Last week, we attended the Employee Ownership Awards, run by the Employee Ownership Association, where Bain and Gray were proudly shortlisted as a Rising Star of the Year. While we didn’t take the trophy home, it was still a moment worth celebrating. More than anything, it reminded us that showing up matters, and that the work we do as an employee-owned team has real value.
It also gave us cause to pause and reflect on something that sits at the heart of how we work: company culture.
Employee ownership and culture
For us, employee ownership is about more than a business structure. It creates a sense of shared responsibility, collaboration and pride, and it shapes the way we think about the day-to-day experience of working here. That is why culture is not just an abstract idea, it is something that is felt in every conversation, every team meeting and every decision we make together.
In our own experience, employee ownership strengthens those qualities by giving everyone a shared purpose and a clearer connection to the bigger picture. When people have a real stake in the success of the company, culture becomes even more important.
What our market insights show
That perspective is also reflected in our annual Market Insights, where we share our view on the evolving recruitment landscape within our sector. Drawing on both professional bodies and our own extensive research, including a targeted survey of over 6,000 candidates working in business support roles, the findings show just how much culture now influences the way candidates assess employers.
There is a clear evolution in what people value from work. Flexibility still matters, but culture is increasingly shaping hiring decisions. Our research shows a modest shift back to the office, with full-time attendance up year-on-year, only 11% fully remote, and nearly 30% working a three-day office model. That tells us flexibility remains important, but the quality of the working environment is becoming just as significant.
What candidates want from employers
When asked what makes a positive culture, the same themes came through again and again: personal development, regular staff training, flexible working structures, team socials and frequent team meetings. Alongside this, EDIB engagement remains relatively high, showing that inclusive workplaces still matter to candidates, even as they increasingly focus on the tangible, day-to-day experience of work. Traditional benefits still matter too. Enhanced maternity pay, wellbeing perks, gym memberships, private healthcare and pensions all continue to rank highly. But company culture now sits immediately after these benefits, which shows how central it has become to the overall employer offer.
Why culture matters day to day
It is also a reminder that culture is built in the everyday details. It is in how people are supported, how feedback is shared, how development is encouraged and how open communication feels across the business. Those smaller moments are often what shape whether someone feels included, valued and motivated to stay.
That feels especially relevant in an employee-owned business. It influences how accountable people feel, how much they collaborate and how invested they are in the future of the business.
What this means for recruitment
For employers, this matters. Recruitment is no longer just about attracting candidates with the right skills. It is about showing them that the culture they are stepping into will help them grow, contribute and feel part of something meaningful. The businesses that do this well are the ones that are most likely to stand out in a competitive market.
As our Market Insights makes clear, culture is now a key part of the recruitment conversation. And for us, that aligns closely with what we experience in our own company culture every day.
Whether through employee ownership, team collaboration or the simple value of showing up and being present, the strongest workplaces are the ones that make people feel they belong.
