As a partnership, ISIS is an employee-owned organisation. As such, growing and improving through the ideas and feedback of team members is embedded into their structure and their culture. Promotion and advancement within ISIS is explicitly linked to employees coming up with ideas and then acting on them which contributes to the overall growth and development of the organisation.

As a partnership, ISIS is an employee-owned organisation. As such, growing and improving through the ideas and feedback of team members is embedded into their structure and their culture. Promotion and advancement within ISIS is explicitly linked to employees coming up with ideas and then acting on them which contributes to the overall growth and development of the organisation.

The range of training and personal development opportunities available to staff at the college is outstanding. Leyton Sixth Form College are committed to the principle of ‘growing their own' and their approach to staff development has been recognised by their achieving the Investors in People Champion status. In the past year alone. The overwhelming majority of their 200+ staff completed a person QIP (Quality Improvement Project), 12 staff completed a Level 2 Counselling Award, 8 staff worked towards an MA in Leadership, 1 staff member completed Masters units, 2 staff worked towards their PGCE qualification, 8 staff achieved a PTLLS qualification (Preparing to Teach in the Lifelong Learning Sector), 1 staff member worked towards a DTLLS qualification, 1 staff member worked towards a Diploma in Marketing, 6 staff undertook an ‘Aspiring Senior Leaders' course, 1 member of staff achieved her CIPD (Personnel) professional qualification. Dozens of staff took part in teaching and learning focus groups either within college or as part of their local collaborative partnership. Dozens more became members of internal working parties addressing key issues within college.

The range of training and personal development opportunities available to staff at the college is outstanding. Leyton Sixth Form College are committed to the principle of ‘growing their own' and their approach to staff development has been recognised by their achieving the Investors in People Champion status. In the past year alone. The overwhelming majority of their 200+ staff completed a person QIP (Quality Improvement Project), 12 staff completed a Level 2 Counselling Award, 8 staff worked towards an MA in Leadership, 1 staff member completed Masters units, 2 staff worked towards their PGCE qualification, 8 staff achieved a PTLLS qualification (Preparing to Teach in the Lifelong Learning Sector), 1 staff member worked towards a DTLLS qualification, 1 staff member worked towards a Diploma in Marketing, 6 staff undertook an ‘Aspiring Senior Leaders' course, 1 member of staff achieved her CIPD (Personnel) professional qualification. Dozens of staff took part in teaching and learning focus groups either within college or as part of their local collaborative partnership. Dozens more became members of internal working parties addressing key issues within college.

Every last Friday of the month Inferno holds a social event called ‘Love What Could Be', which gives the chance to gather the entire agency, build morale and inspire collaborative working. These varied events are organised by their ‘Love What Could Be' committee and some are seasonal, some are festive and some are completely random. Alcohol and nibbles are always a prerequisite. In the past year, an example of these are: a summer picnic and games, a pumpkin carving competition, a cocktail making class and a “guess the baby” tea party. Though not quite a team building ‘event', a “buddy system” is introduced on an employee's first days where new staff are partnered with someone on their department who is not their line manager, who will introduce them to their new home and colleagues, beyond the initial HR tour. Inferno will also pay for the buddy to host a team lunch outside the agency. Departments also have regular ‘away days' to discuss new practices and strategy, this is held at a nice and inspiring venue (such as an art gallery meeting room) and include breakfast/lunch and down-time drinks when the day is through.

Inferno have a traditional ‘royal mail' post box which sits in the lobby and invites everyone to help themselves to an ‘I'd love it if' card on reception to post any suggestions or gripe, anonymously or not. They strongly believe that listening is the very basic method of being available and approachable. There is an informal and relaxed atmosphere within the open plan building and staff are encouraged to have opinions, which are heard and addressed. Company updates are held on the last Thursday of every month and are a relaxed forum over a beer or glass of wine (sometimes even champagne) for discussions to ensure staff can see that needs are being addressed. Regular departmental away-days provide an opportunity for ideas to be shared outside the office environment, in an inspiring setting to encourage new thinking and perspective. It is not usual for teams to come back from these with an entirely new and more effective approach for their departments.

IGD provides a freshly prepared two course lunch which is fully subsidised. This is a great benefit to all staff and is a great opportunity to encourage healthy eating. During the year different campaigns have been run highlighting the value of low salt diets, 5 a day and diets low in saturated fats. These activities are run in conjunction with careful menu planning demonstrating different food choices. During saturated fat awareness week all colleagues were offered the opportunity to have their blood pressure checked.

IGD have several charity days throughout the year which they support e.g. Children in Need, Red Nose, Eve Appeal, Macmillan Appeal, Jeans for Genes, Alzheimer's Society. Money is raised through dress down days, cake sales and raffles and IGD will match the sum collected on the day. To date in 2013 they have raised over £2,000.

