Flexibility is not viewed as an added perk. It is the baseline of how people define a strong workplace, shaping both daily experience and long-term satisfaction.

The Best Workplace Benefit at My Firm

The responses point to one clear leader: flexibility. Mentions of “working from home,” “remote work,” “hybrid schedule,” and “flexibility” account for 39% of all responses, making it the most dominant workplace benefit by a wide margin. This signals a shift in expectations. Flexibility is not viewed as an added perk. It is the baseline of how people define a strong workplace, shaping both daily experience and long-term satisfaction.

Financial benefits form the next most prominent category, representing 13% of responses. This includes “401k match,” “pension,” and other retirement-related contributions. While this category does not match the volume of flexibility, it reinforces that financial security remains a core component of overall value. Retirement benefits in particular stand out as a meaningful factor in how people assess long-term stability.

Health-related benefits follow closely, making up 10% of responses. Mentions such as “medical,” “health care,” and “health benefits” show that access to strong coverage remains essential. What stands out is that more distinctive offerings, like an in-house doctor’s office, leave a stronger impression. Standard coverage is expected, but expanded access elevates the perceived value of the benefit.

Time off and schedule-related benefits account for 8% of responses, reflecting the importance of balance and recovery. Mentions of “PTO,” “work/life balance,” and schedule control highlight that time away from work is a key part of the overall experience. This category complements flexibility, but it focuses more on rest and sustainability rather than autonomy during working hours.

Development and growth-related benefits represent 7% of responses. Mentions of “training,” “learning and development,” and “continuing education” indicate that a portion of respondents view investment in their growth as a tangible benefit. While not the most frequently cited category, it adds depth to how individuals evaluate their workplace beyond immediate compensation and flexibility.

Perks tied to daily experience, such as “snacks,” “free lunch,” “breakfast,” and “cafe,” make up 11% of responses when grouped together. These benefits may seem smaller in isolation, but collectively they contribute to the day-to-day environment and overall enjoyment of the workplace. They help shape how people feel in their work setting on a regular basis.

A final layer of responses reflects more unique or specialized benefits, each representing 1% of responses individually. These include items like event tickets, scenic office views, fertility support, and gym reimbursements. While not widespread, these benefits serve as differentiators. They create memorable experiences and can strengthen connection to the firm in ways that standard benefits do not.

Overall, three categories clearly lead: flexibility (39%), financial benefits (13%), and health benefits (10%). These form the foundation of what people value most. Additional elements such as time off, growth opportunities, and experiential perks build around that core, shaping a more complete and differentiated workplace experience.

The Best Part About My Firm’s Culture

One theme stands above the rest: culture is driven by people. Mentions of “people,” “team,” and related terms account for 41% of all responses, making it the most dominant theme by a wide margin. Whether it’s described as a “great team,” “supportive coworkers,” or even “like a big family,” the common thread is connection. Culture, in this case, is not abstract. It is experienced through daily interactions and relationships.

Closely tied to that is collaboration, which represents 18% of responses. Many responses point to a shared way of working, where individuals are not operating in silos but contributing toward a common goal. Phrases like “collaborative environment,” “everyone pitches in,” and “working toward the ultimate goal” reinforce that sense of collective effort. It suggests that people value environments where responsibility is shared and progress feels like a team effort rather than an individual one. 

Kindness and support also stand out as defining elements, accounting for 14% of responses. Words like “friendly,” “kindness,” “caring,” and “supportive” appear throughout, pointing to how much tone and behavior shape the experience. It is not just about being part of a team, but about how that team treats one another. Small actions, like giving grace or helping others, contribute to a culture that feels positive and sustainable.

Another consistent theme is inclusion and openness, representing 11% of responses. Responses such as “all voices heard,” “you can be yourself,” and “open door policy” reflect an environment where people feel comfortable contributing. This speaks to a sense of trust and psychological comfort. When individuals feel heard and respected, it strengthens engagement and reinforces the overall culture.

Flexibility and work style make up 9% of responses, showing that how work gets done still matters, even if it is not the leading factor. Mentions of “flexibility,” “100% remote,” and a “relaxed environment” highlight the role of autonomy and balance. These factors help reduce friction and support a more sustainable day-to-day experience.

