Crawford & Company

Tracy Rogers is the Director of Human Resources at Crawford & Company, where she leads a team of HR generalists and contributes to a global network spanning over 70 countries. Based in Cambridge, Ontario, she began her career with a degree in psychology and English from Carleton University. She gained experience across various industries, including healthcare, e-commerce, construction, technology and insurance, before specializing in HR. Over the past decade, she has advanced from generalist to director, earning CHRP and CHRL designations. At Crawford, she oversees a team of HR staff across Canada and is part of a global HR team that utilizes a global HRIS, payroll and ATS systems across multiple countries, streamlining processes and helping leaders adapt to new technologies, including AI.

Recognizing Rogers’ leadership in people strategy, this article demonstrates how her approach, built on listening, diverse career experience and continuous learning, drives HR innovation, supports team growth and builds trust across a global organization.

AT A GLANCE:

• Listening First – Leadership starts with listening, building trust and creating space for engagement.

• Learning from Experience – A varied career across industries fuels creative problem-solving and fresh approaches.

• Innovation with Purpose – Process improvements and technology are tools to empower people, not replace them.

• Growth Mindset – Continuous learning and embracing change are essential to thrive in HR and beyond.

Listening with Intention: Building Trust and Engagement

Over the years, I have come to believe that leadership begins with listening. When people feel heard and respected, they participate more fully and accept guidance more readily. Listening well starts with asking questions that uncover what is actually being said rather than assuming details. Restating what I hear ensures alignment, reduces the risk of miscommunication and deepens trust.

The same principle applies to projects and processes. If something falters, I stop, examine what is happening and adjust, rather than allowing problems to persist. Listening is not only about people; it is also about recognizing when systems signal the need for change. Progress often comes from failing fast, correcting course and moving forward with clarity.

What strengthens this process is the diversity of experience within my team. Each member brings insights shaped by different industries and challenges, often surfacing solutions I might not have considered. By drawing on those perspectives and applying lessons from their journeys, both the process and the outcomes improve.

Leadership, to me, is not about always being at the forefront. It is about creating space for others to lead while I provide guidance in the background. This provides individuals with the opportunity to enhance their skills, capitalize on their strengths and identify areas for improvement. It also fosters engagement, because ownership creates pride. In the long run, that is what drives lasting results.

Drawing on Experience: Using a Varied Career to Solve Problems

Early in my career, I transitioned across various industries, including healthcare, e-commerce, construction, technology and insurance. Each role left me with lessons I still draw on and those lessons continue to guide how I approach challenges today. I make it a point to stay connected to the broader business world, reading widely and seeking perspectives outside my immediate field. Openness to new ideas has broadened my understanding and refined my ability to adapt to changing circumstances.

“Effectiveness requires constant evolution. It means staying alert to new ideas, testing them and embracing different ways of thinking. That belief shapes how I lead today and how I envision the future, built on flexibility, openness and a willingness to grow.”

That mindset is especially valuable in insurance because it intersects with so many other sectors. You cannot view it in isolation. I have learned to examine issues from multiple angles, which makes creative problem-solving almost instinctive. Recruitment is one area where this perspective matters most. Traditional hiring patterns can become limiting and I believe that roles should be defined by potential, not only precedent.

Take a disability case management, which can often be challenging to staff. Nurses or paramedics, who already hold the medical knowledge and practical experience, can transition successfully into these positions. A semi-retired nurse seeking a less physically demanding role or a paramedic ready to step away from the intensity of front-line work can be a strong fit. Thinking this way expands the pool of talent and helps both the individual and the organization succeed.

I remind myself and my team that solutions cannot rely solely on what has always been done. Effectiveness requires constant evolution. It means staying alert to new ideas, testing them and embracing different ways of thinking. That belief shapes how I lead today and how I envision the future, built on flexibility, openness and a willingness to grow.

Innovation with Purpose: Simplifying Processes to Unlock Growth

When I joined Crawford, the HR function was still largely paper-based. Each new hire was required to complete multiple forms, often requesting the same information numerous times. One of my priorities was to consolidate them into a single document, which immediately saved the team time and effort. From there, we began digitizing, moving away from handwritten paperwork and into fillable PDFs.

That step opened the door to bigger changes. We replaced paper personnel files with an electronic document management system, which made information easier to retrieve while reducing shredding costs and freeing up office space. Over time, we advanced further by implementing a global HRIS that integrated payroll, recruitment, performance management and compensation reviews into a single system. Processes that once required manual tracking now happen automatically. Reviews are sent, responses are uploaded and approvals no longer need repeated reminders.

The integration of recruitment with payroll and HRIS has been transformative. New hire data now flows seamlessly across systems, eliminating the manual handoffs that once slowed us down. Having everything in one place has also sharpened reporting. We can generate insights quickly, analyze trends and make more informed decisions. Workflows are cleaner, audits are more precise and the overall quality of our processes has risen.

What stands out most to me, though, is not only the efficiency but the growth of my team. They are learning to run reports, experiment with data and find creative ways to use the system in their daily work. By engaging directly with these tools, they are building skills that extend beyond administration into problem-solving and innovation.

I believe this is where the actual value of change lies. Streamlined processes free time and energy, but the lasting impact comes when people use that freedom to grow. That blend of efficiency and development is what will carry our function forward and position us to meet future challenges with confidence.

Embracing Change: Guiding the Next Generation of HR Leaders

If I could offer one piece of advice to young professionals, it would be that learning never truly ends, even after formal education concludes. A growth mindset is essential because success depends on continuous learning, adaptation and evolution over time. Technology is advancing at an unprecedented rate and what seems inevitable today can appear very different just months later.

Staying open to change has shaped my career and kept it moving forward. Each shift presents an opportunity to discover something new. That mindset not only keeps the work engaging but also turns challenges into opportunities. Resisting change creates limits, while embracing it unlocks progress.

I have seen this approach become the foundation of my journey in HR and it is the mindset I encourage others to adopt. Change is no longer the exception; it is the constant. Those who treat it as an opportunity rather than a disruption will not only endure but thrive.