Managers set clear, specific and tailored objectives for employees at yearly appraisal sessions, designed to measure and assess developmental progress. Outside of formal appraisal meetings, managers continue to monitor employee progress through regular meetings and informal catch ups. This allows managers and employees to work together closely throughout the year to further tailor objectives if required, and to set new objectives if progress allows. In line with this structure, praise and recognition are given when an employee excels in order to motivate and show appreciation for their efforts and dedication in his/her role. This can range from wider visible recognition (e.g. personal mention at company meeting) to more personal commendation (e.g. in smaller department team meeting).

Hall & Partners invests in a variety of team building events throughout the year and quarterly company meetings for all. One of the most established events held each year is “Imagine Day”, a unique interactive forum for cross-company collaboration and the generation of new ideas to continue building our company strategy. Imagine Day provides a chance for everyone at Hall & Partners, no matter what their level or aspect of the business, to contribute their individual perspective. It represents the start of their planning process for each new year, helping them to identify otheir goals and priorities based on the hands-on experiences of their employees. This provides a strong focus as well as energy for developing initiatives which will support the continued success of Hall & Partners business and company culture. This year (2013), the purpose of Imagine Day was to leverage their digital expertise and encourage smarter digital thinking and behaviour across the company. The main goals of the day included: Enabling all employees to make a tangible contribution to how they develop their business around their digital offer, Working together to identify where they are now with the current scope of digital tools and behaviours, and where they want to be Prioritising their actions by plotting a road map to success By encouraging open exploration and debate both within and across teams, Imagine Day allows for the entire company to be fully immersed in the shaping and development of Hall & Partners' company vision.

They are always seeking ways to enhance their employee experience. Following feedback from the business, the company arranged bike storage for those cycling to work, built additional showers and a break out room for staff to relax in. Staff have access to a local gym with discounted membership rates, and they have a generous weekly fruit delivery for everyone to enjoy. They also have an employee forum which consists of a member from each function in the London office that acts as the voice of the employee population. They meet monthly to discuss how the office is doing and address any areas of concern.

The Getty Images Hackathon has been a great way for employees to create and build cool stuff like websites, mobile apps, online applications, social media mashups and the like that address a business or customer need. This was their 3rd year running the event. This year they had 16 different teams participate and they consisted of employees from all functions, not just technology. This event is all about the employees ideas and feedback, and the changes they would make if they were in charge. Most importantly, the grand prize for the winning team is that the business commits to implementing their idea/product/change.

Their Managers work well with their team and understand that outisde business committments such as studies, family or holidays may require them to swap/change their shifts or need additional time away from work. They are extremely flexible in accommodating these requests and respect that their employees have other reponsibilites outside of work that are priority to them. They completely understand, as they all have families too and are able to accommodate the majority of requests when their staff want to make changes to their contracted shifts. Managers follow this culture that we demonstrate at a central support level and take time to carry out regular reviews with each member of staff, whether they work 4 or 40 hours a week, each member of their team is guaranteed this time with their Managers.

Their Managers work well with their team and understand that outisde business committments such as studies, family or holidays may require them to swap/change their shifts or need additional time away from work. They are extremely flexible in accommodating these requests and respect that their employees have other reponsibilites outside of work that are priority to them. They completely understand, as they all have families too and are able to accommodate the majority of requests when their staff want to make changes to their contracted shifts. Managers follow this culture that we demonstrate at a central support level and take time to carry out regular reviews with each member of staff, whether they work 4 or 40 hours a week, each member of their team is guaranteed this time with their Managers.

They hold a quarterly Employee Forum whereby employees are asked their views and opinions on all aspects of the Company and from this have created focus groups so that employees are engaged in addressing some of the issues.

Fricroft have recently introduced pay for performance where pay increases are directly linked to achievement of objectives and demonstrating that they live the Company values through measurement of their behavioural competencies. They give on the spot rewards to employees who have demonstrated exceptional performance or customer service by way of vouchers or paying for the employee and their partner to go out for a meal. They operate an employee of the month scheme to recognise efforts.

Faststream are using MC3 this year and so will be using this tool to help their management team develop and improve engagement with their teams. They will prioritise improvement in their highest correlating factors and providing regular feedback and updates to the business on what they are doing to improve engagement in the business. They are creating a ‘Hub Page' on Internal Communication Portal -Yourstream, so that Best Companies and Engagement becomes an ongoing process, not just an annual event.

Faststream are using MC3 this year and so will be using this tool to help their management team develop and improve engagement with their teams. They will prioritise improvement in their highest correlating factors and providing regular feedback and updates to the business on what they are doing to improve engagement in the business. They are creating a ‘Hub Page' on Internal Communication Portal -Yourstream, so that Best Companies and Engagement becomes an ongoing process, not just an annual event.