There are also more distinct responses that add depth, each representing 7% individually. Mentions such as “entrepreneurial,” “creativity,” “team retreats,” and “birthday break” reflect how firms create moments beyond day-to-day work. Others like “DEI initiatives,” “open to new ideas,” “everyone rolls up their sleeves,” “strong communication,” and “firm foundation” point to how teams operate and make decisions.
 
Even responses like “laughs,” “results,” and “networking” highlight that culture is felt in both performance and personality. While these may not define culture on their own, they reinforce it in meaningful ways. 


The bigger picture illustrates that culture is built through consistent, everyday behaviors. It shows up in how people work together, support each other, and contribute to a shared environment that feels both productive and human.

The Reason Why I Stay at My Firm

Growth and opportunity account for 14% of responses, showing that people are thinking beyond their current role. Phrases like “professional growth,” “room to grow,” and “new opportunities” point to a forward-looking mindset. Even in environments with strong relationships and flexibility, a lack of progression can create uncertainty. Teams that retain talent well are creating visible paths forward rather than leaving individuals to define them on their own.

Compensation and benefits represent 12% of responses, appearing consistently but often alongside other factors. Mentions of “fair pay,” “compensation,” and “benefits” reinforce that financial support remains essential. While it plays a critical role, it does not operate in isolation. It supports retention, but it does not replace the need for strong relationships, flexibility, and growth.

There are also a set of more distinct responses, each representing 8% individually, that add another layer to the picture. Mentions of “philanthropy initiatives,” “ethics,” “exciting challenges,” and “attend LMA” reflect more personal or role-specific motivations. Others like “job security,” “creative work,” and “the work itself” highlight how individual preferences shape decisions to stay. These may not apply broadly, but they show where firms can create additional connection points.

Across all responses for this question, retention is not driven by a single factor. It is built through a combination of strong relationships (45%), flexibility (21%), growth (14%), and compensation (12%), with additional elements layered in to support the overall experience.

Where All Three Questions Overlap

When you look across all three questions, five themes consistently rise to the top. These are not isolated to one area. They show up in why people stay, how they describe culture, and what they value in benefits. That overlap is what makes them meaningful.

1. People and Relationships
This is the most dominant theme across all responses, accounting for 42% of total responses when grouped together. Mentions of “people,” “team,” “colleagues,” “friends,” and “coworkers” appear in every dataset. Whether it’s culture, retention, or benefits, the experience is shaped first by who individuals work with. This reinforces that relationships are not just part of the job. They are the foundation of it.

2. Flexibility and Work-Life Balance
Flexibility appears consistently across all three areas, representing 31% of total responses when combining “work from home,” “remote work,” “flexibility,” “hybrid,” and “work/life balance.” It shows up as both a benefit and a reason to stay, and even influences how people describe culture. Control over time and work style is now deeply tied to overall satisfaction.

3. Culture and Work Environment
Mentions of “culture,” “environment,” “trust,” “inclusivity,” and “feeling valued” account for 15% of responses. This theme connects closely with both people and collaboration, but stands on its own as how individuals interpret the broader experience. It reflects how the workplace feels, not just how it functions.

4. Growth, Opportunity, and Development
Responses tied to “growth,” “opportunities,” “learning,” and “development” represent 11% of responses. This theme shows up most strongly in reasons for staying, but also appears in benefits and culture. It signals that people are thinking beyond their current role and evaluating whether they can continue to progress.

5. Compensation and Benefits
Financial and core benefits, including “compensation,” “pay,” “401k,” and “benefits,” account for 11% of responses. While this category is more concentrated in the benefits question, it still appears in retention and overall experience. It remains essential, but it is rarely the sole driver. 

KHS People Final Thoughts

What emerges from this is a shift in how workplace value is defined. Traditional benefits like compensation and healthcare still matter, but they are no longer the primary lens. The experience of work itself now carries more weight. Who you work with, how you work, and whether you can see a future all play a larger role in how individuals evaluate their environment.

There is also a strong alignment between what people value and what keeps them in place. The same themes appear across benefits, culture, and retention, reinforcing that these are not separate conversations. When one area falls short, it impacts the others. When they align, it creates consistency in how the workplace is experienced day to day, not just how it is described.

This points to a clear direction for leadership teams. Retention is not solved through a single initiative or program. It is shaped through structure, consistency, and everyday interactions. The firms that perform best in this area are not adding more. They are aligning what already exists to match what people actually value.