6
6
IT & COMMUNICATIONS
398 Get with the program 400 FDM Group 402 HCL Technologies Limited 406 Maxis 410 Ooredoo 414 Rogers Communications 418 Tele2 AB 422 Virgin Media
‘ with new products and services has come the need for a new breed of industry employee’
IT and telecommunications is a fast-paced and rapidly changing industry that calls for an equally responsive and versatile workforce
It is safe to say that the Information Age is well and truly into its stride,
in attracting applicants with the right skills. The widening variety
a well-established reality of modern-day life. The ongoing march of
of job opportunities in the field means that it is no longer essential
technological progress has propelled us into a new digital dawn that has
to have an IT-related degree. In fact, as the industry continues to
imprinted its code on almost every facet of society. Whether shopping
change and grow, so too do its employee requirements.
online or discussing global strategy via videoconference, our personal
As the e-skills UK report ‘Technology Insights 2012’ observes:
and professional lives are transforming at breakneck speed thanks to the
‘IT and telecoms professionals now need to be not only “versatilists”
new tools at our disposal. And just as the IT and telecommunications
with depth abilities to identify business issues and strategic challenges,
industry launches game-changing innovations on a weekly basis, so
but also mediators with the interpersonal skills to deal with people
too does it provide a wealth of dynamic career opportunities.
across business to enable change.’ And while technical knowledge is
Fast-changing sector ‘The telecoms sector is one of the fastest changing in the UK as new technologies are being explored and develop,’ advises the National
CHAPTER 6 | it & communications
Get with the program
still vital to many of the sector’s key jobs, skills such as communications, problem-solving, teamwork and commercial awareness are equally prized today.
New breed of employee
networks carries high volumes of multimedia traffic, which means
With new products and services has come the need for a new breed
that boundaries between telecoms and IT are blurring.’
of industry employee, a distinct move away from the tired sector
This shift is just one example of how technology is impacting
stereotype. ‘Despite the all-pervasive nature of technology, some
on traditionally defined fields of employment and opening up new
people still believe that IT staff are all geeks with poor interpersonal
markets. It also serves as something of a barometer for what’s to
skills and limited business knowledge,’ says Henry Tucker, Editor-in-
come. According to e-skills UK, the Sector Skills Council for Business
Chief at BCS, The Chartered Institute for IT. ‘This simply isn’t the case.’
and Information Technology, around 1.5 million people are employed
It’s a transformation that still has some way to go, however.
in the IT and telecommunications workforce – a figure that looks set
The latest figures from e-skills UK show that, in Britain, women hold
to rise at twice the UK average rate through to 2020.
just 19 per cent of ICT manager roles, and only 14 per cent of IT
Producing a yearly Gross Value Added contribution of £81 billion,
strategy and planning professionals are female. It’s an imbalance
the IT and telecommunications industry accounts for 9 per cent of the
that the industry itself is attempting to address, with groups such as
total UK economy, and job opportunities abound across all sectors.
BCSWomen, Women in Technology and Equalitec providing advice
Roles include both technical and non-technical careers, from software
and support to those seeking to launch or further their career.
development, systems design and user support to consultancy,
The challenge that faces those responsible for recruiting the
technical writing and business analysis.
next generation of IT and telecommunications professionals is to
However, despite the prominence of technology in our day-
keep up with the pace of change within the sector. It’s one that also
to-day lives, more than one in five companies who are trying to
spells opportunity for potential employees from a host of different
recruit IT and telecommunications professionals report difficulties
educational backgrounds.
398 / 399
Careers Service. ‘Migration from voice telephony to broadband data
worldwide network With offices around the world, British IT services provider FDM Group offers great opportunities for high-calibre graduates www.fdmgroup.com/uk
CHAPTER 6 | it & communications
In less than 25 years, FDM Group has grown from a small IT recruitment firm operating from CEO Rod Flavell’s Brighton attic, to
‘ one of FDM’s aims is to bridge the gap between academia and the professional world’
an international IT services provider and the UK’s leading IT graduate employer. FDM’s own highly skilled consultants help more than 200
we hire Cantonese and Mandarin speakers specifically to work with
clients worldwide, including HSBC, Virgin Media, Lloyds Pharmacy
our clients in China, Singapore and Hong Kong.’ While language skills
and British Airways. It’s a success story that has seen the company
are enormously helpful for international consultancy work, however,
listed in both The Guardian 300 – a ranking of the UK’s top graduate
English-only speakers are not precluded from overseas opportunities.
employers as viewed by graduates themselves – and The Job Crowd’s Top 100 Companies For Graduates to Work For in 2013/14.
