegate the task of implementing the solution they come up with.

• Support a project in another team as a project sponsor and provide them with support and guidance.

• Prepare meeting times to address the development of top talent with your direct reports, ensure they are receiving the resources and support needed to grow in their role and for the future.


Sets the long-term strategic direction

• Sets the strategic direction for the company, businesses and/or area of responsibility looking 3 years ahead

• Has a deep understanding of the sector

• Uses strategic insight to identify key market trends and opportunities to bring competitive edge to Rogers

• Considers the impact of decisions across the organization and sector

• Ignites passion and optimism in others for what lies ahead for Rogers

• Holds themselves and others to the highest standard in living the Rogers Core values

• Builds a culture of ownership and accountability

• Speaks passionately to excite and engage employees and instil a sense of pride in Rogers

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5. Talk straight, build trust and over deliver… because great teams are built on honesty and faith in each other. When we have that, we have everything we need to win.

What it means:• Build trust by being honest and transparent in communications

• Seek and be open to diverse perspectives, opinions and ideas

• Honour commitments and exceed expectations

• Work collaboratively within and across groups to achieve Rogers

goals and objectives

• Know how to navigate the organization to get things done









Is a good team player

• Is open and honest in all com-munications, says what’s on their mind, candidly and with respect

• Values others, shows empathy, is considerate of others’ feelings

• Demonstrates genuine interest in what others have to say

• Is highly resourceful – knows how to get things done

• Asks questions when something doesn’t feel right

• Acts as an effective team player and works cooperatively with other groups

• Understands own and others’ roles and accountabilities within and across teams

• Shares information openly and proactively

• Trusts that others will deliver on their commitments


Is a good team player

• Raise some constructive criticism to a proposal during your next team meeting when appropriate so that the team has a chance to discuss and con-sider the options.

• Be proactive and predict when you will be unable to meet a task or project delivery date and create a secondary action plan to deliver on the original task/project that you can share with your manager or team.

• Reflect on how you communicate your deliverables to your manager and team and identify ways to better articulate your challenges and progress.

• Ask your manager for the opportunity to participate in a cross-functional project team at Rogers to better understand how different areas of the business function and interact.

• Offer to be a mentor and buddy to a new employee at Rogers.


Builds trust within and beyond the team

• Builds trust within the team through open and honest dialogue, even when it’s difficult

• Initiates courageous conversations when needed

• Keeps the message clear and simple • Role models the One Rogers mindset

by speaking positively about others when they’re not in the room

• Keeps others in the know, reducing ambiguity for people

• Broadens peoples’ understanding of how the work happens outside their area

• Proactively builds a strong internal network to deliver results

• Works effectively within the organi-zation – is able to influence without authority and get others on board

• Promotes the sharing of information and best practices

• Shares resources with other teams


Builds trust within and beyond the team

• Lead or sponsor a meeting that tackles issues facing multiple teams across Rogers.

• Ensure there is weekly time to provide updates on team initiatives and for your direct reports to openly brainstorm solutions to the challenges they face.

• Ensure there is time in each team meeting to discuss and reflect on current news regarding Rogers as a group.

• Keep track of commitments and promised deliverables made during meetings and follow-up on what was delivered and how the team was impacted if the deadline was missed. Provide the same opportunity for your direct reports during one-on-ones.

• At your next team meeting, make some time to openly discuss the different styles of your direct reports and ways that you can improve communi-cation in your team.


Brings groups together

• Sustains a culture of inclusion, trust, open and direct communication

• Tells the truth, providing an accurate view of the business

• Uses plain language to communicate big ideas, issues or problems

• Invites “straight-talk” about the business, maintaining composure when it’s tough to hear

• Leverages talent, assets and opportunities across brands, functions, businesses

• Seeks out and taps into expertise, making the best use of what people have to offer

• Brings groups together to make key decisions and build integrated solutions

• Supports cross-organizational analysis and resolution of problems/decisions


Brings groups together and sets the long-term strategic direction

• Create opportunities for your direct reports to voice their concerns and questions about the strategic vision of the team and how it aligns with Rogers 3.0. Ensure any commitments to change are met going forward.

• Share key learnings from your team’s recent projects with another team at Rogers and be open about challenges you faced and solutions to key issues.

