8:00 a.m.
Continental Breakfast & Networking

8:30 a.m.
Chairperson's Opening Of Day Two

Jacqueline Taggart, Senior Consultant, Communication
WATSON WYATT WORLDWIDE

8:40 a.m.

How To Use Your Internal Brand To Motivate Employees And Develop A Positive Culture

Canada has been one of the fastest growth markets for American Express' international business. It's no coincidence that the company also ranks high in its internal employee engagement scores and has received external recognition from programs like the Canada Awards for Excellence and listings of the best employers in the country.

American Express Canada places strong emphasis on building employee engagement and runs a robust employee communication program that considers its own people as a key target audience. To reach this audience, they have created an internal brand that serves as a motivational rallying cry for their workforce.

• Build employee engagement, commitment and motivation using a focused internal communications program built around your core brand philosophy
• Apply the principals used in building your external brand to developing a clear proposition for internal audiences that supports the development of a positive culture and winning organization

David Barnes, Vice President, Advertising, Sponsorship and Communication
AMERICAN EXPRESS CANADA

10:05 a.m.

Engaging The "Net Generation:"
How To Use Internet-Driven Experiences To Start-Up Employee Conversation And Build Your Internal Brand

The world's leading manufacturer of mobile phones, Nokia, recently started a transformation to become an Internet-driven experiences company. Using the Internet in this way requires different ways of working and the "net generation" demands different things. As a result, Nokia’s culture needed to evolve.

In 2007, Nokia undertook a major initiative to renew its company culture and values.

• Creating disturbance
• Believing in the power of peer to peer networks and word of mouth
• Using the power of a large face-to-face event
• Using reality TV

Mila Mironova, Marketing Communications Manager
NOKIA CANADA

11:00 a.m.

How To Effectively Create Brand Pride And Inspire Loyalty Among Your Workforce

The Brantford Golf & Country Club is a member-owned year round facility in Brantford, Ontario and the fourth oldest golf club in North America. It recently came online with the job search sites www.clubjobs.ca and www.hospitalityhive.com. Though primarily a transient-worker industry, the Club is unique in it's retention of key, quality people and recruitment of new stars.

This case study will follow the Brantford Golf and Country Club's internal branding journey. A first step was to create their own Employment Page which included staff testimonials. They also branded their four business units based on the vision of the leader.

During this session, you will learn how internal branding is imperative to your success in recruiting the right talent. As you spend more time and money trying to reach your community and promote total brand recognition, it is important to effectively create brand pride and inspire loyalty among your workforce.

• Focus employee communication on what really matters
• Turn your staff into your brand advocates
• Build an online community using fresh content, photos, video and more to promote your total brand
• Introduce unique opportunities to encourage employees to deliver your brand promise
• Create transparency with external communications (media and marketing) for a united brand message

David Looyen, General Manager
BRANTFORD GOLF & COUNTRY CLUB

Mark R. Thompson, President & CEO
MCKINLEY SOLUTIONS EXCHANGE

Join a group of your communication, marketing and HR colleagues for lunch with an informal discussion facilitated by one of our expert speakers. Take this opportunity to join others in a small, interactive group setting to network and brainstorm solutions to your most pressing internal branding concerns.

You asked for it, you got it! Interact and discuss solutions to your internal branding challenges with your fellow attendees and our experienced speakers. You will leave with new tools and hands-on experience and ideas for more successfully applying best practices to your own branding initiatives.

2:15 p.m.

Nobody Washes A Rental Car... When Employees Are Shareholders, They Become The Best Brand Ambassadors

Retaining the best talent goes beyond competitive compensation. It is also very much about involving your employees as owners in developing and growing the Company. CGI Group's basic belief is that, when you own something, you simply take better care of it.

Today, 84 percent of their 26,000 employees own CGI stock, representing the single largest block of ownership in the company. Ownership creates a deeper, more personal involvement and brings incremental value to all stakeholders. You are not merely renting hands; you are appealing to the full person – engaging the hands, the heart and the mind.

• CEO podcasts
• CGI 101 - - an intensive management training course
• Company-wide videoconferences
• An employee management framework that ensures dialogue

Lorne Gorber, Vice President Global Communications and Investor Relations
CGI GROUP INC.

3:25 p.m.

Earning Your Wings: How To Harmonize Your Mission And Values With Your Internal Brand

St. Michael's Hospital, also known as Toronto's Urban Angel, is a large and vibrant downtown teaching hospital with over 6,000 employees delivering exemplary care to a diverse and complex patient community that ranges from Canada's wealthiest citizens to its urban poor.

So how does the hospital, operating in a high stress, fast paced environment where its employees make split-second, life saving decisions, keep those employees motivated and engaged? By rallying its employees around a powerful corporate brand built on its heritage of compassionate care and an organizational culture strongly rooted in its mission and values.

The St. Michael's Hospital brand values are inspired by its six core values: human dignity, excellence, compassion, community of service, social responsibility and pride of achievement. These core brand values strongly guide both the strategic directions and the operational performance of the hospital, and have inspired several key initiatives that act as a galvanizing force for its employees.

• Strategies to synchronize your brand, values and culture
• Techniques to differentiate your organization with employees via your brand promise
• Creative rewards that celebrate corporate culture and don’t break the bank
• Practices that promote grass roots initiatives empowering staff to contribute and succeed

Tareq Ali, Manager of Marketing and External Communications
ST. MICHAEL'S HOSPITAL

Steven Williams, Manager of Employee and Corporate Communications
ST. MICHAEL'S HOSPITAL

4:20 p.m.
Chairperson's Recap:
Key Takeaways And What To Do When You Get Back To The Office

We'll recap the highlights of the past two days and ask you to share key insights and next steps with the group.