Cushman & Wakefield
What's the Company Culture Like at Cushman & Wakefield in Chicago?
This page summarizes recurring themes identified from responses generated by popular LLMs to common candidate questions about Cushman & Wakefield and has not been reviewed or approved by Cushman & Wakefield.
What's the company culture like at Cushman & Wakefield?
Strengths in values alignment, inclusion infrastructure, and structured development are accompanied by tensions around perceived favoritism, workload intensity on client accounts, and change-related uncertainty. Together, these dynamics suggest the Chicago office offers meaningful cultural scaffolding and learning opportunities, while day-to-day experience can depend heavily on account context and local leadership.
Key Insight for Candidates
In Chicago, the defining pattern is a client-account–driven culture where local leadership shapes day‑to‑day more than corporate messaging. This matters because experiences can range from inclusive, supportive teams to faster-paced, variable environments—so candidates should probe the specific Chicago team’s norms on support, recognition, and flexibility.Evidence in Action
- DRIVE Values Embedded — The DRIVE values were relaunched in 2024, and 91% of employees reported understanding the DRIVE values. In Chicago, this shared language sets clear behavior expectations and enables faster alignment across teams and client accounts.
- ERGs Open To All — Nine employee resource groups (ERGs), including the Women’s Integrated Network and BUILD, are open to all employees. Chicago employees can plug into inclusive communities for networking, mentorship, and belonging beyond their immediate teams.
Positive Themes About Cushman & Wakefield
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Cultural Alignment: In the Chicago office, the DRIVE values are broadly communicated and provide a shared language for how people work together and show up for clients.
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Fair & Equitable Treatment: Chicago employees can engage with visible inclusion efforts and employee resource groups that are open to all, supported by external DEI recognitions.
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Learning & Knowledge Sharing: Teams in Chicago benefit from structured development offerings and early‑career pathways, with opportunities to learn new skills highlighted in company materials.
Considerations About Cushman & Wakefield
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Favoritism & Inequity: In Chicago, some feel recognition and cultural benefits can depend on being known by higher‑ups, and sense of belonging is noted as an area needing improvement.
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Workload & Burnout: Client‑embedded and site‑based roles in Chicago can experience a fast, variable pace and lean resourcing that contribute to stress.
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Change Fatigue & Ineffective Decision-Making: Shifts tied to account demands and broader restructuring create uncertainty and make decision‑making feel inconsistent for some Chicago teams.
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