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Discovering new ideas is key to business success, which has become pivotal in today’s rapidly evolving marketplace as innovation and creativity empower organizations to adapt, grow and stay competitive.

The Youth Creativity Fund (YCF), launched in 2022 to cultivate the next generation of innovators by providing young people the opportunity to turn their creative learning ideas into reality through seed funding and mentorship, has been at the forefront in supporting local grassroots innovation.

Since its inception, the YCF has now distributed approximately $148,000 to support 175 youth-created projects, with even more on the way.

“In the beginning, the program was more entrepreneurial based,” explains April Albano, Executive Director of the Business & Education Partnership (BEP) of Waterloo Region, which operates the program in collaboration with local businesses and organizations, including the Cambridge and Greater Kitchener Waterloo Chambers of Commerce. “Now it has kind of evolved so that we can fund entrepreneurial projects if they involve the community in some way.”

Potential participants, who must be between the ages of 15-18, are required to outline their project ideas to the BEP in an application. These ideas – which can involve a group of youths or individuals - are generally centred around solving a ‘problem’ and must be socially and environmentally responsible and often encompass everything from tech-based solutions to providing a service or planning and hosting a unique event.

Mentorship a key component

If an application meets the program requirements and receives approval, it is then forwarded to the YCF Program Committee for final review and the successful project may receive funding of up to $1,000. The committee is comprised of business and education experts including HIP Developments CEO Scott Higgins, and Nicole Fernandes, Operations Manager at Enbridge Gas.

“We always ask our youths if they have specific mentorship needs,” says April, referring to their ideas, noting the BEP team provides ongoing coaching and turns to community volunteers and partners to provide additional mentorship. “We aren’t the experts in what they’re (students) doing so we will try and connect them to somebody who can actually give them content.”

She says the BEP’s Speakers Bureau community program is an ideal source to cultivate potential mentors. The community initiative introduces students to a wide range of careers by having professionals visit schools and host virtual sessions to share their career journeys and experiences, with the goal of providing insights into different industries. 

“The great thing about our Speakers Bureau is we have more than 300 volunteer professionals that represent almost every industry,” says April, adding the need for additional YCF mentors has grown exponentially. “In May, we had 23 groups apply and 21 receive funding. It’s great to see such interest from the students but it can be challenging to keep up.”

While taking part in the YCF program requires participants to report back what they learned within three months of funding approval, she says project deadlines can often be extended and applicants can apply for additional funding.

Program builds confidence

“There are some projects where participants have been very keen,” says April, using the successful creation of an AI-powered tool last year called ‘Clockwise’ as an example. 

Three high school students – Iman Alyousif, Nadia Radwan, Afshal Fatima – created the tool and have now applied for additional funding.

Their tool, which has been designed to help students overcome procrastination through time limits, social accountability, and gamified learning, continues to gain traction. The trio has also received mentorship through the University of Waterloo’s ‘Technovation Girls Waterloo’ initiative and Waterloo Region Small Business Centre.

“We try to be collaborative with other organizations because we know any mentorship the students can receive will also help them,” says April, noting the outcome of the projects are not centred on creating a ‘successful’ business or initiative. “The YCF is not about measuring whether they’re successful at the end, it’s about them taking action. It doesn’t matter if they make any sales; it’s about them taking the opportunity and to build their confidence.”

She says the YCF continues to show that today’s youth have amazing potential.

“Some people in the general public may see youth in a certain way but we’re getting a glimpse into youth who want to make a positive difference and who are working hard and showing up and being accountable,” says April. “I’m really hopeful for the future.”

A sample of Youth Creativity Fund projects that recently received approval:

Student: Tanish

His creative idea is to build a simple mental-health support app named ‘Mindful Mirror’ aimed at helping students deal with everyday stress by offering tools like mood tracking, journaling, positive habits, and motivational reminders. He notes that many teens his age feel overwhelmed with school, routines, responsibilities, and family pressures and hopes to create a safe, digital space that helps their lives stay organized, calm, confident, and efficient. His mentor is Dhairya Shah, a previous YCF recipient who created: TidalTasksAI - an AI-powered productivity coach built for secondary school students which is already live at www.tidaltasks.app.

Student: Paulina

This teen has created a student-led non-profit called GUIDER to help high school students in Waterloo Region access the guidance and information they need when making important decisions about school, careers, and life after graduation. Drawing from her own experiences as a student, Paulina is working to make support more accessible by providing a single place where students can find local resources, explore opportunities, and get answers to their questions. Her goal is simple: to help students feel more informed, supported, and less alone as they plan their future.

Student: Tyrell

This Cambridge youth is starting a lawncare business, which capitalizes on his interest surrounding gardening and working with his grandma in the yard. He already has experience making door-to-door pitches and using Facebook ads but is utilizing his YCF funding towards the purchase of additional lawncare tools and uniforms featuring his own self-designed logo.  

Student: Azziah

He is working on launching a small commission-based 3D printing service to make affordable 3D printing more accessible in the community and was inspired by the loss of the free 3D printing program that had been offered at his local public library. His goal is to create an opportunity for others to explore creativity, innovation, and new technology in a low-barrier way and plans to use his funding to support the purchase of a 3D printer and website hosting. Eventually, Azziah hopes to offer programming to teach other youths how to use 3D printers which he had exposure to as a child at the library.

Click here to learn more about the Youth Creativity Fund.

Having a solid social media policy in place is key for businesses because it provides clear guidelines on how employees should use social media in both professional and personal contexts when their actions could affect the company or organization.

In today's ever-changing digital world, social media platforms are powerful tools for not only communication, but marketing, customer service, and brand building. 

However, without proper guidelines, businesses can face risks such as reputational damage, legal issues, and the disclosure of confidential information, something Cecily Doyle, President of the Cambridge-based marketing agency Blueprint Agencies, says should always be top of mind.  

“In my opinion, a social media policy is there to protect the company, protect the team, and make sure that nobody is harassing anyone with their opinions,” she says. “Social media policies are still very applicable and should probably be revisited all the time.”

Setting expectations

With a growing reliance on artificial intelligence (AI) in many aspects of day-to-day life in workplaces, Cecily says revisiting social media policies sooner rather than later, is something businesses should consider undertaking.