• Create a meeting with your key stakeholder groups to discuss their current challenges and concerns for the future to gain insight on their perspective.

• Identify and analyze a key issue impacting multiple teams across Rogers, lead a team that is focused on tackling the issue and communicate accountabilities for ensuring the success of the solution.

• Create time in meetings to discuss areas the team can improve performance based on a Rogers 3.0 principle and brainstorm ways everyone can contribute to it’s success.


Fosters a culture of trust and collaboration

• Fosters and sustains a culture of inclusion, trust, open and direct communication up, down and across the organization

• Openly and frequently communicates an inspiring message in clear and meaningful terms

• Acknowledges people for engaging in open and sometimes difficult conversations about the business

• Puts systems and structures in place that foster alignment and collaboration across groups

• Encourages and holds people accountable for the broad sharing of ideas and approaches across all Rogers businesses and functions

• Shows unwavering commitment to the full strategic plan, beyond one’s own portfolio

• Identifies when collaboration at business or company level can achieve better outcomes

• Brings people together at the company level – is a “connector”

• Makes time to celebrate shared business success

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Development Plan - Sample 1

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Development Plan - Sample 2

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Development FAQs1. Who is responsible for my Development Plan?Employees are ultimately responsible for their own personal development. This includes setting career objectives, working with their managers to develop a plan and pursuing learning opportunities to achieve their goals. Managers assist employees in setting objectives for their current position, as well as in developing skills and knowledge for future positions.

2. What does the career assessment tell me about myself?The Know Your Strengths: Career Self-Assessment is designed to assess your personal styles and preferences. It provides a description of your natural way of approaching tasks, working with people, solving problems, adapting to change and managing stress. Remember that high scores are not necessarily good and low scores are not necessarily bad. In combination, your personal preferenc es allow you to make a prediction about identifying areas of focus for your ongoing development.

The Know Your Relationships Self-Assessment is designed to help you better know your self, by giving you information about your preferences for working with others.

3. When and how will I get my career assessment results?Your report will be automatically emailed to you as soon as you complete and successfully submit your questionnaire. Please note that you are required to answer all the questions in the survey in order for it to be successfully submitted.

4. I am having difficulty accessing the career assessment link? What can I do?For technical assistance with the assessments, contact: Psychometrics Canada in English or French, please call 1-800-661-5158 select “0”: Mon-Fri, 8am-4.30pm MST. Alternatively, please email [email protected] for technical support 7 days a week.

5. Are Development Plans the same as my Business Objectives?• Development Plans are different from

Business Objectives, yet are linked to support your growth to achieve your business objectives

• Business Objectives are what a company expects you to accomplish throughout the year. Business owners outline their business objectives in their business plans. These business objectives might pertain to the company as a whole, departments, employees, customers and even marketing efforts. Development Objectives are created to support you in developing your career goals and aspirations and help you to meet your business objectives.

6. I already completed my Development Objectives in my own template – do I need to add them to SuccessFactors?• Yes, you will need to add them to SuccessFactors.

SuccessFactors has the ability to ensure that we have a standard process across the organization. As well, parts of your Development Profile, items such as your career aspirations, strengths/development opportunities, development objectives and managers comments will be linked to other growth opportunities within your career path.

• For certain levels, employees’ Development Plans may be used for talent management discussions.

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Development FAQs7. Who can view my Development Plan? You, your manager and HR Business Partner can view your Development Plan to enable meaningful, ongoing conversations about how you can grow and develop in your current role and consider future career opportunities.

8. Do my Development Objectives stop at the end of the year?Development Plans will stop and start on year end. If you have any goals that will transfer from one year to the next, when creating new development objectives select Add New Copy From Other Development Objective Plan. This will import in any former objectives.

9. Where do I find learning resources to add to my Development Objectives?• Head to myHR and using the dropdown menu on

the right hand side, select “SuccessFactors,” next select the drop down menu on the top left and select “Learning” (formerly known as Fasttrack).

• For general Learning information, check out “My Learning” on Rogers Zone.

• If you are outside the Rogers Network, log in to Fasttrack from www.rogersfasttrack.com. If prompted for a username and password, you will need to enter your LAN credentials (LAN ID and password).

• Visit HMM for on-line learning opportunities.

