My name is Erik Huberman and I hired hundreds of people when I founded Hawke Media. Time and time again, I see leaders spending money to get benefits and wonder why their team still feels left out. Here is my opinion: benefits don’t build a real culture. Fair pay and meaningful work do that.
Free coffee and ping-pong tables won’t solve interrupted work. They won’t make anyone 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, compensation, and clarity, they would retain more people and get better work done..
The Myth of Benefits
Let’s be frank. Most of the benefits are there to distract from the fundamental problems. If the role is unclear, the culture is bad, or the salary is below market, a latte won’t save you. I have seen this mistake in companies large and small. Leaders accumulate small advantages and ignore the basics of people management.
“No one cares about this shit…the extra $5 you spend per person so they can go buy their own coffee. These perks are bullshit. People want to make a lot of money and have a job they love.”
Compensation shows respect. Interesting work boosts loyalty. Everything else is just window dressing.
Hire for form, not for fancy
At Hawke Media, we move fast and try new things. It’s not for everyone, and that’s the problem. Some people want predictability. Others like speed and change. Hire for the world they’re entering, not the brochure version of your company.
“It’s easy for us because we’re always doing new things…it’s a volatile work environment. And if you’re the type of person who enjoys that, you thrive at Hawke.”
When you’re honest about pace and pressure, good people stay longer. Bad people are filtered out very early. It’s healthy.
Set expectations before day one
I’m not waiting for integration to set the tone. Clarity starts before signing the offer. The role, goals, communication style, pace, and guardrails should all be obvious from the jump.
“I have found that it is extremely important to set expectations up front before they happen.”
This single step reduces confusion, lowers churn, and improves performance. People are happier when they know what good looks like and how it will be measured.
What to do instead of buying benefits
If you want a team that stays and performs, here’s a simpler, cleaner guide than buying gifts and snacks.
- Pay fairly and link rewards to clear results.
- Define real work, not the hopeful version.
- Be transparent about pace, change and pressure.
- Hire people energized by your reality.
- Give them important problems and autonomy to solve them.
These aren’t cute. They work because they respect adults. And they create conditions for a long service life and high production.
Addressing benefits advocates
I’ve heard the counterargument: The benefits show you care. I understand. But attention needs to be paid to how you pay, how you lead, and whether the work is worth it. Perks can be nice additions, but this is not a strategy. If you need sugar to keep people, the problem is work.
The reward: true loyalty comes from real work
I’ve seen people thrive at Hawke for years, not because of the snacks, but because the work keeps them sharp and the mission is clear.
“That’s why we have a lot of people who have been with us for a very long time.”
It’s not magic. It’s alignment: fair pay, clear roles, honest hiring, and important problems to solve. Culture is built in the work itselfnot the advantages that surround it.
My challenge to leaders
Review your benefits budget and job design. If your budget relies heavily on trinkets, redirect it toward compensation and performance incentives. Rewrite your job postings to reflect the truth of your business. Then, during interviews, say the quiet parts out loud. You will lose some candidates prematurely and keep the good ones longer.
This is how you build a team that sticks and wins. Not with sizzle. With substance.
Call to action: Remove a perk this quarter. Use that money to improve compensation or clarify incentives. Update your role descriptions to match reality. Then watch engagement increase for the right people.
Frequently Asked Questions
Q: Are the perks worth giving?
They can be useful as complements, but they should not replace fair pay, clear roles and meaningful work. Use benefits as a bonus, not a crutch.
Q: How honest should I be in a fast-paced and volatile environment?
Completely honest. Share the pace, the pressure and the change. The right candidates will join us. The bad ones self-select, saving everyone time.
Q: What is the first step to setting better expectations?
Define success metrics and decision rights before hiring. Share them during the interview and again during onboarding so nothing is a surprise.
Q: How do you link pay to performance without causing stress?
Link variable pay to a few clear, controllable results. Communicate how results are tracked and when evaluations take place. Keep the system simple and fair.
Q: What happens if my company doesn’t offer high-speed service? Can I still apply it?
Yes. Be upfront about your pace and style. Hire people who prefer structure and depth. Adjustment is important whether the environment is calm or fast.