“In the last two years we’ve watched AI go from something that generated fun responses to full scale videos being created of people without their knowledge,” she says. “It’s important to assess as technology changes or you won’t be protected if something happens utilizing some sort of novel technology.”

A social media policy helps employees understand what types of content is acceptable and what behaviours could harm the organization's image.

By setting expectations, businesses can reduce the likelihood of public relations crises caused by careless online activity, as well as safeguarding confidential and sensitive information which employees may unintentionally share. 

Having a clear policy in place clearly outlines what information must remain confidential and reminds employees of their responsibility to protect company assets. This helps prevent security breaches and protects the organization's competitive advantage.

Things to consider surrounding social media policies:

Q. What is the main purpose of a social media policy?

Cecily: The main purpose of a social media policy it to set expectations before there is a problem. A good policy protects the company’s reputation, client confidentiality, employee privacy, workplace respect, brand consistency, legal compliance, and clarifies around who can speak on behalf of the organization. 

It should focus on what’s acceptable when they’re representing the company, using company accounts, talking about clients, or posting in a way that could be reasonably connected back to the workplace. The goal shouldn't be to scare people, it should be to prevent confusion. I think this is important for companies where sales reps often have their own profiles that are separate from the organizations, like realtors, car dealerships and their salespeople, and mortgage brokers. They’re all representing a larger brand, while also establishing their own personal brand on the side. They should be aware of what they can say on their “business profile” and what should be left to a private profile that is shielded from other people associated with work. 

In terms of the law, you really can’t reprimand someone for their social media use unless there is a real connection to the workplace or demonstrable harm to the employer’s interests. In general, if you’re routinely posting about work then it’s clear you’re associated with my brand and your posts should adhere to our policy. 

I’m not a fan of broad morality clauses for employees’ personal accounts. I am a fan of clear expectations around confidentiality, respectful conduct, brand representation, and client protection.

Q. What types of online behaviour should be addressed in the policy?

Cecily: The policy should address online conduct when it has a clear connection to the workplace. For example, if someone is naming clients, sharing confidential or proprietary information, harassing a co-worker, using the company logo, or making comments that clients can reasonably associate with the business, that’s different from a private person posting a lawful personal opinion on their own time. 

Often lawyers point to reputational harm, workplace disruption, harassment, confidentiality breaches, and loss of trust as the kinds of factors that can make off-duty online conduct relevant to the employer. 

Think about filming TikToks on company premises. Whether it’s before or after work hours, that’s something that could cause reputational harm or a workplace distraction. I think even if you have a public persona that is actively attracting the attention of clients and co-workers, you need to be careful that you’re clear about what kinds of opinions you’re putting into the ether. 

There’s an old saying, “If you wouldn’t want someone to say that about you on the front page of a newspaper, then don’t put it on the internet.” I think that applies to a social media policy and some of those commonsense rules. 

Q. How can an employer ensure the policy will comply with current laws and employee rights?

Cecily: Don’t take someone’s word for it. If this is something that will be actionable in the future and can affect the employment of someone that works for you, then make sure that an employment lawyer goes over your policy. It should be clear, consistently applied, and tied to legitimate business interests. As business owners, it’s tempting to want to get into the weeds and have policies that adhere to our personal morals and values. Especially for SMEs, you’re still very present in the company and it’s hard not to think of it as an extension of yourself. But a social media policy can’t revolve around your own beliefs when you have a team to manage; it should also respect privacy, human rights, labour rights, and employee expression. 

Don’t download a generic template or have ChatGPT build you a policy and think it protects you. It needs to be specific to your business. 

If you’re building out a policy that is policing what someone can say about politics, religion, gender identity, sexuality, race, any protected class, you’re bringing topics up that can raise complex human rights and workplace safety issues. Employers may need to act when conduct becomes discriminatory or harassing, but you need to avoid knee-jerk reactions to opinions that ignores your employees’ rights to express themselves. 

A social media policy should not be a tool for controlling the private lives of your employees, it’s a tool for protecting your workplace. The key question is whether online behaviour has a real connection to the employer, brand, clients, or the safety and respect in the workplace.

Q. How should an employer determine its response to policy violations?

Cecily: This should be outlined in your policy and your staff should be aware of repercussions. The response should be proportional and not everything needs to be an immediate dismissal, despite the reaction of the external crowd. You should evaluate the seriousness of the post, whether confidential information was shared, the liability on the company as a result of this post, whether there was actual harm, and whether it was removed.

There is a difference between malice and mistake, employers should keep that in mind when evaluating the violation. 

Start with fact finding, what happened, who saw it, is it connected to work, and did it cause harm to our brand. Then the response should be proportionate. Maybe it’s sensitivity training, coaching, warning, suspension etc. 

It can be easy to react emotionally when the ‘peanut gallery’ is pushing for something one way or another, but as an employer it’s also your job to protect your employees and mistakes do happen.

Q. When should an employer implement or update a social media policy?

Cecily: Before you need to. I think a policy that was written five or six years ago doesn’t reflect how people are utilizing social media today. You should likely be reviewing those policies annually, not just after something goes wrong.

Employers also need to remember that employees are people outside of work. They have personal lives, opinions, and personal accounts. As an employer, it’s not my job to step in unless it’s affecting the workplace and how our team works together. The best policies protect the team without overreaching into someone’s private life.

Transitioning an employee into a leadership role can strengthen an organization by promoting internal talent, preserving institutional knowledge, and improving employee morale. 

However, the transition also presents several challenges says Julie Dupont, Principal Strategist and Owner of Cambridge-based Reimagine Leadership, that employers must carefully consider ensuring both the employee’s success and the team’s stability.

“The biggest challenge usually is that skill set and mindset change,” she says, adding that an employee may have performed well at their job, but things change when they become a leader. “A lot of people often struggle with that.”

Leadership requires skills such as decision-making, conflict resolution, delegation, strategic thinking, and emotional intelligence. An employee who was previously focused on completing individual tasks must now guide, motivate, and support others. Employers should recognize that strong performance in a non-leadership role does not automatically translate into effective leadership abilities.

“It’s really about being serious about who you are selecting because if you’re going to be a high performing organization, everyone, including your leaders, need to be high performing,” says Julie, noting there are questions employers should consider when selecting potential leaders. “Do they have positive influence? Are people willing to follow them? Are people willing to work with them? Do people enjoy collaborating with them?”