Women in IT
‘The projects our consultants are involved in are extremely varied,’
One area in which FDM has invested a great deal of time and energy
explains Business Support and Recruitment Manager Catherine Cheek.
is the promotion of opportunities for women in the IT industry, and
‘We might have 20 of our consultants working on a big migration
in 2012, FDM’s Chief Operating Officer Sheila Flavell was recognised
project at a bank, or a client may have an IT team in place and just
as Leader of the Year in a Corporate Organisation at the Everywoman
need a few extra IT professionals. We work across the whole life cycle
in Technology Awards. FDM presents a number of awareness-raising
of our clients’ projects, so we’re able to come in at any point.’
activities, including Women in IT seminars and panel debates, as well
Developing essential skills
as sessions for graduates. The business also has dedicated ‘female champions’, who can provide their colleagues with advice and support. ‘We are seeing a massive change in the way that IT is perceived
training and work-placement programme for graduates that develops
in general, and this is helping to drive women into the industry,’
skills in areas including development, application support, data analysis,
Catherine says. ‘What organisations are looking for in their IT
infrastructure, project management and testing. Highly selective,
professionals today is completely different from what it once
the programme is delivered at academies in London, Manchester,
was. Clients want professionals who are able to liaise with people
Brighton, Frankfurt and New York. The training component takes
throughout the business and who want to be involved from a business
10–16 weeks, depending on specialisation, and although mainly
point of view. Technical skills are still extremely important, but clients
technical, it also develops a range of soft skills designed to help a
are also seeking soft skills and business acumen. As a result, it has
candidate’s transition from student to professional. Once completed,
opened up the doors to let more people into IT careers and we are
the graduate gain hands-on, professional experience with a client
shedding that “geeky” stereotype.’
as an FDM consultant.
One of FDM’s stated aims is to bridge the gap between academia
It’s a role that benefits from a high degree of mobility, both in the
and the professional world. ‘As well as providing the technical training
UK and abroad. ‘It’s important that our candidates are geographically
and the soft skills,’ Catherine says, ‘we really try to create the right
flexible across the area they have trained in, but there are also lots
environment for graduates to make the transition from an academic
of opportunities to work internationally,’ says Catherine. ‘Most of the
relationship with IT to really being able to apply it in the real world,
training for our consultancy work in Asia still takes place in the UK, and
and to work on site with confidence.’
400 / 401
At the forefront of the firm’s success is FDM Academy – a two-year
Employees first HCL Technologies’ strategy of empowering its employees has helped establish the Indian organisation as one of the world’s leading IT services companies www.hcltech.com
In 2005, HCL Technologies Limited's newly
environment of collaboration in which
installed president Vineet Nayar (now Vice
colleagues can achieve an objective together,
Chairman) kick-started a transformation
while identifying areas that can be developed
throughout the company via a radical
further results in advice and support from
strategy called Employees First, Customers
others,’ explains R. Anand, Vice President,
Second (EFCS). The focus was on ensuring
Reward, Career & Talent Management.
that employees are enthused, enabled and
The company operates an internal social
empowered to make their own decisions.
platform featuring a discussion forum through
It was a brave and ultimately beneficial
which employees can blog, raise issues, share
approach that not only led to increased
views and engage in dialogue with senior
productivity and profits for HCL’s clients,
management. A self-assessment tool called
but also changed the management landscape.
EPIC (Employee Passion Indicative Count) has
Entrepreneurial freedom
been introduced to help employees identify their ‘passion drivers’ because these are what
‘HCL employees have the freedom to develop
keep people motivated.
their own ideas, decide and act,’ says Prithvi
‘By understanding what they are
Shergill, Chief Human Resources Officer.
passionate about and what their strengths are
‘And the role of corporate and line-of-
as well as their potential, we gain sufficient
business leadership is to enhance the
insight to ensure that we deploy our people
autonomy and sense of purpose and
in the most effective and most productive
employment experience of our people.’
way,’ says Prithvi. ‘This drives enhanced
The strategy involves staff having candid
contributions and innovation, which is of
conversations to decide if they need to
great benefit to the organisation and in turn
change their own working practices, those
helps each individual’s personal growth.
of the team or the organisation as a whole.
Through our values and programmes we
Everyone is expected to highlight their
focus on making HCL people “ideapreneurs”
perspective on individual and organisational
who seed, nurture and harvest ideas for the
strengths and weaknesses. The necessary
benefit of the customer, the organisation
changes are then enacted with the aim
and themselves as individuals.’
of making everyone accountable for their
One example of that is Anupam Anand,
own performance. ‘Highlighting what they
a project manager at HCL who noticed that
are good at helps employees to create an
the search engine of a major US client was
CHAPTER 6 | it & communications
only configured to its own web browser. He therefore installed a default pack in all of the client’s products so that its search engine would become the default one in all users’ systems. He also suggested the use of a universal installer, which is a file that installs the customer’s search engine as the default search engine in all web browsers to maximise their user base. These initiatives were expected to generate $15 million of business for the client in 2013, and the universal installer resulted in 758 million unique clicks by customers worldwide in just one year. Another HCL success story is employee and avid blogger Vineet Bhatt. He came up with the innovative idea of inviting active bloggers to post their experiences of a global security software client’s products on either their personal blogs or the customer’s own blog channel. Bloggers whose posts drove traffic to the customer’s website and resulted in a purchase were rewarded. The idea was warmly welcomed and initiated by the client, resulting in $2 million of additional revenue.
