Free Coffee as a Culture Strategy?
Created by Community Member, Claire Brown
When University Hospital Southampton Trust removed free tea and coffee for staff recently, it stirred up more than just empty mugs, sparking emotion, conversation, and a quiet questioning of what care looks like in the workplace.
Tea and coffee on tap, free pizza, casual Fridays, beanbags in breakout spaces have become familiar comforts in many organisations. Some employers even list them as perks in job adverts. But when these small rituals are taken away, morale can wobble.
So we ask ‘Are they simply “nice to have” or have they become symbols of something deeper’?
Lately, I’ve been wondering whether these perks truly add value and I’m drawn to the psychology behind motivation, exploring what really nourishes us at work.
Theories on motivation
A still growing area, studies on what motivates people have been fascinated academics (and me!) for many decades. Three that I remember from my Business Studies degree, and that I can see relevance here, are Herzberg’s Hygiene Factors, Maslow’s Heirarchy of Needs (which comes up so often!) and McClelland’s 3 point theory.
Herzberg’s Two-Factor Theory offers a helpful lens separating workplace factors into:
Hygiene factors: salary, working conditions, relationships with managers
Motivators: purpose, growth, recognition
Free coffee? That’s just a hygiene factor. One that doesn’t inspire but its absence can frustrate. It’s part of the environment we’ve come to expect, a quiet signal of care and stability. But, if it disappears, it can feel like something more than caffeine is missing.
Maslow’s Hierarchy of Needs reminds us that humans seek more than comfort. Perks may meet our physiological needs in warmth, nourishment and a sense of safety, but they don’t touch the higher layers of belonging, esteem or self-actualisation. If perks are used as a stand-in for meaningful culture, they can backfire when removed.
McClelland’s Human Motivation Theory identifies three core drivers - Achievement, Affiliation and Power. A frothy cappuccino won’t replace autonomy, support, or meaningful work. These passive perks are extrinsic rewards. Pleasant, perhaps, but they don’t reach the personal, sustainable values that truly motivate us.
The Double Shot, Grande Salted Caramel Macchiato We’re Actually Looking For
So yes, the fully stocked kitchen may help stop people from leaving. But it won’t make them stay.
Companies like John Lewis are often celebrated not for their perks, but for their structure offering shared ownership, trust, and autonomy. These are strategic choices that align with intrinsic motivation. They speak to purpose-driven leadership.
In Forbes’ 2025 list of the World’s Best Employers, every top company offered wellbeing programmes. Not just yoga classes or fruit bowls but access to counselling, mental health support, financial wellbeing, and cultures that honour work-life balance. These aren’t just passive perks but a commitment to each individual - meeting them where they are.
I get that smaller companies are not going to have budget for Bupa Plans but that coffee could come with a sit down (or a walk!) to check-in with that individual and that team lunch could ensure that everyone is getting home on time to celebrate birthday teas with loved ones.
A Gentle Invitation to Reflect
This isn’t a call to scrap all perks. I’m certainly up for a slice of cake and a coffee - but it’s a nudge for leaders to ask some questions and explore;
What do our people truly value?
Are we investing in recognition, growth, and connection or just surface-level comforts?
When we remove a perk, what message do we send?
Are we listening or just guessing?
When perks become the only visible sign of care, their removal feels like neglect. But when they are part of a broader, values-led culture, they’re appreciated, not expected.
Let’s stop treating coffee as culture. Especially right now, morale and retention deserve more than a latte.
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At Beyond the Skills, we work with organisations who are ready to ask different questions. Sometimes, the first step is simply noticing where your thinking might need to open up. If you’re curious, let’s connect.
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