10. How often should I update my Development Objectives?The development process occurs annually, however, you are encouraged to update your Development Plans throughout the year. It is important that they stay relevant all year long.

11. Who can help me create Development Objectives? Your manager and your HR Business Partner

are great resources to help you create your Development Objectives. Additional resources are provided in this guide.

12. I am having issues with SuccessFactors, who do I contact?Contact myHR through online chat, through email [email protected] or call 1-877-935-7577.

13. How does a development plan benefit me?• Development plans are about you and your

career. The Development Planning Process will help you to grow within your current role and identify future career opportunities.

• In order to achieve your career goals it is important to identify specific development activities that will support you in the direction you need.

• Personal development it is a combination of development activities that can help you meet or exceed a business goal or it can also be a goal for a role you are aspiring to.

14. How do I find out what my strengths are?You will deliver your best efforts and make better career decisions when you know what your strengths and development opportunities are. Consider the Know Your Strengths: Career self-assessment to help you assess your strengths and development opportunities. Solicit and gather feedback from others (peers, colleagues, manager) to help identify areas for development.

15. What is a SMART objective?Specific: What are you going to do.Measurement: Concrete details about what is to be measured as complete or incomplete.Achievable: Challenging, but attainable. Can it be done it the time frame you have chosen.Relevant: The objective ties in to career aspirations and building skills & knowledge in your current role.

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Time-Bound: Specific time frames, buy what date. Writing SMART Objectives:• Don’t be vague• Use verbs to write your goals• Development objectives should be tied

to Rogers ValuesSpecific: Can you describe what you are going to do? Which of 5 Rogers Values does this support?• Give details — there is a greater chance of

objective being accomplishedMeasurable: Is it measurable?• Concrete details about what is to be measured

as completed vs. uncompletedAchievable: Can it be done in the timeframe suggested?• Challenging and attainableRelevant: Will this objective lead to the desired result?• Tie into your key goals and responsibilitiesTime-Bound: When will we accomplish/ complete this objective?• Specific timeframes - by what date

16. How many activities should I have in my Development Plan?• 2 -3 activities are recommended to start.• Align different types that compliment or

support each other whenever possible• Example: on-the-job training to apply the skill

and formal training to learn the content 17. How do I choose a development activity?• Complete the Know Your Strengths Career Self-

Assessment to consider your strengths, passions and the development opportunities within your present role.

• Complete the Know Your Relationships Self Assessment tool for further insights about building relationships.

• Review the Development Planning Playbook tips on how to create a SMART development objective that aligns to the Rogers Values.

• Solicit feedback on development activities from your manager or your colleagues/peers

• Have a development conversation with your manager.

• Think about the 70% on the job experience/20% Building Relationships/10% Training approach to choosing a development activity.

• Update your development plan with activities, then discuss with your manager if they best support your career objectives and the needs of the business.

18. What is the 70%/20%/10% approach to development?Experience – 70%: • Building relationships between teams,

and leaders• Getting involved in budget accountability• Managing Customer Relationships• Participating in job rotations or shadowing• Facilitating a course or business process session• Gathering feedback• Creating sales and business accountability• Researching potential new products/services• Taking on an enterprise influence role• Becoming a member or chair of a committee

or project team• Moving from an SME to a line function• Leading a team• Making a deliberate move to gain critical

experiences

Relationships – 20%: • Networking with peers across lines of business• Participating in online communities

(Community of Practice, discussion boards, etc.)• Running for a position in a professional

association or volunteer organization• Nurturing other relationships

(e.g. existing network)• Mentoring• Coaching for development• Speaking/presenting at a meeting

or conference• Welcoming ongoing support and feedback

from immediate leader or peers• Feedback from manager, peers, business partners

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Training – 10%: • Formal training sessions• Webinars• Book/newspapers/online articles/industry

specific research papers and publications• Case studies/action learning• Online courses/programs (e.g. Harvard