Rising revenues These great ideas and many more have resulted in HCL’s own revenue rising by investment in this company culture began, and revenue generation per employee
402 / 403
up to 60 per cent each year since HCL’s
rose from $38,000 in 2007 to $52,000 in 2012. Customer
educational institutions as well as their clients, all of which are
satisfaction indices have also jumped by almost 80 per cent.
incorporated into HCL’s culture and way of working.
‘We believe there is a direct correlation between the recent
To engage new talent, HCL Technologies has set up a
cultural transformation of the business and its subsequent
programme called Make A Difference, Lead The Difference (MAD
performance,’ says Abhishek Shankar, Head of Brand &
LTD), which involves students worldwide submitting innovative ideas
Thought Leadership.
to the scheme’s website (www.madltd.com). Senior leaders from
This approach has also impressed competitors, the media
within and outside HCL then evaluate these. ‘We take the best idea,
and the academic world alike. It has earned the company
and that person is then mentored and funded to develop it to its
numerous awards, including being named one of ‘Britain’s
full potential,’ says General Manager Kavita Khushalani. ‘They work
Top Employers’ in 2013 for the seventh year running by the
with us for six months as CEO of their own platform to bring their
CRF Institute. The award recognises the outstanding working
business idea to fruition.’
conditions created by the company at its London office.
A similar initiative called Ideathon involves students blogging
HCL has also been acknowledged by Fortune magazine as
their ideas to HCL, with the top few getting to engage with the
the ‘World’s Most Modern Management’, while Harvard
CEO. Furthermore, more than 150 Global Engagement Managers
Business School teaches its students about HCL as a case
(GEMS) are hired directly from some of top business schools as senior
study on business transformation.
management trainees with significant leadership responsibilities.
In total, HCL has 90,000 ‘ideapreneurs’ working across 31 countries. They are divided between the company’s two
Outreach programmes
major divisions: HCL Technologies, a globally focused part
HCL employees also give back to the community through outreach
of the business that supplies technology services, and HCL
programmes. There are HCL Youth Centres across deprived areas of
Infosystems, an ICT system integrator that manufactures and
India where staff teach English, maths and science. ‘Thanks to our
distributes computers, phones and other electrical appliances
virtual learning platform, even HCL staff in England can contribute
to the Indian market. The company’s services include custom-
towards improving the English of the children in our youth centres
building software; research and development; infrastructure
online,’ says Srimathi Shivashankar, Head of Diversity & Sustainability.
services and engineering; and business process outsourcing.
Overall, HCL is seen as an innovative, successful organisation with a value system that attracts people who demonstrate the required entrepreneurial energy that enables the company to thrive
HCL has largely grown by encouraging self-starting
in a challenging environment and create a reputation for being a
businesses and partnerships with companies and
place of work that values change and growth.
404 / 405
The next generation
CHAPTER 6 | it & communications
‘HCL has set up a programme called Make A Difference, Lead the Difference (MAD ltd), which involves students worldwide’
cutting-edge Communications As Malaysia’s leading telecoms company, Maxis invests heavily in its services and technology, as well as in the professionals that deliver them www.maxis.com.my
‘How can we give our customers more by harnessing
2011 and Top 5 Best Global Operator Award by World
the technologies of the future?’ That’s the question that
Communication Awards in 2012 and 2010.
Maxis – one of Malaysia’s leading telecommunications
Maxis prides itself on an engaged workforce that
companies and its only integrated communications
is creative, customer-driven and focused on creating
service provider – consistently strives to answer as it
a trusted employee brand. Consequently, the company
pushes the frontiers of technology.
takes a very strategic and stringent approach to its
Founded in 1995, Maxis has its headquarters in
graduate recruitment and development, focusing on
Kuala Lumpur and is listed on the main market of the
the long term. In addition, Maxis works closely and
Malaysian Stock Exchange. As one of Malaysia’s most
actively with key student bodies, such as the Cambridge
admired home-grown brands, Maxis has evolved from
University Malaysia Society. This helps the company
being a premier mobile operator to one that offers an
access the best-in-class graduates through networking
extensive suite of services to enrich its customers’ lives,
events and career fairs, both locally and abroad.
whether at home, at work or on the go. These include mobile and fixed-voice services, messaging, mobile
Graduate development
internet, and wireless and wired high-speed broadband,
To give its high-calibre graduates the ideal platform
as well as multi-screen content and applications.
for an outstanding career in management, Maxis has
Award-winning excellence
created a graduate trainee programme specifically tailored to aspiring business leaders. The Maxis
Always at the forefront of technology, Maxis launched
Management Associate Programme, or M-MAP,
the first high-speed networks in Malaysia including 3G,
receives around 3,000 applications for just 20 places
3.5G and 3.5G+ and was the first to launch 4G LTE
each year. Since the programme was launched in 2000,
(Long-Term Evolution) earlier this year. Maxis’s high-speed
Maxis has taken on around 160 graduates, all of whom
network footprint is the largest in the country, with
have gone on to become permanent employees.
