What high-profit 2025 Best Firms To Work For do differently to earn employee trust, loyalty, and performance.
At Zweig Group, we’ve always believed that culture drives performance. But when you dig into the data, the relationship between employee experience and firm profitability becomes even clearer – and more actionable.
We recently analyzed sentiment data from our 2025 Best Firms To Work For survey, zeroing in on the differences in employee sentiment between firms with very high profit (15 percent or higher) and those with low profit/loss (4.9 percent or less). The goal was simple: identify which workplace factors have the biggest perception gap – and therefore the greatest opportunity for firms looking to level up both culture and bottom line.
Job security and trust in leadership.
The largest gap of all came down to one powerful word: security. Employees at very high-profit firms feel significantly more secure in their roles – scoring a full 0.76 points higher than peers in low-profit firms when asked if they feared a downsizing event in the coming year. That level of confidence has ripple effects throughout the organization. When employees aren’t constantly bracing for impact, they’re more willing to take initiative, speak up, and engage meaningfully.
But that sense of security doesn’t exist in a vacuum. It’s closely tied to confidence in leadership – another top-gap factor. Employees at high-profit firms are far more likely to believe their leadership team is steering the firm toward a successful future. This speaks to clear communication, strategic direction, and transparency – things that aren’t always visible on a balance sheet, but are deeply felt inside a firm.
Compensation and recognition.
Unsurprisingly, money matters – but not just in the way you think. Yes, bonus frequency and bonus amount were two of the biggest differentiators, with top firms scoring 0.71 and 0.66 points higher, respectively. But equally important was recognition for extraordinary effort, a metric that had nearly as wide a gap.
High-profit firms have built systems that consistently reward both output and initiative. Employees don’t just feel that they’ll be compensated – they feel seen. They know their contributions are acknowledged and valued, which fuels motivation and retention. In these firms, pay and praise go hand-in-hand.
Training, development, and mentorship.
If there’s one area where top-performing firms are clearly investing, it’s in professional growth infrastructure. Gaps were substantial in factors like quality and frequency of training, mentoring program availability, and the quality of mentorship itself. These firms are not leaving development up to chance – they’re building it into the everyday employee experience.
That support also extends into manager-employee relationships. Employees at high-profit firms are far more likely to report that their manager helps them set goals and holds them accountable. This kind of hands-on leadership creates a culture of progress. People feel like they’re not just filling a seat – they’re moving forward.
What this means for AEC leaders.
The takeaway isn’t simply that high-profit firms offer more pay or better perks. What they do differently is build systems of support – intentional structures that reinforce stability, development, and trust. They don’t wait for healthy margins to justify investing in people. They invest early and often, because they understand that culture drives performance, not the other way around.
If you’re leading a firm in the AEC industry, this data gives you a clear roadmap. Culture isn’t some abstract ideal – it’s a series of daily decisions. How you reward, support, and develop your people shows up in both morale and margin.
If you’re leading a firm in the AEC industry, ask yourself:
- Do our employees feel secure and valued – especially in unpredictable times?
- Are we consistent and fair in how we reward performance?
- Is professional growth built into our day-to-day operations?
These aren’t abstract culture questions. They’re direct predictors of firm health and profitability.
The bottom line.
The firms at the top of the profitability ladder aren’t just more efficient or better at business development. They’re doing the hard work of building trust, investing in people, and creating cultures where employees want to stay and grow.
The good news? That kind of culture isn’t reserved for the few. It’s available to any firm willing to make it a priority. The gap is real – but so is the opportunity.
Kyle Ahern is manager of Awards and Analytics at Zweig Group. Contact him at kahern@zweiggroup.com.