Leaders may feel overwhelmed

Training and development should also be critical concerns since many organizations promote employees without offering sufficient leadership training.

Without proper preparation, Julie says new leaders may feel overwhelmed, uncertain, or unsupported and stresses the need for employers to invest in leadership development programs, mentoring, and coaching to help employees build confidence and competence in their new role. Ongoing support during this transition period can also reduce stress and improve long-term success.

“Employers should start giving them opportunities for growth so that when they get into the role, it’s not like drinking from a firehose and they are being given a head start on some of the leadership skills they will need,” she says. “Teach them emotional intelligence, teach them communication through different styles and performance management and coaching conversations; all the things they didn’t have to do before because their previous work did not require it.”

Having these managerial skills is imperative, since in their new role dealing with former peers and colleagues can create yet another challenge. When an employee is promoted within the same team, co-workers may struggle to adjust to the new reporting structure. The newly promoted leader may also find it difficult to balance authority with existing friendships which can create tension, resentment, or perceptions of favouritism. 

“If that employee is going into the position with the mindset, ‘Now that I’m the boss, I can tell people what to do’, that’s not leadership,” says Julie. “That is pushing position power and it doesn’t work.”

To offset any misunderstandings or complications, employers should be prepared to provide guidance on professional boundaries and communication to help both the new leader and the team adapt to the change.

Feedback is imperative

“Clarity is key. As an employer, you want to reduce some of the ambiguity by being clear around your expectations,” says Julie. “What are the skills and the knowledge? What are they expected to accomplish and how?”

She says providing frequent feedback is also imperative to assist the employee adjust to their new leadership role.

“It’s great to tell them stuff but if you are not actually watching and seeing how they are doing, and not providing praise and course correction, you’re basically letting them flounder,” says Julie, adding providing mentorship builds important trust. “It’s about having their back when they make mistakes because they will. How they handle those mistakes as a leader is going to determine what relationship not only will they have with you, but how they will see the organization.”

Confidence and self-doubt often affect newly promoted leaders, and some may experience “imposter syndrome,” where they question their abilities or fear failure in their new position which is why turning to the team for guidance and feedback can benefit a new leader.

Julie recommends a new leader build a transition plan, using feedback from the employer and their team. 

“What is that employee going to do in the those first 30, 60 or 90 days that’s going to help them hit the ground running and be successful?” she says, adding having a ‘win’ early on can be beneficial for the new leader and the team, as well as the organization. “If we want people to be loyal and to perform, and be successful so that we can be successful, an employer has to make that happen. It takes effort.”

Things to consider when an employee transitions into a leadership role

Employers should evaluate leadership potential 

Employers should assess qualities such as emotional intelligence, problem-solving abilities, accountability, adaptability, and the ability to motivate others before making a promotion decision.

Providing leadership training is essential

Employers should offer training programs, workshops, mentoring opportunities, and coaching to help new leaders develop skills in communication, conflict resolution, delegation, and team management. Continuous professional development can improve confidence and effectiveness in the role.

Communicate clearly with the team

Employers should explain the promotion professionally and emphasize the qualifications and strengths that made the employee suitable for leadership. Clear communication helps reduce confusion, resentment, and workplace gossip.

Support the employee during the transition period

Employers can ease this transition by setting realistic expectations, offering regular feedback, and encouraging open communication. Providing mentorship from experienced leaders can also help employees navigate challenges more effectively.

Setting clear goals and expectations critical

Clear guidance allows the employee to understand what success looks like and helps prevent misunderstandings. Regular check-ins can ensure progress is being made and provide opportunities to address concerns early.

Encouraging collaboration and trust important

Employers can foster a positive environment by encouraging respectful communication, collaboration, and shared problem-solving among team members.

Leadership development takes time

Employers should be patient and allow employees to grow into their new role gradually. Mistakes and learning experiences are a natural part of leadership growth. Constructive feedback and encouragement can help build confidence and long-term success.

Employers should lead by example

Senior management should demonstrate professionalism, integrity, accountability, and strong leadership practices. New leaders are more likely to succeed when they work in an environment that models positive leadership behaviours and supports employee growth.

Employers often value talented employees because they bring strong skills, creativity, and results to the workplace. 

However, when a highly skilled employee is difficult to work with - through poor attitude, conflict with coworkers, resistance to feedback, or disruptive behaviour - it can negatively affect team morale and productivity. 

But instead of immediately dismissing the employee, Brad Ratz, Director of Growth Strategy and Customer Experience at H2R Business Solutions, recommends employers take a different approach using thoughtful strategies to manage the situation while protecting the work environment.

“The first step is identification. What are you physically observing? So many people get caught up in gut reactions or emotions,” he says, noting identifying someone as a ‘difficult employee’ can be subjective. “If this is an isolated incident, then as an employer you have to look into this more and discover what’s the root cause?”

Talking to a colleague about the situation can also be beneficial.

“It could be your boss, or another manager, but use them as a sounding board to say, ‘Here are my observations’,” says Brad. “It can help bring you some sound judgment.”

Once an employer has identified the issue and clearly labeled their observations pertaining to that employee, and determined the behavioural changes they wish to see, he says it is imperative they provide feedback to the employee.

Open and honest communication effective

“Follow the three ‘Cs’ which are context, communication and confirm,” says Brad. “So, you provide the context by outlining your observations and communicating them to the employee and then confirm what those next steps will look like.”

Open and honest communication is an effective approach, and managers should clearly explain the problematic behaviour and how it affects the team or organization. Listening to the employee’s concerns is equally important since talented workers may become frustrated because they feel underappreciated, overworked, or unheard. 

By encouraging two-way communication, managers may discover workplace issues that can be addressed, such as unclear expectations, skill issues, or conflicts within the team.

“As a leader, the first thing I would ask myself is this a skill issue or a will issue?” says Brad. “If it’s a will issue, you’re really trying to manage the performance of the employee. If it’s a skill issue, I always try to look at it from that lens and ask, ‘What do we need to do for this employee to provide them with the skills they need to be successful?’”

He says providing just the right feedback to an employee that may be struggling could instigate positive change, noting the number of tools available to assist managers.

“Nobody applies to a job to be a bad employee,” says Brad. “They had the full intent to be a good contributing employee to that company and something may have happened along the way. There’s so many variables in that.”

