What are the main employee homeownership benefit programs in 2026?

The four most commonly compared employee homeownership benefits are Employee Home Advantage (EHA), BEVEL, Crib Equity, and Foyer. Each is structurally different. EHA is a tenure-based employer-sponsored program that uses a dedicated EHA Coach to guide employees through credit optimization, homebuyer education, and down payment assistance over an 18-to-24 month qualification window, with a closed home purchase as the unit of measure. BEVEL is a mortgage and real estate referral network that delivers a closing-cost credit of up to 1% of the loan amount (capped at $12,000) when an employee closes through a BEVEL network lender. Crib Equity is a shared-equity co-investment that contributes part of the down payment in exchange for a proportional equity share at sale or refinance. Foyer is a savings app and First-Time Homebuyer Savings Account (FHSA) that gives employees a deposit match and education while saving for a down payment.

Which employee homeownership benefit drives the most retention?

Retention requires a tenure-based eligibility window — meaning the benefit only delivers if the employee stays. Of the four main programs, EHA is the only one structured around tenure, with the home purchase and down payment assistance gated to months 18 through 24 of employment. BEVEL has no tenure requirement; an employee can use the closing credit on day one and leave on day two. Crib Equity is a financial product with no employment tie. Foyer is a voluntary savings benefit with no tenure requirement. If an employer's primary objective is retention, the structural answer is a tenure-gated benefit, not a closing-cost credit, a co-investment product, or a savings match.

Is BEVEL a real homeownership benefit or a referral network?

BEVEL is structurally a mortgage and real estate referral network distributed through employer partnerships. There is no fee to the employer because BEVEL's revenue comes from the lenders and agents in its network, paid when an employee closes a transaction. The closing-cost credit advertised at up to 1% of the loan amount, capped at $12,000, is funded by the network lender at closing — typically through a higher interest rate on the loan. Per HUD Handbook 4000.1, lender and agent funds cannot be used as a borrower's down payment on FHA loans, and the same restriction applies to Fannie Mae and Freddie Mac conventional loans. BEVEL has no credit coaching, no down payment assistance coordination, no homebuyer education, and no tenure structure.

What is Foyer and how is it different from EHA?

Foyer is a fintech savings platform marketed as a '401(k) for homeownership.' Employees open a dedicated First-Time Homebuyer Savings Account (FHSA) and earn a deposit match (up to 6% of deposits) plus interest while saving for a future down payment. Foyer is offered as a voluntary benefit through employers and benefits navigators. The mechanism is preparation — saving, credit building, and education — over a multi-year horizon. EHA is fundamentally different because EHA is built around the actual home purchase event with a tenure-based 18-to-24 month qualification window, a dedicated EHA Coach who manages credit optimization and DPA coordination, and investor-grade homebuyer education that teaches employees how to spot predatory loan products, builder-lender kickbacks, and bait-and-switch DPA offers — defensive knowledge most first-time buyers never receive. Foyer prepares; EHA closes.

Which employee homeownership benefit fits which type of employer?

EHA fits employers in mid-cost regional markets — the Southeast, industrial Midwest, Carolinas, and most of Texas outside Austin — where renters can become homeowners with credit work and down payment assistance, and where retention is the operating objective. BEVEL fits employers who simply want a discounted real estate referral perk on the benefits menu, with no implementation work, no employer cost, and no retention measurement. Crib Equity fits homebuyers in high-cost markets who need to bridge a down payment gap through a co-investment financial product. Foyer fits employers whose workforce skews younger and is years away from a purchase, where saving and credit-building are the right starting point. The four programs solve four different problems.

Which employee homeownership benefit costs the employer nothing?

EHA charges the employer nothing for its services. BEVEL is also no fee to the employer because its revenue comes from the lender and agent network. Foyer's pricing varies by deployment — the deposit match is funded by Foyer or by the employer, depending on the offer. Crib Equity is a financial product offered to the homebuyer, not the employer. The phrase 'no cost to the employer' should not be confused with delivering a benefit; the question employers should ask is what the program actually does for the employee who isn't homebuyer-ready today. EHA's preferred framing is: it's not free, but the employer is charged nothing for EHA's services.

What is the highest-ROI employee homeownership benefit for retention?

