Myth vs. Reality: Employee Ownership at RS&H

Employee ownership has revolutionized workplaces, giving employees a new sense of pride and belonging in their work, but misconceptions persist about what it truly means to be an employee owner. These myths can prevent talented professionals from recognizing the genuine value and impact of employee ownership in their daily work lives. 

At RS&H, employee ownership has been a cornerstone of our culture since 1941. Over the course of eight decades, we’ve witnessed firsthand how ownership transforms not just financial outcomes, but the entire associate experience. Our employee owners across the country demonstrate daily that ownership is far more than financial or economic benefit—it’s a fundamental shift in how we approach our work, collaborate with colleagues, and invest in our collective future. 

Employee Ownership Month provides an opportunity to address these persistent myths and share the reality of what it means to contribute as an owner. Employee ownership creates a fundamentally different workplace dynamic, where every eligible associate can build both their career and financial future while supporting something larger than themselves. 

Myth 1: Employee Ownership Doesn’t Mean Anything Until You Retire

One misconception about employee-owned companies is that ownership benefits only materialize at retirement. This myth reduces employee ownership to a distant benefit, ignoring its profound daily impact. 

The reality is quite different. While long-term financial value is undoubtedly significant, the day-to-day sense of ownership creates immediate and meaningful change in how associates approach their work. Ownership fundamentally alters decision-making, creating a mindset shift that influences daily choices and priorities. 

At RS&H, associates commonly report that ownership changes how they think about their work today, not just in the years to come. This ownership mindset manifests in greater attention to detail, increased collaboration, and a heightened sense of responsibility for project outcomes. Associates take more pride in their contributions, knowing they have a genuine stake in the results. 

This immediate impact extends beyond individual performance. When entire teams operate with an ownership mentality, the collective energy and commitment create a workplace culture that drives excellence in every project and client interaction. 

Myth 2: Employee Ownership Doesn’t Impact Day-to-Day Work

Another common misconception suggests that ownership is merely a passive financial benefit that exists in the background without affecting actual job performance or workplace dynamics. 

The truth is that employee ownership has a profound impact on how work gets accomplished. Owners approach their responsibilities with a long-term perspective, considering how current decisions and actions contribute to the company’s sustained success. This ownership lens influences everything from project planning to client relationships. 

The collaborative dynamic among employee owners creates a unique workplace environment. Rather than competing against each other, owners work together toward shared objectives. This collaboration spans departments and hierarchical levels, fostering cross-functional partnerships that enhance project outcomes and client satisfaction. 

Employee ownership also generates a greater sense of purpose in daily work. Recognizing that individual contributions have a direct impact on both personal financial growth and collective company success creates meaningful motivation that transcends traditional employment relationships. This sense of shared destiny motivates owners to take a deep interest in the company’s reputation, client relationships, and long-term market position. 

Myth 3: All Employee Ownership Models Are the Same

A significant misconception treats all employee ownership programs as identical, ignoring the substantial differences in structure, culture, and associate experience across different companies. This generalization prevents professionals from recognizing the unique advantages of well-designed ownership programs. 

Not all employee ownership models are created equal—how a company lives out ownership makes all the difference. At RS&H, every eligible associate is offered the opportunity to become an owner, regardless of tenure, title, department, or career stage. This inclusive approach ensures ownership benefits and responsibilities are shared across the entire organization. 

We’ve built a culture around ownership, not just a financial model. This cultural foundation means ownership principles influence decision-making at every level, from project management to strategic planning. The ownership culture creates transparency, accountability, and shared commitment that extends far beyond stock ownership alone. 

Our approach includes multiple pathways to ownership participation:  

• Our 401(k) plan, which includes a portion of company match in stock
• Annual stock offerings
• Incentive programs that may consist of stock awards

RS&H provides diverse pathways for associates to build their ownership stake over time. This comprehensive approach ensures that ownership remains accessible and meaningful throughout an associate’s career journey. 

Building Your Future as an Employee Owner

Employee ownership represents more than a workplace benefit—it’s a fundamental reimagining of the relationship between associates and their company. When ownership myths are dispelled, the true value becomes clear: a workplace where everyone can build both their career and financial future while contributing to collective success. 

At RS&H, our employee ownership culture demonstrates that this model yields exceptional outcomes for associates, clients, and the communities we serve. Our employee owners don’t just work for the company—they are the company, invested in its success, and empowered to shape its future. 

Ready to explore what employee ownership can mean for your career? Discover our current opportunities and join a team where success is truly shared.