95 per cent 2G and 82 per cent high-speed 3G coverage.
The M-MAP programme gives management
Also, its efforts in innovation, excellent customer service
associates, as they are known, a first-person insight
and providing value to stakeholders have earned the
into the company while they decide in which part of the
company numerous awards, including the historic
business they would like to work. The graduates work
win of 20 awards at the 13th Customer Relationship
closely with senior managers to bring practical ideas to
Management and Contact Centre Association of Malaysia
fruition, and in the process learn more about Maxis.
(CCAM) Annual Awards in 2012, Best Managed Company,
‘M-MAP is an outstanding platform for all aspiring
Asia’s Best Employer, Putra Brand of the Year Awards in
leaders to explore the telecommunications industry,’ says
CHAPTER 6 | it & communications
406 / 407
Saw Puay Shyuan, an M-MAP graduate who joined Maxis in
Positive impact
September 2010. ‘The flexibility of the programme allows us to
The company also places a strong emphasis on
take part in projects that develop essential teamwork and leadership
reaching out to the community and having a positive
skills. The structure of the programme has exposed me to many
impact on the communities in which it operates.
different aspects of the business, which has honed my potential for
One highly successful example of this commitment is
taking on larger roles. The skills, knowledge and experience I gain
the Maxis Cyberkids programme. Introduced in 2002,
will increase my value to the company and also to the larger
the programme’s aim is to promote the use of IT to
community and the country as a whole.’
students and to empower them with the skills they
Nurturing future leaders
need to explore, share and propagate knowledge in their communities. It is a community project, designed
During the two-year M-MAP programme, management associates
to spread technological skills to all corners of Malaysia,
each spend six months working in three of the company’s core
supporting the government’s call to bridge the digital
divisions: customer service, business operations, and network
divide in the country. Since its inception, the Cyberkids
and engineering. The final six months of the programme are
programme has reached out to more than 8,600 children
spent working on a project that has an impact on the business,
and their teachers in more than 1,500 schools across the
giving aspiring managers the experience of overseeing a project
country. And in 2012, the programme was extended to
from start to finish, and being responsible for profit and loss.
special education schools for the first time.
The management associates also get the opportunity to
Continuing its focus on education, Maxis also offers
experience working in other departments, such as marketing,
the Maxis Scholarship for Excellence Awards (MSEA) for
strategy, product development, finance and human resources,
both undergraduate and postgraduate students. Aimed at
and spend time working in the offices of the organisation’s
producing graduates who are globally competitive and
senior leaders. As well as gaining invaluable on-the-job experience,
able to generate new knowledge and innovation, the
graduates on the programme also help organise the company’s
programme has enabled young Malaysians to benefit from
corporate social responsibility initiatives.
an education at some of the most prestigious universities
In addition to the M-MAP programme, Maxis also offers industrial
at home and abroad. Since its inception in 2005, Maxis
placements to students in their penultimate year of study. Established in
has invested 37.9 million Malaysian ringgit in this
2006, this programme enables Malaysian undergraduates studying
programme, and awarded scholarships to more than
locally and overseas to gain on-the-job exposure. Each student not only
200 Malaysians. Maxis is the only telecoms company in
gains experience of working in a dynamic environment, but also gets
Malaysia to offer scholarships to its customers (and their
the opportunity to hone their technical, social and communications
children), yet another trait that sets this sector-leading
skills to prepare them for their career in the industry.
company apart from its competitors.
CHAPTER 6 | it & communications
‘maxis takes a very strategic approach to its graduate recruitment and development, focusing on the long term’
408 / 409
Wanting the Best Ooredoo is one of the world’s fastest-growing telecommunications companies with operations across the Middle East, North Africa and South-East Asia www.ooredoo.com
The quickest way to understand Ooredoo’s ethos is simply to look
As Ooredoo rolls out 4G networks in Qatar and Oman, it has
at the group’s name. Translated from Arabic, it means ‘I want’,
identified new ways of providing mobile data as an important focus
a neat summation of the company’s aim to help customers and
for the future. ‘Mobile data is growing massively, up more than
employees realise their potential in an ever-changing digital world.
100 per cent per year, so you need to innovate and change business
‘The company’s name gives you a sense of what makes it different
models constantly,’ says Nick. ‘We believe the ongoing information
in its approach to customers and its attitude to the world,’ says
revolution is going to fundamentally change every industry with the
Mohanna Al-Nuaimi, Group Chief HR Officer at Ooredoo.
availability of rich contextual real-time information creating new
Established in 1987, and formerly known as Qatar Telecom,
business models everywhere.’
the recently rebranded group of companies operates across the Middle East, North Africa and South-East Asia with its principal
Employee challenges
markets in Qatar, Indonesia, Kuwait, Iraq, Algeria, Tunisia and Oman.