Consistency and fairness are essential

At the same time, employers must protect the overall workplace culture and if a talented employee’s behaviour continues to harm co-workers, managers should avoid giving special treatment. Allowing toxic behaviour to continue can damage morale, increase turnover, and create resentment among other employees.

Consistency and fairness are essential to maintaining a healthy work environment.

“The employee and employer relationship is so important and people have to be the right fit,” says Brad. “Ultimately, if they’re not the right fit you need to make that decision. You owe it to the organization and the people around it.”

He says measuring the entire picture of how that difficult employee affects the whole workplace, not just that employee’s KPIs (Key Performance Indicators), must be considered.

“Typically, if you start looking at client and customer engagement with that employee, and all those different areas and not just a singular focal point, the cost to the organization could be far greater than the contribution of that employee to the organization.”

Through communication, clear expectations, coaching, and fairness, organizations can often help these employees improve while preserving a positive workplace culture.

Tips to consider when dealing with a talented but difficult employee

Address the issue early

Employers should not ignore problematic behaviour simply because the employee performs well. Meeting with the employee early helps prevent conflicts from becoming worse.

Communicate clearly and professionally

Managers should explain the specific behaviours causing concern, such as poor teamwork, disrespectful communication, or missed deadlines. Feedback should focus on actions and their impact on the team rather than attacking the employee personally.

Set clear expectations

Employers should outline workplace standards and explain what changes are expected. Clear goals for communication, co-operation, and professionalism help the employee understand what improvement looks like.

Listen to the employee’s perspective

Sometimes difficult behaviour is caused by stress, misunderstandings, workload issues, or feeling undervalued. Giving the employee a chance to explain their concerns can help identify solutions.

Provide support and coaching

Employers can offer mentoring, leadership training, conflict-resolution workshops, or communication coaching. These supports can help talented employees improve interpersonal skills.

Create a performance improvement plan

A written plan with measurable goals, timelines, and regular check-ins helps hold the employee accountable while giving them a fair opportunity to improve.

Maintain fairness and consistency

Workplace rules should apply equally to everyone. Giving special treatment to talented employees can hurt team morale and create resentment among co-workers.

Adjust roles if appropriate

If teamwork is a challenge, employers may consider assigning the employee to more independent tasks where their strengths can still benefit the organization.

Take disciplinary action if necessary

If the employee refuses to improve after repeated support and warnings, employers may need to use formal discipline or termination to protect the workplace culture and team productivity.

Summer is nearly here, and rising costings, including higher gas prices, could have a significant impact on holiday travel in Ontario, especially as people prepare for vacations and long weekends. 

This is a reality not lost on Explore Waterloo Region as the destination marketing organization continues to navigate potential challenges to promote local tourism. 

“I’m hearing from a number of our attraction members saying how expensive everything is. The cost of food has gone up and the cost of entertainment for festivals to book name-brand entertainment has also gone up exponentially,” says Explore Waterloo Region CEO Michele Saran. “In many cases, these kinds of costs get passed along to the consumers. But this isn’t just isolated to Canada, this is worldwide.”

Despite these concerns, there is a glimmer hope according to

TravelindustryToday.com which referenced a recent survey from the Business Development Bank of Canada (BDC) that indicates nearly nine in 10 Canadians plan to travel in 2026.

The survey also showed that travel remains a core part of Canadians’ lives, with 58% saying it is central or important. It also showed 81% of households expect to make compromises and that domestic tourism has increasingly become a deliberate choice, not by default.

“People have to get away, it isn’t discretionary, and many people don’t view it as discretionary,” says Michele, referring to the mental health benefits of travelling and the lingering impact of the pandemic when travel restrictions were in place.

The importance of staycations increased significantly after the COVID-19 pandemic. During travel restrictions, many Ontarians discovered destinations within their own province, including cottage regions, provincial parks, Niagara Falls, Toronto, Muskoka, Prince Edward County, and Northern Ontario. Even after international travel resumed, many people continued choosing local trips because they were more affordable and less stressful. 

Tourism revenue beats national average

This shift helped Ontario’s tourism sector recover from major financial losses experienced during the pandemic. The provincial government even introduced a temporary staycation tax credit in 2022 to encourage residents to travel within Ontario, which hasn’t been renewed despite continues calls.

Locally, Michele says Waterloo Region continues to position itself well as an economical ‘drive location’ to spend time in, regardless of the current world climate, noting 2025 was a banner year for local tourism.

“We did almost $1 billion in tourism revenue last year, which was a 10% increase over 2024,” she says, adding the region beat the national average of only 4%.

“Nationally, they rely on a lot more international visitors and cross-border traffic. We don’t here so it’s not a big surprise that we’ve done so well, and we’ve really made a concentrated effort to create those experiences that people want to explore and come here to enjoy.”

This includes a feature on the Explore Waterloo Region website where visitors can create their own vacation itinerary – even booking hotels and attractions - or chose from a selection of curated itineraries.

In effort to reach potential visitors, this past year the organization also created its first fully developed destination brand, accomplished through extensive research, stakeholder engagement, and consumer testing. It has positioned the region around the promise ‘Waterloo Region is a curious place for curious people’ and the tagline ‘Stay Curious’.  

The campaign combined mass digital advertising on numerous social media platforms, premium out-of-home placements (especially in the GTA), and owned marketing channels to reach audiences where they plan and discover travel experiences.

It’s a strategy that is well-positioned to bring more tourists to Waterloo Region, especially since Statistics Canada has found the number of Canadian-resident return trips from the U.S. decreased 12.5% from February 2025 to February 2026, marking the 14th consecutive month of year-over-year decline.

Canadian-resident return trips from the U.S. by automobile declined 12.3% to 1.2 million in February 2026, with the number of return trips by air (749,500) decreasing 12% compared with February 2025.

Conference space remains a challenge

“We’ve (Waterloo Region) always a been a domestic location anyway, so the fact more people are staying home gives us an even bigger pool of people to draw from,” says Michele, adding the area attracts more than five million visitors annually. “It’s usually Canadians that are coming here so we don’t see many challenges when it comes to dealing with big geopolitical forces.”

However, she says the region’s biggest tourism challenge remains a lack of hotel and conference options.

