Perks Don’t Build Culture—Meaningful Work Does

I’m Erik Huberman, and I’ve hired hundreds of people while building Hawke Media. Over and over, I see leaders throw money at perks and wonder why their team still feels checked out. Here’s my take: perks don’t build real culture. Fair pay and meaningful work do.

Free coffee and ping-pong tables won’t fix a broken job. They won’t make someone care. People want to be paid well, treated like adults, and given work that actually interests them. That’s the whole game. If leaders focused on fit, pay, and clarity, they’d retain more people and get better work.

The Myth of Perks

Let’s be blunt. Most perks are there to distract from core issues. If the role is unclear, the culture is off, or pay is below market, a latte won’t save you. I’ve seen this mistake across companies large and small. Leaders stack small perks and ignore the basics of people management.

“No one cares about that shit… the extra $5 a person you’re spending so they can go buy their own coffee. Like, those perks are BS. People wanna make good money and have a job they enjoy.”

Compensation shows respect. Interesting work drives loyalty. Everything else is window dressing.

Hire For Fit, Not Fantasy

At Hawke Media, we move fast and try new things. It’s not for everyone, and that’s the point. Some people want predictability. Others love speed and change. Hire for the world they’re stepping into, not the brochure version of your company.

“It’s easy for us because we’re always doing new things… it is a volatile work environment. And if you’re the type of person that likes that, you thrive at Hawke.”

When you’re honest about the pace and the pressure, the right people stay longer. The wrong people filter out early. That’s healthy.

Set Expectations Before Day One

I don’t wait for onboarding to set the tone. Clarity starts before the offer is signed. The role, goals, communication style, pace, and guardrails should all be obvious from the jump.

“I’ve found setting expectations upfront before they come in is super important.”

That single step lowers confusion, reduces churn, and improves performance. People are happier when they know what good looks like and how they’ll be measured.

What To Do Instead of Buying Perks

If you want a team that stays and performs, here’s a simpler, cleaner playbook than buying swag and snacks.

• Pay fairly and tie rewards to clear outcomes.
• Define the real job, not the hopeful version.
• Be transparent about pace, change, and pressure.
• Hire people who are energized by your reality.
• Give them problems that matter and autonomy to solve them.

These aren’t cute. They work because they respect adults. And they create the conditions for long tenure and high output.

Addressing the Perk Defenders

I’ve heard the counterargument: perks show you care. I get it. But care is shown in how you pay, how you lead, and whether the work is worth doing. Perks can be nice add-ons, but they’re not a strategy. If you need sugar to keep people around, the job is the problem.

The Payoff: Real Loyalty Comes From Real Work

I’ve watched people thrive at Hawke for years, not because of snacks, but because the work keeps them sharp and the mission is clear.

“That’s why we have a lot of people that have been with us for a very long time.”

That’s not magic. It’s alignment: fair pay, clear roles, honest hiring, and meaningful problems to solve. Culture is built in the job itself, not the perks around it.

My Challenge to Leaders

Audit your perks budget and your job design. If your budget leans heavy on trinkets, reroute it to pay and performance incentives. Rewrite your job posts to reflect the truth of your company. Then, in interviews, say the quiet parts out loud. You’ll lose a few candidates early—and keep the right ones longer.

That’s how you build a team that sticks and wins. Not with sizzle. With substance.

Call to action: Cut one perk this quarter. Use that money to improve compensation or clarify incentives. Update your role descriptions to match reality. Then watch engagement rise for the right people.

Frequently Asked Questions

Q: Are perks ever worth offering?

They can be fine as add-ons, but they shouldn’t replace fair pay, clear roles, and meaningful work. Use perks as a bonus, not a crutch.

Q: How honest should I be about a fast, volatile environment?

Completely honest. Share the pace, pressure, and change. The right candidates will lean in. The wrong ones self-select out, which saves everyone time.

Q: What’s the first step to set better expectations?

Define success metrics and decision rights before hiring. Share them in the interview and again during onboarding so nothing is a surprise.

Q: How do I connect pay to performance without causing stress?

Tie variable pay to a few clear, controllable outcomes. Communicate how results are tracked and when reviews happen. Keep the system simple and fair.

Q: What if my company isn’t high-speed—can I still apply this?

Yes. Be upfront about your pace and style. Hire people who prefer structure and depth. Fit matters whether the environment is calm or rapid.