One of the challenges new employees will help meet is ensuring that
’Ooredoo has been the fastest-growing telecommunications
networks can cope with the strain from this data growth, reducing
company in the world over the past five years,’ says Mohanna.
costs while ensuring the service is as fast as ever. But cutting-edge
’In that time, its revenue has grown from £1 billion to £9 billion, and
technology is also being developed with the aim of connecting
its customer base has gone from one million to more than 90 million.
previously isolated regions. Companies within the group have won
With that kind of growth, expansion and change, there is a lot of
a string of awards for technological innovation, improving coverage
opportunity for new recruits.’ And these new recruits are listened to,
and access to remote areas and cut-off communities. For instance,
rewarded and trained in areas they feel they need to improve upon
in Indonesia, lightweight and solar-powered base sites developed
thanks to the firm's extensive employee-engagement programme.
by Indosat, part of Ooredoo, have helped to overcome both cost
New business models
and power issues that previously limited coverage. As well as its focus on innovation and widening access, the
The company currently has 17,000 employees drawn from all over
group is also known for its socially responsible projects, which saw
the world, including more than 80 different nationalities working
it pick up several coveted ‘Consumer Service Innovation’ awards
in Qatar alone. This multinational, multicultural approach is a key
at the Global Telecoms Business Innovation Awards in 2013.
part of Ooredoo’s long-term strategy with the company looking
‘We are aware of our social responsibility,’ says Mohanna.
to hire the most talented candidates – wherever they may be –
‘The board and shareholders have a long-term view, not a short-
as it looks for the innovations that will drive its future growth.
term one. It’s not about next quarter’s profits, it’s about building
‘When you look at how business models are changing, we
something they can be proud of.’
expect that 80 per cent of our revenues will not be there in five
This means that between three and five per cent of Ooredoo’s
years,’ says Nick Dent, Chief New Business Officer at Ooredoo.
yearly profits go to funding socially responsible initiatives, including
‘Most of the business used to come from messaging and phone
high-profile projects to boost youth employment, support local
minutes. But now you’ve got Whatsapp and FaceTime and people
entrepreneurs and help close the mobile phone gender gap.
are communicating in different ways.’
These include the Najja7ni employment service launched by
CHAPTER 6 | it & communications
410 / 411
‘For graduates who want to make an impact, Ooredoo provides a unique experience and international exposure’
CHAPTER 6 | it & communications
Tunisiana, part of Ooredoo and Tunisia’s largest telecommunications
Noor Al Athirah. Noor, who holds a BSc
firm, in 2013. More than 300,000 customers signed up in the
in business administration from America’s
first month alone and now benefit from career guidance, links to
Carnegie Melon University, turned down
local training opportunities and career search strategies, along
another job offer to start as a strategy officer
with coaching and psychometric testing.
in 2008, helping senior directors found the
The Almas Line service, offered by another Ooredoo company,
strategy department for what was then QTel
Asiacell, based in Iraq, was named ‘Best Mobile Product or
International. ‘The key focus was bringing
Service for Women’ at the GSMA Global Mobile Awards in 2013.
in talent to support the build-up of the
This innovative offering has been specifically designed to meet the
organisation,’ she says, ‘So the position
needs of women, especially those living in the most conservative
was created to match my profile.’
corners of the country. Since the launch of the service in 2011,
Noor believes that this dynamic
the proportion of female Asiacell customers has increased from
atmosphere encouraged her to adapt her
20% to 40%. Asiacell is significantly increasing the economic
own skills. ‘Another aspect that I enjoy
opportunities for women in Iraq, enabling them to become more
immensely is the people,’ she says. ‘Ooredoo
socially and financially independent, overcoming cultural barriers
has employees from around the world,
in the process.
which creates a multicultural experience
Ambitious plans
within the organisation and allows us to develop knowledge of different cultures.’ Over the past few years, she has been
intends to make its name as iconic as some of the world’s most
promoted to positions involved with mergers
well-known brands.
and a multi-million pound acquisition project.
With the group’s ongoing support for new ideas, underpinned by
Now focusing on ‘new business’, one of the
the innovative thinking of its multicultural workforce, these next five
key departments within the company, she
years look set to be as exciting, challenging and outstanding as the
manages her own team of research analysts.
last. In a sector that’s constantly changing, a flexible and adaptable
‘For graduates who want to make an
business model is essential – and that’s what makes Ooredoo such a
impact, Ooredoo provides a unique experience
good choice for top-ranking graduates, believes company employee
and international exposure,’ she concludes.