“We have less than 3,000 hotel rooms and what we need is more capacity,” says Michele. “Big business events generally look for four-star hotel options and we don’t have a lot of those properties. We also need more capacity in terms of meeting space and as a result, a lot of potential business is left on the table because we don’t have the space to accommodate them. Hosting large meetings here just helps as a catalyst for trade and investment.”

She also notes the rising popularity of large Esports events, and the necessity to have state-of-the-art facilities to accommodate such gatherings, adding public transit upgrades are also imperative.

“Right now, it’s not easy to come to this region using public transit exclusively, so it’s a drive location,” says Michele, noting the importance of tourism when it comes to economic planning. “When you’re planning cities, the best thing you can do is look at it through a visitor lens.”

When it comes to recruiting the right employee candidate, a well-written job description plays a vital role in that process.

A well-worded post not only attracts qualified candidates but also helps filter out those who may not be a good fit, ultimately saving time and resources in the hiring process, something Frank Newman, founder, and CEO of Newman Human Resources Consulting, says is critical for businesses.

“The No. 1 thing about writing a job description is being absolutely clear and honest,” he says. “And as a business owner, it’s just making sure you understand exactly what it is you are looking for because there’s nothing worse than being surprised at the last minute by a request for a job that wasn’t there.”

Determining the exact needs of the business when it comes to filling a particular position is vital before a business owner or operator should consider posting a job description, insists Frank.

“Maybe they are looking for a controller but don’t need a full-time one, and need a fractional one,” he says. “So, before they post an ad, they should be very clear on what their needs are. Is this a short-term need? I this a long-term need? What is the benefit, particularly if you’re adding a new position, and how is this going to increase revenue or decrease costs?”

Clarity key to finding successful candidate

Frank stresses the importance of having clarity when it comes to outlining the key responsibilities, required skills, qualifications, and necessary experience for the position.

When these details are clearly defined, candidates can quickly determine whether they meet the requirements and whether the role aligns with their career goals. This reduces the number of unqualified applicants and increases the chances that those who apply are genuinely suited for the role.

“You don’t want to attract someone to the position and then discover in six weeks or six months later, they decide the job isn’t really for them,” he says, noting the need to be very specific when it comes to outlining the mandatory skills and requirements crucial to the position. “It’s all about making sure you have your needs and exclusions in the description so that you are not wasting people’s time as well.”

Utilizing artificial intelligence (AI) tools to ensure they have crafted a well-written job post has become the norm for many businesses, however, Frank notes recent changes in Provincial legislation surrounding its use have impacted the recruitment process.

As of Jan. 1, 2026, the Working for Workers Four Act, 2024 (Bill 149) now requires Ontario employers with 25 or more employers to disclose its use when it comes to screening, assessing, or selecting job applicants in effort to increase transparency.

“If you interview someone, you now must reply to them – even if they are not selected - within a certain period of time (45 days of the last interview),” says Frank, noting it’s an attempt to discourage ‘ghosting’ by employers. “So, the requirements for recruiting in Ontario are putting more onus on the employer to keep records.”

Job post can assist in performance evaluations

However, he says reaching out to applicants, especially the unsuccessful ones, and approaching the process as a ‘customer service’ experience can be beneficial to the company’s reputation if that person has left feeling satisfied by their interaction. “It’s the same old adage,” says Frank. “If you have bad customer service, you’ll tell 100 people. If you have good service, you’ll tell at least two people.”

Finally, a well-written job description can remain beyond the hiring stage by serving as a reference for performance evaluations, training needs, and professional development discussions, something he says companies should always consider since hiring an employee is one of the most expensive propositions a business must make.

“If the job is worth at least $50,000 a year and that employee stays on for 20 years, that’s $1 million dollars,” says Frank. “So, I always say if you’re making a hiring decision consider it like a $1 million dollar decision.”

He also recommends companies be creative in their postings, even utilizing humour, and notes if they are having difficult filling a job, they may have inadvertently created a ‘unicorn position’.

“It’s almost as if they want someone who can do everything, like accounting and sales,” says Frank. “This means the criteria for the job is not clear or may simply be impossible, so a good job description should always be realistic.”

Tips for writing a well-written job posting:

Use a search-friendly job title

Avoid creative or vague titles like “Sales Rockstar” or “Tech Guru.” A clear, standard title (e.g., “Marketing Co-ordinator” or “Software Developer”) improves visibility and attracts the right applicants.

Write a compelling job summary

Begin with a short paragraph explaining what the roles does and why it matters, as well as how it contributes to the company. Focus on impact, not just tasks. A strong summary captures interest immediately and encourages qualified candidates to keep reading.

Keep requirements realistic

Don’t write a ‘laundry list’ and limit the 'must-haves' to what someone truly needs on day one. Long requirement lists discourage qualified applicants, especially women and underrepresented groups. Focus on skills that can’t be taught quickly; everything else can be learned.

Separate required vs. preferred qualifications

Keep requirements realistic and focused on what is truly necessary. Research shared by LinkedIn suggests that overly long requirement lists can discourage strong candidates from applying. Ensure that you distinguish clearly between required skills/experience and preferred (nice-to-have) qualifications. This helps widen your applicant pool while maintaining standards.

Highlight what makes the job attractive

Top candidates want to know what’s in it for them, including salary range (if possible), along with benefits and perks, growth opportunities, work flexibility (remote or hybrid), as well as company mission or values. Transparency builds trust and increases application quality.

Use your authentic voice to build your talent brand

Small businesses have an advantage: they can sound human and can write the post the way you’d talk to a great candidate in person. A touch of humour or personality can make your posting memorable - just keep it inclusive and genuine.

Make applying easy

Ensure the application process works smoothly on mobile and avoid forcing candidates to retype their resume into long forms. Shorter applications lead to more - and better - completed submissions.

Align the post with your real company values

Values should show up as behaviours, not slogans. If collaboration matters, describe how teams work together. Consistency across your website, social media, and job ads reinforces credibility.

Treat candidates like customers

Respond promptly and set clear expectations for timelines, acknowledging applications automatically so candidates aren’t left wondering. Keep interviews respectful, organized, and predictable. Even a thoughtful rejection message can turn an unsuccessful applicant into a future advocate or customer.

Many businesses use a very strategic approach when it comes to hiring in hopes of finding employees who will prove to be a benefit to the organization.

Hiring those with an intellectual disability may not be at the forefront of this strategy for some businesses, but there are strong practical, economic, and social reasons to consider including them in their workforce.

