The document provides guidance on creating brand champions and building an engaged workforce. It discusses the importance of inside-out branding where employees consistently deliver on an organization's brand promise. When employees believe in the brand and are brand ambassadors, it leads to increased customer satisfaction, retention, and growth. The document outlines strategies for building a tribe of engaged employees such as defining behaviors, keeping communication consistent and simple, celebrating successes, and making the brand message impossible to avoid. It emphasizes that employees now determine brands more than any other marketing.

2. creating brand champions
Margo Hunnisett
Vice President, Client Services, 5th business
margo.hunnisett@5thbusiness.com

3. outline
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inside out branding – what it isn’t – and what it is
who gets it?
who doesn’t?
why it matters
where to start
top10 list for building your tribe

4. what it isn’t
what it isn’t

5. what it is

6. making promises and keeping them.

7. what it looks like

8. what it really means to deliver
your brand promise
• the promise comes to life in every customer interaction,
whether in person, online, by phone
• your employees believe in the brand
• they live the brand
• they sell the brand
• they ARE the brand

9. what it really means to deliver
your brand promise
• they know how to interact with internal and external
stakeholders
• they are engaged, energized, productive
• they are brand champions
• they are also:
– more satisfied
– stay longer
– and tell their friends

10. who gets it

12. who doesn’t

14. why it matters
(show me the money)

15. increased growth and profitability
• organizations with higher than average levels of employee
engagement realized 27% higher profits, 50% higher sales and
38% above average productivity (Gallup)
• 68% of customers leave because of poor employee attitude
(Parkinton and Buston Study)
• 70% of customers brand perception is determined by
experience with its people (Ken Irons, Market leader)
• 5% increase in employee retention can generate up to an 85%
increase in profitability (Harvard Business Review)

16. and there’s more
• companies with a highly engaged workforce improved
operating income by 19.2% over a 12 month period;
those with low engagement scores saw operating
income decline over the same period by 32.7% (Towers
Watson)
• engaged organizations grow profits as much as three
times faster than their competitors
• highly engaged organizations have the potential to
reduce staff turnover by 87% and improve performance
by 20% (Corporate Leadership Council)

17. the bottom line
• companies are investing in Business-to-Employee (B2E)
branding for the same reasons they invest in Business-toConsumer (B2C) or Business-to-Business (B2B) branding
• helping employees consistently deliver a brand promise and
values to customers
– strengthens the brand
– impacts customer experience
– creates customer brand advocates
– improves the bottom line

18. the reality:
employees are in charge of your
brand

19. all the advertisements,
brochures, point of sale
materials, PR and digital
marketing you do has less
impact on your brand than one
customer encounter
with one employee.

20. how it used to be
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brands were determined by mass advertising
customers had life-long loyalty to one company
employees often did, too
less competition

21. what’s changed
1. generation Y
not ‘employees for life’
work to live, not other way around
2. social media
one customer has one bad experience - everyone knows about it
3. fierce competition
not just from a group of well known, local competitors
but from the whole world

22. who’s delivering your brand promise?

23. meet your new marketing manager. Peter.

24. where to start

25. breaking through to reach your
toughest audience: the KN story
be creative
be unexpected
make it fun and relatable
tie activities to specific behaviours
be consistent
be authentic

30. building your tribe

31. top 10 list for building your tribe
1. include every employee
if your receptionist doesn’t smile, no logo in the world will change what your
customers think about what your company stands for
2. be specific
define behaviours: Walmart - “Look every customer within 12 feet in the eye,
and greet them”
3. be consistent
regular employee communication is essential – it’s not a one-meeting deal

32. top 10 list for building your tribe
4. keep it simple
don’t over complicate – use simple processes on a regular basis to engage
employees
5. define your brand’s purpose, not just its
promise
help employees understand why they’re here - “we outperform so your
business can, too”
6. your brand should be everywhere
make your brand’s message, purpose, philosophy and behavior impossible to
avoid!