412 / 413
But this is only the start for the recently rebranded group, which
Canada’s media leader Rogers Communications is a Toronto-based company that delivers telecommunications, publishing and internet services, along with an inclusive approach www.rogers.com
CHAPTER 6 | it & communications
With around 30,000 employees, Rogers Communications
of a diverse career in an exciting and challenging industry.’ The promise
is a diversified public Canadian communications and
of diversity also extends to Rogers’ workforce. The company was
media company. Founded in 1960 by the late Ted Rogers
recognised by Mediacorp Canada as one of the country’s best
– one of the nation’s most successful businessmen – the
diversity employers in 2013. Indeed, equity goes to the heart of
company rose from telecommunications underdog to top-
the business, not just as a way of creating a diverse workforce but,
player status in Canada’s highly competitive marketplace.
as Sandra says, ‘as a tool for better understanding our customers’.
Rogers is the country's largest provider of wireless
The company’s strong Women’s Network, for instance, strives
communications services and one of Canada's leading
to increase the number of women at executive level, and also offers
providers of cable television, high-speed Internet and
support to women’s groups in the community. ‘The network looks
telephony services. Through Rogers Media, it is engaged
at how it can establish sponsorship and mentorship programmes
in radio and television broadcasting, televised shopping,
for female leaders and women across the organisation,’ Sandra says.
magazines and trade publications and digital media.
In addition, Rogers sponsors the Back to Work programme at the
It is also heavily involved in sports entertainment as the
University of Toronto’s Rotman School of Management. Designed to
owner of Major League Baseball team the Toronto Blue
help women return to the workplace after a period of absence, the
Jays and part owner of the Toronto Raptors basketball
programme also provides participants with advice and guidance once
team and the Toronto Maple Leafs hockey team.
back in work. On the product side, Rogers is one of Canada’s pioneers
Diversity of assets
of broadcasting diversity. The company was the first in the country to deliver multicultural viewing with the launch of OMNI Television, which now broadcasts
says Director, Talent Acquisition, Sandra Pasquini. ‘It is
in more than 30 languages. Rogers’ wireless and cable business also
what differentiates us from our competitors in the
provides users with dedicated customer service and support in various
Canadian telecommunications industry. We have a
languages – not only Canada’s official languages of English and
number of very distinct businesses that operate in sync
French, but also Mandarin and Cantonese.
with one another, reflecting today’s reality of content
Another example of the company’s work in the community is
delivery across multiple platforms and helping to create
the Rogers Youth Fund (RYF). An educational support programme,
a seamless customer experience.’ Rogers owns City, one
RYF aims to prevent at-risk children from falling behind at school.
of Canada’s most popular high-definition channels, and
Providing funding through the Boys and Girls Clubs of Canada, along
the business’s magazine assets include popular titles such
with 16 regional partners, the fund helps youths aged 12–19, and is
as Maclean’s, Chatelaine, Flare, Hello! Canada, L’actualité
‘committed to providing the kind of support that we excel at’, says
and Canadian Business. ‘The thing that connects those
Sandra. ‘It’s about providing the computing and technology skills that
businesses is the content that we deliver to consumers,’
we think are essential,’ she explains. ‘Once students have completed
says Sandra. ‘What makes us attractive to potential
the programme, they become eligible for a scholarship to post-
employees – especially younger people – is the promise
secondary education.’
414 / 415
‘The diversity of our assets at Rogers is second to none,’
‘What makes us attractive to potential employees is the promise of a diverse career in an exciting and challenging industry’
Graduate opportunities
to management roles thanks to its strong leadership
Rogers offers significant opportunities at graduate
development programme. The Emerging Leader
level in partnership with university campuses across
programme, which employees undertake within 90 days
Canada. These include a new, 12-month, rotational
of attaining a new management position, is designed to
graduate-development programme in some business
ensure that new managers are given the support needed
units, that provides students with exposure to a variety
to develop effective leadership skills. And a second
of roles within that line of business. ‘It’s a very robust
programme, for managers who have been in-role for
development programme that helps graduates build their
more than a year, ‘ensures that managers are getting
personal network, as well as acquire the business skills
the softer leadership and technical skills that they
they need to be successful,’ Sandra says. The scheme
need, and that they’re aligned with Rogers’ culture
also provides participants with a coach and mentor,
and management philosophy’, explains Sandra.
along with the opportunity to take up a permanent
The company places a strong emphasis on giving
role at the end of the 12 months.
employees access to leaders and information on strategy.