Far from being an act of charity, inclusive hiring is increasingly recognized as a smart business strategy that benefits companies, employees, and communities alike, something Teresa Reis, Manager, Community Networks at Community Living Cambridge, is quick to point out.

“Hiring an individual with an intellectual disability does great things for the person who's being hired,” she says. “It also does a lot for workplace culture and really pulls employees together because they build a rapport with this person and become part of their life. These are folks that aren't necessarily accepted easily but having that job really means more to a person that we (Community Living) support than other people because everybody needs a job.”

The organization, founded in 1954 by a group of concerned local parents, has grown from a small school serving a handful of children, to a burgeoning agency that supports 350 individuals with a range of needs by providing them with a variety of specialized services.

Among these is the CLC Supported Employment Services (SES) which helps clients explore potential employment opportunities in Waterloo Region, aiding with resume writing and interview preparation.

Productivity boost

“We have been really lucky and have quite a few employers who have been with us for a while,” says Teresa, explaining how these employers often create a position allowing SES to support a potential candidate with hands-on site training and ongoing coaching. “The job coach will spend that extra time and create the tools for them to be successful within that role.”

Hiring individuals with intellectual disabilities can also boost productivity in certain roles since many of these individuals excel in tasks that require attention to detail, repetition, or routine. When properly matched to roles and given appropriate support, they can perform tasks efficiently and reliably, allowing other employees to focus on more complex responsibilities, improving overall workflow and efficiency within the organization.

“Customer service can be a little difficult sometimes, but they are very task oriented,” says Teresa, adding there are tech tools available to assist in training.  “Some folks may really do well with stocking; we have a client working at an auto supply store. We also have clients working at Dare because it’s repetition packing, and Costco is another long-time partner of ours. We have some great employers who are real champions for this population.”

Studies and employer experiences across Canada consistently show that employees with intellectual disabilities often demonstrate strong loyalty and commitment to their jobs. They are less likely to frequently change positions, which reduces turnover costs such as recruiting, onboarding, and training new staff which for businesses, having this stability can translate into long-term savings and a more consistent workforce.

Workplace culture

“We will spend that extra time if needed to ensure our clients are capturing the information they need,” says Teresa, referring to onboarding, adding that some employers prefer to provide their own training as opposed to having an outside job coach onsite.

“Our intention is we don’t always go into the workplace. There are folks whose disability is very invisible and we’re working with them on the outside and they don’t want it known they have job coaches. We may just do a little maintenance and check in with the employer to ensure everything’s going well.”

Another advantage for employers is enhanced workplace culture since inclusive hiring fosters a sense of diversity, empathy, and teamwork among all employees. When staff work alongside colleagues with different abilities, it often leads to greater patience, understanding, and collaboration which can improve morale and create a more supportive and respectful work environment.

Employees frequently report increased job satisfaction when they feel their workplace reflects inclusive values.

“Our clients can bring a lot to the workplace, and it does a lot for the culture in that workplace,” she says.

Strengthen customer loyalty

In addition, inclusive hiring enhances a company’s brand and reputation since consumers are increasingly drawn to businesses that demonstrate social responsibility and ethical practices. By actively supporting diversity and inclusion, companies can strengthen customer loyalty and attract socially conscious clients. 

When it comes to getting involved, Teresa says local employers just need to reach out to CLC.

“We can work in collaboration with a workplace. We just need to do a site visit to see what they have in mind and come up a job description,” she says, explaining CLC does provide a pre-employment component where clients volunteer in roles that can provide relevant training, such as in the kitchen of a local community centre.

“We don’t have job subsidies for the folks we support. The expectation is they’re a competitive employee and can earn their wage just like everyone else.”

Promoting the need for a more ‘connected’ Ontario to help businesses succeed was the central focus at the Ontario Chamber of Commerce’s recent 2026 Annual General Meeting and Convention.

Held at the historic Fairmont Chateau Laurier in downtown Ottawa, the conference (April 23-25) brought together more than 80 delegates, along with 150 attendees representing 60 Chambers from across the province to network and debate and approve policies to help businesses. This year’s theme was Ontario Connected: Business Without Borders.

“The Ontario Chamber AGM provides Chambers the chance to work together as a collective entity to help bring about legislative changes that will benefit all businesses throughout the province, not just one particular region,” says Cambridge Chamber of Commerce President and CEO Greg Durocher, who attended along with Board Chair Murray Smith and Incoming Board Chair Travis Dyk.

“We need to have a unified voice as an organization and this is pivotal, especially now, in helping to create the certainty businesses need as Canada continues to navigate trade talks with the U.S.”

It was a sentiment shared by Ontario Chamber of Commerce President & CEO Daniel Tisch, who stressed the need for a solid growth strategy.

Businesses facing challenges

“Our annual Ontario Economic Report shows we continue to face challenges,” he told delegates, referring to the OCC report released at the end of February. 

The report found only 23% of businesses are confident in the Ontario economy, down slightly from last year’s 26%, but far stronger than during the pandemic and its inflation highs. It also showed that in 2026, businesses are also slightly more confident in their own prospects than they were a year ago (52%, up from 49%). Confidence is lowest among small businesses (20%), and higher among mid-sized and large businesses (34 and 35% respectively).

“Resilience is not a growth strategy, and the past year has really shaken us awake,” he said, adding the combination of alignment and ambition are working in Canada’s favour when it comes to trade. “Our relationship with the U.S. business community remains incredibly strong, despite all the politics.”

During a ‘fireside chat’ Kitchener-Conestoga MP Tim Louis, Parliamentary Secretary to the President of the King’s Privy Council for Canada and Minister responsible for Canada-U.S. Trade, Intergovernmental Affairs and One Canadian Economy, talked about the ‘all Canadian’ approach when it comes to trade and boosting are own economy.

“Most businesses would agree CUSMA (Canada-United States-Mexico Agreement) is a good deal,” he said. “But we also need to focus on protecting Canadian jobs at the same time.”

Louis talked about the need to keep reducing red tape to ensure businesses can keep investing. He noted that 70% of sales within Ontario are from among the 90% of Canadian businesses who are SMEs.

Transportation an economic policy

“The co-operation and momentum are there,” said Louis.

