How we helped Fresh Nous use theirs
Fresh Nous is a growing business that wanted to bring its culture to life in a way that engaged employees and gave the organisation a clearer identity. We worked with their CEO to understand their mission, values, and working culture, reviewed their policies and benefits, and created an accessible culture book that was visual, easy to use, and genuinely reflected who they are.
The outcome went further than they expected. Their testimonial says it best:
“Our new Culture Book has become a key asset for recruitment, tenders, and most importantly, for bringing our culture to life for our team. It captures who we are and how we work, helping us to attract the right people and build alignment internally. The HR Professional Consultancy Support has been a huge benefit, bringing expert knowledge into our business to help shape the culture book and make it a quality piece that does the content justice. We are really grateful to WCC for the support. It has been a catalyst in helping us scale with confidence, while staying true to our values and culture.”
Recruitment, tenders, and culture. One document, three purposes. That’s a return on investment that most businesses don’t anticipate when they start the process.
What makes a culture book strong enough to serve this purpose?
Real specificity
Vague statements about values don’t win tenders. Specific evidence of how those values show up in practice does. A strong culture book includes real examples, real team voices, and real commitments rather than generic aspiration.
Alignment with your actual standards
If you’re submitting a culture book as part of a tender response, it needs to be consistent with your policies, your practices, and your actual employee experience. Inconsistency between what the document says and what the organisation does undermines both the tender and the trust.
A professional finish
A well-designed, branded document signals that you take your organisation seriously. It’s a piece of evidence in itself about the quality and professionalism of the business.
One document, working harder
The businesses that get the most value from a culture book are the ones that think about it as a strategic tool rather than an onboarding exercise. Used well, it shapes how candidates see you, how clients perceive you, and how your team understands itself.
If you’d like to create a culture book that works across all three, book a free 30-minute discovery call and let’s talk about what that could look like for your business.
Frequently asked questions
Can a culture book really help attract great candidates?
Yes, candidates want to see more information about organisational values, equality and inclusion, and employee experience. A culture book provides a ‘feel’ for your organisation, that sets you apart from all the other employers they’re looking at. It also demonstrates a level of organisational competence and maturity that many candidates and clients find reassuring.
What should a culture book include if it’s also being used commercially?
In addition to the standard elements of a culture book, one designed for commercial use should include clear articulation of your values with specific examples, your equality and inclusion commitments, information about your team and how you develop and support them, and any relevant accreditations or standards you hold. It should be written to be understood by people outside the business as well as inside it.
How long does it take to create a culture book?
Typically four to six weeks from initial meeting to final delivery. The process involves a discovery session to understand your culture, a review of existing documentation, a first draft, and a feedback round before the final product is delivered. The finished document is provided as a digital PDF, a print-ready version, and a live editable file.
Does the culture book need to be updated regularly?
Yes. We recommend reviewing it annually and updating it whenever significant changes occur, such as a change in leadership, a shift in strategic direction, or the addition of new benefits or policies. Delivering a culture book to a tender panel that’s two years out of date and no longer reflects the business is a missed opportunity. Treat it as a live document.
About the author
Helen Scullion Assoc. CIPD is HR Client Manager at Limelite HR & Learning. Helen works as an outsourced HR partner for retained clients, supporting organisations across Worcestershire and the UK with a wide range of people challenges, from day-to-day HR questions to longer-term people strategy. Connect with Helen on LinkedIn.