The media giant’s publishing arm offers further
The business’s senior management team takes part in
graduate opportunities in the shape of internship
‘town halls’ with employees across Canada, and the CEO
schemes, and the company also recruits a number
participates in online chats with employees twice yearly.
of MBAs each year to its strategy organisation. Initiated to help employees get a fresh take on their
Reward packages
customers, the Walk a Mile in My Shoes programme has
Reward packages at Rogers are extremely competitive,
become an important part of the company’s employee
and all employees benefit from a 50 per cent discount on
development programme. Set up in 2003, the programme
most of Rogers’ services, which amounts to what Sandra
now offers staff the chance to step into more than 60
describes as ‘a huge asset’. Other employee perks include
roles within the company to experience the customer from
Rogers’ wellness initiative bWell, a first-class scheme that
a different point of view. Another of Rogers’ development
offers resources and information in the form of an online
programmes operates in the business’s call centres.
knowledge base and on-site medical support, nutritional
This gives the company’s frontline employees the
advice and fitness facilities across the country. But perhaps
chance to gain exposure to the wider organisation and
the greatest reward is the work itself, as Sandra sums up:
helps them to develop a more structured career path.
‘The nature of the industry is that it’s always exciting,
Each year, Rogers promotes around 500 employees
challenging work, and that’s hugely attractive.’
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CHAPTER 6 | it & communications
global reach Serving 15 million customers around the world, Tele2 AB is a telecommunications operator with a keen sense of corporate culture and values www.tele2.com
Tele2 AB was founded in the 1990s and has gone on to establish
‘It’s fantastic working in the telecommunications industry,’
itself as one of Europe’s fastest growing telecommunications
says Alexandra. ‘From a technology and development point of
operators. Based in Stockholm, Sweden, it offers mobile services,
view, it’s at the forefront, and Tele2 is a real challenger in the industry.
fixed broadband and telephony, data network services, cable
It’s also a fast-changing market, so there’s no risk of getting bored.’
TV and content services to 15 million customers in ten countries.
In an effort to help more women reach management level, as
Industry challenger
Alexandra has done, and achieve an equal gender balance throughout the organisation, Tele2 has taken action to ensure women enjoy the
The company has proved a tough challenger to the European
same opportunities as men within the company. This has proved highly
governments’ former monopolies and other established providers
effective, and in 2012, Tele2 Sweden was awarded the Womentor
in the sector – a fact that played its part in attracting Alexandra
achievement by Computer Sweden and the ICT industry, which cited
Drevenlid to the company in 1991. A graduate from the Royal
the company’s work to promote equal opportunities.
Institute of Technology in Stockholm, Alexandra started out at Tele2
Graduate responsibilities
Head of Transmission. Her roles and responsibilities steadily increased
Whether male or female, graduates who work at Tele2 embark
until she was promoted to Chief Technology Officer of Tele2 Sweden
on a steep learning curve. ‘They are given a mix of strategic and
in 2011, overseeing the design, engineering, planning and operation
operational responsibilities,’ says Cecilia Lundin, group HR Director.
of mobile and fixed networks in Sweden.
‘It’s a challenging, action-based, entrepreneurial environment with
‘I’ve always been drawn to Tele2’s core values,’ she explains.
high levels of engagement. We’re a non-hierarchical organisation,
‘They include being a challenger, never giving up and taking
so there are no internal politics – everyone walks the talk.
action. I’ve worked with several different telecommunications
‘People with the right attitude will fit in well here,’ she adds.
companies during my career and Tele2 is one that actually puts
‘It’s a high-performance culture that we call “the Tele2 Way”. At an
its core values into action. Everyone here works according to
employee’s annual review, their performance rating is based on two
them; we take initiative, take control of our business and are
things – their achievements and their attitude. Career progression
solution-orientated.’
is employee-driven and employees that identify with our corporate
These values not only make Tele2 an appealing place to work,
culture stay for many years.’
but also help the company meet its goal to always provide customers
Indeed, Alexandra, who felt that the company’s values and
with what they need for less. These have brought success. Tele2 has
culture were ideal for her, has been at the firm for more than
been listed on the NASDAQ OMX Stockholm since 1996, and in 2012,
11 years now. High-calibre students who want to follow her
the company achieved net sales of 31 billion Swedish kronor and an
lead can join the Executive Trainee Programme. Trainees assist
operating profit of 6 billion Swedish kronor.
a member of the Executive Board who mentors them and oversees
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as a sales assistant, left the firm in 1994 and returned in 2002 as
‘Tele2 puts its core values into action – we take initiative, take control of our business and are solution-orientated’
their development. The programme lasts for 12 months,
Taking the view that a profound sense of
plus an additional six months for successful trainees.
responsibility has to start at board and leadership-team
Several of the firm’s trainees have gone on to
level, Tele2 has published clear definitions, principles and
become successful leaders within the company, including
standards for its operations on the company homepage.
Andrés Suazo. Andrés started as a management trainee
‘Working with CR is no different than other topics,’ says
at the Network Operations Department in 2007, after
Marie Baumgarts, Head of Corporate Responsibility.
which he took on the role of Technical Advisor to the
‘It is about development; improving performance;
Mergers and Acquisitions team. He was then promoted
offering our customers smarter, better and more cost-
to head up the 4G Network in Sweden, managing the
and energy-efficient solutions; and offering attractive
4G roll-out project. After three years, he was promoted
products and services both for now and for the future.
to Chief Technology Officer and Deputy Chief Executive
And at Tele2, we are a bit spoilt since we have such
Officer of Net4Mobility and given the task of fulfilling
an outstanding legacy in breaking monopolies and
the company’s mission to build, own and operate a
bridging the digital divide.’
state-of-the-art 2G and 4G network.