Momentum was something MP Mike Kelloway, Parliamentary Secretary to the Minister of Transport and Internal Trade, touched on during his ‘fireside chat’ while stressing the need for strengthening Canada’s infrastructure. 

“Canada has everything it needs to succeed but at the end of the day nothing really matters unless we can move more goods and services to people,” he said, telling delegates of the $12 billion impact congestion around the GTA causes.

“Transportation policy is economic policy, and we can’t move ahead as a country if don’t up our game around railways, ports and highways. This is not a dress rehearsal; the play is on now.”

He noted the need to continue to invest in major projects and to recognize the ‘anxiety’ of the moment surrounding the constant political pressures coming from the Trump administration.

“Elbows up is not just a slogan, it’s a real thing,” said Kelloway, adding the importance of continuing to diversify with other trading nations other than the U.S. “This is not a normal time. It’s not the time for reflection because we’ve done that. This is a time of urgency and anxiety and the time to get stuff done.”

Internet affordability an issue

But stronger infrastructure is not the only focus when it comes creating a more conducive environment for businesses thrive. The need to improve Ontario’s digital economy by removing connectivity gaps is also imperative.

Delegates were reminded at an information session that reliable broadband and cellular coverage in Ontario still falls below levels needed for all businesses to seize on technologies of the future.

“For a lot of small businesses, it’s not about having access but it’s the affordability,” said Brent Arnold, Partner at INQ Law, and Board Chair of The Canadian Internet Society. 

He, along with John Cameron, Director of Post-Acquisition Integration at Telus, spoke about the issues facing Ontario’s digital landscape and the need for more cost-effective solutions.

“The digital divide is becoming an AI divide,” said Arnold, noting how costly internet service is in Canada compared to other countries and the fact much of Ontario falls under the CRTC’s internet performance targets. “This is a railway that runs through every house in the country. We should think about fibre as a national building and shovel ready project.”

Policies approved to help businesses

This year 33 policies were approved by the delegates covering a wide variety of issues that can directly affect businesses including education, tax reform, homelessness, mental health and addictions, transportation, infrastructure, and manufacturing. These policies now become entrenched in the Ontario Chamber of Commerce’s Policy Compendium to guide its ongoing advocacy work at Queen’s Park.

Delegates supported the following two policies presented by the Cambridge Chamber

1. Creating ways to retain and attract more women to the skilled trades sector:

This policy outlines a series of recommendations including a call for the Province to partner with industry to market careers in skilled trades by continuing to promote or enhance existing programs that target young women, such as ‘Jill of All Trades’.

As well, mandate a form of compensation (i.e., tax credit) for employers and industry partners to make anti-discrimination and anti-harassment training mandatory to complete an apprenticeship, and instigate a dialogue with employers and industry partner organizations and unions to set specific leadership targets for women on job sites. And finally, have the Province work with the Federal Government to identify the potential of sharing costs in the development of a pre-delivery benefit prior to the onset of regular maternity benefits to assist those women in specific skilled trades who face a known criteria of physically hazardous factors in their workplace.

2.  Removing barriers to boost Ontario’s labour pool and creating opportunities for businesses to prosper:

This policy encourages the Province to reform how employment assistance programs and mechanisms (i.e., Employment Ontario and OW/ODSP Common Assessment) are being promoted to skilled OW/ODSP recipients seeking opportunities for employment to ensure potential candidates are incentivized to make informed decisions for their long-term career goals, effectively enhancing Ontario’s labour pool. As well, it also calls for a form of remuneration (i.e., tax credit) to employers to provide provincially mandated training, such as WHMIS, and their associated costs as well as covering expenses for on-site training and equipment, like work boots and uniforms.

The Cambridge Chamber co-sponsored the following policies which received support from delegates:

Provincial metal recycling framework

-  This policy aims to create a standardized framework to close jurisdictional gaps, protect critical infrastructure, and create a level playing field. This framework could include outlining definitions of high risk and prohibited materials, licensing expectations, and core enforcement tools such as reporting and verification.

Improving the Ontario Immigrant Nominee Program to strengthen the province’s workforce

-  This policy aims to reverse Ontario’s blanket rejection of skilled trades stream applications and conduct case-by-case assessments. Fraudulent applications should be investigated and rejected individually, without penalizing legitimate applicants or the employers who depend on them. It also advocates for the federal government to extend work permits and facilitate permanent residency options for skilled trades workers who are already employed full-time in Ontario businesses.

More support to Ontario’s small landlords to strengthen the rental housing market

- This policy supports a full modernization of the Residential Tenancies Act to reflect today’s rental market, reduce red tape for small landlords, and create a more predictable rental system that supports labour mobility and business competitiveness.

Take back responsible for Ontario’s health and housing system

- This policy calls for the province to restore systems to provide adequate primary care access & housing stability and to support communities managing this crisis by reducing administrative barriers to funding.

Addressing the need for a framework for "Social Procurement” policy in Ontario's municipalities

-  This policy calls for the province to collaborate with Ontario municipalities to create a standardized provincial social procurement framework that is compliant with trade agreements and designed to reduce administrative burden.

Logistics play a key role for companies in trucking and transportation, but its importance in business goes far beyond that sector.

At a broader level, logistics is about coordinating the flow of goods, information, and resources in the most efficient way possible and affects nearly every aspect of business in many other sectors, from production to customer service.

Taking this into consideration, the Cambridge Chamber of Commerce has partnered with the Canadian Professional Logistics Institute (CPLI) to provide its Professional Logistician (P.Log.) certification program starting in May. This specialized strategic leadership training is designed to give businesses the opportunity to not only enhance their supply chain operations but take them to a new level.

Toronto-based CPLI, commonly known as The Logistics Institute, is a national, not-for-profit organization founded in 1990 dedicated to advancing the field of logistics and supply chain management nationally and internationally. 

One of its key functions is providing professional certification and granting recognized designations, such as P.Log., which signals individuals have met industry standards in knowledge, experience, and leadership capability. Having these credentials helps professionals gain credibility, improve career mobility, and demonstrates expertise to employers.

Stronger leadership a necessity

“Logistics can mean many different things to many different people. And I think that's the advantage with a professional logistics designation because it gets you thinking outside the box,” says Darren Drouillard, Executive Vice President of Powerline Logistics and Past Board Chair of the Chamber, and Board Treasurer of the CPLI.