ManageMentor, Fast Track), e-learning• Other learning solutions

19. How do I get more 70% development opportunities?The most impactful learning happens on-the-job. Maximize those learnings and look for targeted assignments that will grow and stretch you in the right direction. Consider development such as: • Lead a group of less experienced people• Do a competitive analysis • Post-mortem on a delivered project• Present findings to people who need

the information• Work on a process simplification team• Take on new responsibilities, roles or

challenges added to current role• Building relationships between teams,

key leaders• Manage a Customer Relationship• Participate in job rotations or shadowing• Facilitating a meeting or information session• Gather feedback and share feedback• Researching potential new products/services/

best practices• Become a member of a committee

or project team• Make a deliberate change to gain

critical experiences• Coaching a new team member

20. I like my job, I don’t want to move to another role – why should I do a Development Plan?Your Development Plan is an on-going discussion about building on your strengths and deepening your knowledge. You don’t have to be leaving your current role to continue learning and deepening your knowledge. 21. Who can help me create development activities?Start with the Development Planning Playbook - Driving Your Career at Rogers, it is located on the MyDevelopment Hub. It has examples of completed development plans and explains the linkages to our Rogers Values. Your manager and your HR Business Partner are great resources to help you create your Development Objectives.

22. How do I prepare to Talk About It?• Review recent feedback from different sources

(manager, peers, performance reviews, etc.).• Think about your strengths and development

goals and how you plan to achieve them.• To build the best Development Plan, you and

your manager must talk about it. Talk about your development goals and how you plan to achieve them.

• Prepare to lead the discussion. • Request a time to meet and arrive ready to

share your ideas and thoughts for each development activity.

• Visit the Development Planning Playbook section titled: Getting Started in three steps – Talk About It.

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Our commitment to you:1. Jobs are exclusive to you for the first 10

business days • All positions up to and including VP level will

be posted, and if you’re qualified, you’ll get

an interview

2. You need a Development Plan to apply internally • Along with your resume, you’re required to

submit your development plan when applying

for internal jobs so Managers can help you build

your career at Rogers

3. In most roles, you’re required to have one year of experience before applying for your next job

• As a first step, talk to your manager before

applying – your Manager will champion you,

they won’t block you from moving ahead

• If you’re a director or above, you need to have

at least two fiscal years of experience before

applying for your next role

4. You’re encouraged to grow your career in different directions

• Whether it’s a lateral move or a promotion,

we value all career paths

• You are encouraged to seek opportunities that

play to your strengths and passions

• You don’t have to move jobs to grow personally

Your career at Rogers – Ground rules

Our managers commitment to you:1. We are accountable for looking inside first • No matter what role needs to be filled on a

team, we always interview qualified internal

candidates first

• We champion employees exploring new

opportunities – we don’t block them

2. We always give feedback • When we interview a qualified internal candidate

and they don’t get the job, we always provide

feedback to help them land their next opportunity

• Candidates not qualified for the role will receive

helpful feedback from our Recruitment Team on

why they didn’t get an interview

3. We ensure that interview rosters are diverse, and include all qualified internal applicants

• Before a decision is made, all hiring managers

must give their direct manager the opportunity

to interview the top candidate(s) for the role

4. We actively support employee development • Development is not a once-a-year activity,

it needs to happen every day

• Though employees own their development,

managers are responsible for talking to

employees about their strengths, areas for

development and career aspirations

All things being equal, the job is yours! We support and encourage employees to find long term

success and explore opportunities that play to their individual strengths and passions.

We value lateral moves as much as vertical promotions – we believe all roles should develop your

skills, broaden your experience, and help you build a rewarding career at Rogers.

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To grow our company by building a brilliant digital future for Canadians

We Aspire

We are Rogers, a Canadian family business.

We believe in innovation in everything we do.

We invest ahead of the curve, and build for tomorrow.

We deliver value and quality. We don’t cut corners.

We understand you’re really busy, so we make things simple.

Customers are part of our family, and we always look after family.

We train and develop our people so you can always rely on us.

We work as one team, with one goal: to serve you better.

We love what we do. Tomorrow, we aim to do it even better.

“The best is yet to come.” Ted Rogers

Who We Are

• The world always needs new ideas

• The customer’s problems are ours to solve

• Investing in people always pays off

• Being the best is the only goal worth having

• We win as a team, or not at all

What We Believe In• Simplify and innovate

• Take ownership of the what and the how

• Equip people to succeed

• Execute with discipline and pride

• Talk straight, build trust, and over deliver

How We Work

Our vision and values

“The best is yet to come.”

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