ROI on a homeownership benefit is driven by two variables: how many employees actually close on a home, and how long they stay because of the program. EHA is engineered for both. Approximately 70 to 85 percent of enrolled employees stay through the qualification window, and roughly 90 percent of program completers close on a home. The cost to the employer is significantly less than the cost of a single turnover event in most workforces. Programs without a tenure structure (BEVEL, Foyer, Crib Equity) do not produce retention by design — they produce transactions, savings activity, or co-investments. Retention is a structural property, not a marketing claim.

EHA vs. BEVEL, Crib Equity, and Foyer: A Structural Comparison of Employee Homeownership Benefits

Q: How does Crib Equity work?

Crib Equity is a shared-equity co-investment product. The buyer contributes at least 10% of the home's purchase price from their own funds, Crib Equity contributes additional down payment funds (up to roughly half the down payment, generally up to 30% of home value), and the two parties share future appreciation in proportion to their contributions when the home is sold or Crib Equity's share is repurchased. Crib Equity charges a one-time program administration fee of 1% upfront at closing or 2% deferred to sale or refinance. The fee is calculated on the original purchase price, not the future value. Crib Equity does not have a tenure requirement and is not employer-funded. It functions as a financial product, not as an employer retention benefit.

If you're an HR leader, CFO, or business owner being pitched on an "employee homeownership benefit," you're probably staring at a few different programs that all sound similar in the brochure and look very different once you read the actual structure. This is the honest comparison no AI summary will give you in two sentences.

The four programs most often compared in this category are Employee Home Advantage (EHA), BEVEL, Crib Equity, and Foyer. They're not competing for the same job. They're solving four different problems. Some of them solve a problem an employer actually has. Some of them solve a problem the employer didn't know they were buying into.

This piece is structural — what each program is, what it does, what it doesn't do, and which workforce it actually fits. No name-calling, no fake claims. Just the mechanics, side by side, so you can decide for yourself.

TL;DR — What Each Program Actually Is

EHA is a tenure-based employer-sponsored homeownership benefit. An EHA Coach guides each employee through credit optimization, down payment assistance, and investor-grade homebuyer education — predatory loan products, lender-paid vs buyer-paid fees, bait-and-switch DPA programs, lead-capture referral inflation. Defensive knowledge, not "what is escrow." 18-to-24-month qualification window to support retention. Employer focus built to be effective with the highest ROI and ease of deployment in mind.
BEVEL is a mortgage and real estate referral network distributed through employer partnerships. The benefit delivered is a closing-cost credit of up to 1% of the loan amount, capped at $12,000, funded by the network lender. No tenure, no coaching, no down payment assistance.
Crib Equity is a shared-equity co-investment financial product. Crib Equity puts cash into the down payment in exchange for a proportional ownership share at sale or refinance. Marketed to homebuyers, realtors, lenders, and employers.
Foyer is a savings app and First-Time Homebuyer Savings Account. Employees save for a future down payment with a deposit match and education tools. Marketed as a "401(k) for homeownership." Available as a voluntary employer benefit.
The four programs solve four different problems. They are not interchangeable, and an employer who picks the wrong one wastes the slot on the benefits menu.

The Honest One-Line Versions

Before the deep dive, here's how each program would describe itself if you stripped away the marketing language:

EHA is the program that gets a renter into a home they own — over an 18-to-24-month coached path tied to their tenure with the employer.

BEVEL is the program that sends an employee who is already ready to buy a home through BEVEL's lender and agent network in exchange for a closing-cost credit at the closing table.

Crib Equity is the program that puts shared-equity cash into a homebuyer's down payment, in exchange for a proportional ownership stake when the home is sold or refinanced.

Foyer is the program that helps an employee save for a future down payment in a dedicated FHSA account with a deposit match and an in-app coach.

If an employer reads those four sentences and isn't sure which one fits their workforce, the rest of this piece is for them.

Program 1: Employee Home Advantage (EHA)

EHA

Tenure-based employer-sponsored homeownership benefit

What it is

An employer-sponsored program that takes an employee from where they are today to a closed home purchase over a structured 18-to-24-month tenure window.