By maintaining its heritage with strong values, Tele2
In March 2013, he became Director of 4G Network
offers fantastic opportunities for its staff that attract new
Implementation in the Netherlands having overall
employees while creating shareholder value. At the core
responsibility for the set-up and roll-out of a brand
of the business, Tele2 enables individuals and organisations
new 4G network. He has also been keynote speaker
to address global issues. Climate change is one example,
at several international 4G summits. He travelled
with the company’s cutting-edge services and solutions
extensively while he was a trainee and his role
helping to reduce travelling and paper consumption.
included working at Tele2 Spain in 2007.
Privacy and integrity are also at the heart of
Corporate responsibility work
for the company’s employees. ‘As society moves from
As well as enjoying a satisfying career in a cutting-
verbal to data communications, this area is becoming
edge industry, Tele2 employees and stakeholders can
increasingly important,’ explains Marie.
be confident that the firm is committed to the highest
In an era when innovative services are changing
ethics when doing business. Corporate Responsibility (CR)
the way we work, live and communicate, a career in
is embedded in everything Tele2 does simply because the
the telecommunications industry – and with Tele2 in
company considers it a prerequisite for long-term success.
particular – is clearly the smart choice.
Tele2’s business and provide a rewarding challenge
CHAPTER 6 | it & communications
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Engineering a future Candidates for the engineering apprenticeship scheme at Virgin Media are recruited based on their drive and potential, and given the chance to rise to the top http://careers.virginmedia.com/apprenticeship
‘Experience and qualifications are not nearly as important to us as
constantly given feedback and guidance on how they can
drive and determination to succeed,’ explains Chris Starling, Head
advance through the scheme. No stone is left unturned.
of Apprenticeships at Virgin Media. ‘We are looking for ambitious
Participants are also encouraged to take part in a range
candidates who are guided by an aspiration and have the motivation
of activities outside of their studies, including charitable
to thrive as an apprentice.’
work. Each apprentice is required to give three days a
But competition is stiff. The number of applicants for the
year of their time to a charitable cause. This can be anything
scheme has doubled each year since 2008, with the company now
from a sponsored mountain climb to painting a local football
receiving 50 applications per place. Rolled out nationally, the scheme
club changing room. ‘It’s a full-on experience,’ explains Chris.
offers three levels of apprenticeship: intermediate, advanced and
‘But it’s very rewarding. We encourage apprentices to get
higher, and participants work towards a nationally recognised NVQ
as much out of their time with us as possible.’
in Communication Technology. ‘Whether you are looking for your first job, wanting to change career or are seeking an alternative to
A winning scheme
university, the scheme offers something for everyone,’ explains Chris.
Although the scheme is relatively young, its future is
Apprentice selection
looking good. January 2013 saw a further 250 apprentice engineers graduating into jobs within the company, making
The process starts with an online application, after which candidates
a total of 680 graduates since its foundation in 2008.
complete a variety of online tests, interviews, assessment days and
The scheme recently had its first taste of award success
practical tests, which are completed over an eight-week period. All are
when an apprentice from Brentford won the Institute of
designed to examine participants’ commitment, determination and
Telecom Professionals ‘Intermediate Apprentice of the Year’
ability to handle challenging situations. ‘We make no apologies for the
award. The company has also entered this year’s National
stringency of our application process,’ explains Chris. ‘A Virgin Media
Apprenticeship Service ‘Apprentice Provider of the Year’.
apprenticeship is hard work and requires a great deal of stamina and
With more than half of all UK homes able to access
grit. It is essential that applicants are on board with this from the start.’
Virgin Media’s digital entertainment services, opportunities for
For the 250 successful candidates, the hard work begins straight
those ambitious enough to progress within the company are
away. An average apprenticeship lasts anywhere between 12 and
great. ‘Some of our very own management team started their
18 months and is packed full of on-the-job learning, courses at the
careers as engineering apprentices and are now running whole
company’s national training centre and personal study. Apprentices are
departments’ explains Chris. ‘There is no end to what our
taught the ins and outs of every aspect of the job – from learning how
apprentices can achieve if they apply themselves. The success
to install Virgin Media’s technology to providing the best service to the
of this whole scheme lies entirely in the achievement of every
customers who use it.
single apprentice who walks through our door. It is my hope
The progress of each apprentice is monitored carefully. Regular
that one day I will be managed by an ex-apprentice, and when
meetings with their individual managers means that participants are
that happens I will know I will have done my job well.’
CHAPTER 6 | it & communications
‘ The success of this scheme lies in the achievement of every apprentice who walks through our door’
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