33. top 10 list for building your tribe
7. tell them why they should care
create an emotional and a rational reason employees should make the
effort to represent your brand the right way
8. be passionate
if you aren’t passionate about the brand, no one else will be
9. ask for feedback
don’t just tell - listen. start a conversation

34. top10 list for building your tribe
10. reward success
if employees are living your brand, celebrate that success

36. streetwise hiring tips
Megan Burkett
Keyser Mason Ball, LLP
mburkett@kmblaw.com

37. Topics
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Job Advertisements
The Interview
References
The Offer Letter

38. Job Advertisements
• Job advertisements and postings should not contain
statements, qualifications or references that relate
directly or indirectly to one of the prohibited grounds
under the Human Rights Code

39. Job Advertisements
Definition
• Prohibited grounds: race, ancestry, place of origin,
colour, ethnic origin, citizenship, creed, sex, sexual
orientation, gender identity, gender expression, age,
record of offences, marital status, family status or
disability

40. Job Advertisements
Indirect Discrimination
• Occurs where applicants are unfairly prevented or
discouraged
from applying for a job
– unaccented English
– Canadian experience

41. Job Advertisements
• Job requirements should be reasonable, genuine and made
in good faith
incidental duties vs. essential duties
preferences vs. requirements

42. Job Advertisements
• Job requirements: is it an essential duty?
• Examples
– physical requirements
– driver’s licence
– frequent travel
– recent graduates or students
– citizenship requirements

43. The Interview
• Do not ask any questions that relate to the prohibited grounds
under the Human Rights Code
– age (unless required for job)
– marital or family status (unless family hiring policy)
– child care arrangements or if planning on starting a family
– religion
– place of birth
– sexual orientation

44. The Interview
Special Employment Exemption
• A religious, philanthropic, educational, fraternal or social
institution or organization that is primarily engaged in serving
the interests of persons identified by a prohibited ground

45. The Interview
• ASK questions that relate to the job requirements and
qualifications
• Can expand scope of questions in an interview compared to
a job application

46. The Interview
Test for Discrimination in Hiring
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Candidate was qualified for the job but not hired
Person selected was no better qualified than the applicant
Person selected lacked the distinguishing Code related
features of the applicant
Kartuzova v. HMA Pharmacy Ltd., 2012 HRTO 328

47. The Interview
Damages Summary
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Damages ranged from $1,500.00 to $5,000.00 for
discrimination during an interview, plus loss of wages in some
cases
Family status a common category
Higher damages up to $15,000.00 for sexual harassment

48. The Interview
Objective Measures
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Incorporate objective measures
Standard questions and criteria for all applicants
Scoring on qualifications, experience and responses
Take notes

49. The Interview
Shake Up The Interview
• Change up the way standard interview questions are asked
• Ask probing questions
• Energize, confuse, comfort and confront applicants
C. Smith and C. Stephenson, Arryve, Harvard Law Review

50. The Interview
Attracting the Right Employees
• Be honest
• Be clear
• Set out long-term expectations and goals

51. References
• How well do you really know the candidate?
Tips
• Obtain the consent of the candidate
• Contact 2 to 3 references
• At least one from the most recent employer

52. References
Questions
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Title or position
Length of employment
Duties and responsibilities
Qualifications

53. References
• Instead of asking whether the candidate was
fired, you can ask:
– Why did candidate leave?
– Would you hire candidate again?

54. References
• Ask how was the candidate’s:
– Communication skills
– Time management
– Organizational skills
– Ability to work independently
– Problem solving
– Productivity
– Quality of work
– Enthusiasm and personal contribution

55. The Offer Letter
Benefits of an Offer Letter
• Confirms expectations
• Outcome of negotiations
• Legal protection for the company

56. The Offer Letter
Conditional Offer of Employment
• Used when requesting sensitive information
• Examples: driver’s license, educational credentials, police
record checks, proof of Canadian citizenship or ability to work
in Canada
 May have duty to accommodate if disability disclosed

57. The Offer Letter
Conditional Offer of Employment
• Physical fitness testing
• Medical tests
• Psychological or personality profile tests

58. The Offer Letter
Essential Clauses
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Position and compensation
Job duties
Benefits
Probationary period
Termination / Resignation
Confidentiality

59. The Offer Letter
Optional Clauses
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Bonuses and commissions
Non-solicitation
Temporary layoff
Business expenses

60. The Offer Letter
Clauses to Leave Out
• Content that can be covered by policy or employee
handbook
• Topics covered under the Employment Standards Act
• Non-competition clause

61. The Offer Letter
Signing the Offer of Employment
• All terms in one document
• Provide to employee in advance of start date
• Offer must be signed and returned prior to start date

62. any questions