“I think having access to this program locally is a huge advantage for anybody who works in some sort of manufacturing or a pure procurement setting. Having a P.Log. designation is more about offering the executive level decision making skills that go into getting commodities from A to B and structuring the logistics within your organization.”

He says having the Chamber provide access to this training, which he underwent several years ago, makes sense due to its diverse membership and the services and programming it already provides to assist a variety of sectors.

Cambridge Chamber of Commerce President and CEO Greg Durocher agrees, noting the necessity of having strong leadership abilities in effort to succeed in today’s global economy. The Logistics Institute’s primary mission is to strengthen the logistics and supply chain profession by equipping individuals with the leadership skills and credentials required to navigate these current times.

“The key thing today that we’re all talking about is trade and one of the important aspects of trade is supply chain management which has completely changed as we look for other opportunities in other jurisdictions rather than just the United States,” says Greg. “Understanding logistics and the movement of supplies, especially in today’s changing economy, is really important.”

Finding cost savings

Darren agrees, noting the importance of discovering efficiencies as the costs of doing business continue to rise and that having an employee with a P.Log. designation can help offset some of those concerns.

“Whether it's your procurement team, your supply chain manager, or your shop foreman; if they can improve their understanding and competency in logistics, they're going to find leakage in their organization,” he says. “They're going to find areas where they can do things a little bit more efficiently or effectively, and you're going to find cost savings within your logistics, because that's an area where, especially on the manufacturing side, there's almost guaranteed going to be some leakage of cost in your supply chain somewhere.”

While the move towards Artificial Intelligence (AI) continues to gain momentum, Darren says there are risks involved when it comes to relying on it to find efficiencies regarding logistics.

“There are unknowns when it comes to AI, whereas logistics has been around for thousands of years. There even would have been a lot of logistics involved in getting the pyramids built,” he laughs. “I think, especially for organizations that are working on a leaner budget right now, that maybe AI won't solve all their problems. But it can be a puzzle piece and become a tool in the toolbox of your logistics strategy in terms of how you can utilize it.”

Blended program

Besides the practical applications, Darren says having a P.Log. designation also connects you to a community of other professionals.

“If you have questions or have issues, there will be people you can reach out to because you are now a member of an organization,” he says.

To acquire a P.Log. designation will require three days of in-class sessions with a professional facilitator scheduled to run May 27-29 at the Chamber office at 750 Hespeler Rd. as well as a pre and post online supplement, which translates into a five-week blended program.

“This will be a very in-depth experience,” says Greg, noting the only prerequisite for participants is a fundamental understanding of how supply chains operate. “I think this program will become an incredibly active part of the offerings the Chamber has going forward.”

He says having such a high-impact program available locally will also be a huge bonus for employers.

“Our office is located at a fairly central spot in southwestern Ontario so that is going to be advantageous for businesses to have their employees educated locally, without having to send them to Toronto and put them up in a hotel,” he says.

Click here to learn more about the P.Log. program.

Creating a sense of community isn’t just a “nice-to-have” for businesses - it’s also a strategic advantage that can directly influence growth, loyalty, and long-term success.

It’s also an important method to build stronger connections with not only staff and customers, but the community as a whole and will be the focus of our upcoming Conversations That Matter session (April 30) featuring social innovator and local author Paul Born.

“People are not engaged in their communities the way they once were and that needs to change,” says Paul, who has written several bestsellers on the subject, including Community Conversations and Deepening Community: Finding Joy Together in Chaotic Times. 

It was a revelation that became apparent to him during his time with the Tamarack Institute, which he co-founded. The Canadian non-profit works to help communities tackle significant social challenges, such as poverty, by bringing people together and building local capacity for change.

“I had just written Community Conversations and was working on a follow-up book and while looking at the data realized there was a lot of negative statistics,” he says. “People were volunteering less and donating less, they didn’t know their neighbours and young people were struggling. I came to the conclusion if you have a vested interest in one person’s well-being, the chances of you caring about the quality of the community they live in grows exponentially.” 

Paul says what Cambridge needs today to thrive are citizens who care and are engaged.

Creating loyalty important

“At the end of the day, no business is going to be successful if the city isn’t successful,” he says. “No one is going to want to come and work for your company.”

To assist in the process, Paul says businesses must work towards building internal and external connections to create conditions for community success and will outline these during his talk with Cambridge Chamber of Commerce President & CEO Greg Durocher at our Conversations That Matter session.

“We’re going to focus on business leaders and mostly talk about customer loyalty and how do you build that loyalty by creating a sense of community,” he says, adding fostering a fun customer experience is pivotal to help build that loyalty. “It’s caring about your customers, and in turn they learn to care about you.”

Also, he says having a higher purpose is another way businesses can connect with the community.

“If for example, you give to the United Way, that means something. That’s why so many businesses take on community causes because it helps build that customer loyalty,” says Paul.

But that same loyalty building should also happen within businesses he says, noting that staff allegiance makes for a better workplace and a stronger organization.

“I think COVID taught us so much about understanding the personal needs of your employees, which is a big thing about community. Employees want to know you care about them,” says Paul, adding having fun as an organization is another important part of building that internal loyalty. “Young people today really value when you go out of your way to do something fun as a team. It’s good for the business.”

‘Culture eats strategy for breakfast’

He’s quick to admit for some business operators, creating these conditions may be difficult considering the stresses involved in running a business, but insists they are not impossible to attain.

“It really depends on who you are as a person,” says Paul. “Sometimes it comes naturally to people, but others need to be encouraged and reminded that profit may be the bottom line but getting to profit is more complicated than we would like to sometimes think. It’s not that we don’t care about the bottom line, but how do you get there? And how does that become sustainable?”

He’s a big believer in the expression: ‘Culture eats strategy for breakfast’.

“No matter how good of a strategy a company has, if they don’t have a work culture that supports that strategy, they’re not going to be successful,” says Paul, adding he hopes to provide Conversations That Matter participants with some practical tools and techniques to make this happen and build loyalty. 

He will also talk about the use of AI and how it fits into this equation.

“There are lots of places for AI in business, but the human relationship is not one of them,” says Paul. “We can use AI to create the conditions in which the interaction between two people is easier.”

Conversations That Matter – which features a lunch - takes place April 30 at the Tap Room in Tapestry Hall from 11:30 a.m. to 1:30 p.m. Click here to learn more and book a seat!