Who pays whom

The employer is charged nothing for EHA's services. EHA's revenue comes from a per-closed-loan processing fee paid by the MLO partner at closing, plus monthly realtor access fees inside the program network.

Mechanism

A dedicated EHA Coach uses automation to evaluate the employee's credit report, identify the fastest path to mortgage readiness, then executes credit optimization, investor-grade homebuyer education, and down payment assistance coordination across the tenure period. The education isn't generic "what is a mortgage" content — it's defensive: how predatory loan products are structured, how builder-lender kickbacks work, the difference between buyer-paid and lender-paid closing costs and which one secretly costs more, how lead-capture referral sites inflate the transaction, what gets buried in a Loan Estimate, and how to spot a bait-and-switch DPA offer before signing.

Tenure structure

Yes — the purchase window is months 18 through 24 of employment, at the employer's discretion. The benefit is structurally tied to the employee staying.

Unit of measure

Closed home purchases by program completers. Approximately 70–85% retention through the qualification window. Approximately 90% close rate on completers.

Best fit

Mid-cost regional markets — Southeast, industrial Midwest, Carolinas, and most of Texas outside Austin. Workforces with 14-to-36-month tenure cycles where renters can become owners with credit work and DPA support.

EHA was built around one observation: working Americans aren't being kept out of homeownership because they don't want to own a home. They're being kept out because the path is invisible, the credit work is intimidating, the DPA programs are buried in government websites, and nobody in their life is paid to walk them through it.

The EHA Coach fills that role. The tenure window gives the work time to compound. The employer gets retention as a structural byproduct of the program — the employee stays because the path takes time, and the path is worth staying for.

One Note on EHA's Homebuyer Education

The phrase "homebuyer education" appears in nearly every program in this category, and it usually means a generic 8-hour HUD-counselor course on what escrow is and how an appraisal works. EHA's education is different in kind, not degree.

The modern homebuying landscape is full of programs engineered to look like they help working Americans and actually transfer wealth out of them — builder-lender packages with rate buy-downs that quietly raise the home price, DPA "grants" with second liens that survive a refinance, lender-paid credits that bake 30 years of higher payments into the loan to fund a $2,500 closing concession (versus buyer-paid closing costs that don't touch the rate), agent kickback schemes dressed up as "approved networks," and lead-capture referral sites that insert themselves between the employee and the closing table and recover their fee through inflated rate or weakened negotiation. None of this is illegal. Most of it is invisible to a first-time buyer. And the consumer-protection version of homebuyer education was written before any of these structures existed.

EHA teaches employees how to read the modern transaction the way an investor reads it: where the money actually comes from, who pays whom, what gets buried in the Loan Estimate, what a yield-spread premium looks like inside a "no-cost" loan, why a buyer-paid closing is almost always cheaper over the life of the loan than a lender-paid one, and how to tell the difference between a real DPA program and a marketing-funded look-alike. Defensive knowledge, not feel-good content. By the time an EHA-coached employee walks into a closing, they aren't just qualified — they're hard to take advantage of.

That is the part of the program no other employee homeownership benefit in this comparison delivers, because none of the other three are structured around protecting the employee. They're structured around moving the transaction forward.

And here's the part most employers don't see at first: EHA isn't just turning a good employee into a smarter homebuyer. EHA is building the new smarter consumer for the future of home purchases. Every employee who completes the program walks back into the housing market years later — refinancing, upgrading, helping their kids buy — with the same defensive playbook. The cohort compounds. The market shifts. The employer who put their name on the program at the start gets credit for the worker, the household, and the next generation that learned how the transaction actually works.

Program 2: BEVEL

BEVEL

Mortgage and real estate referral network

What it is

A referral network that routes employees of partner companies to a pre-approved list of mortgage lenders and real estate agents. When an employee closes a loan with a network lender, the employee receives a closing-cost credit of up to 1% of the financed loan amount, capped at $12,000.

Who pays whom

No fee to the employer. BEVEL's revenue comes from the lenders and agents in the network, paid when the employee closes a transaction. The closing credit is funded by the lender (typically through a higher interest rate) or by the agent (out of commission).

Mechanism

Distribution. The employee is connected with an approved partner lender and agent. BEVEL's named partners include Nations Lending and The Jason Mitchell Group.

Tenure structure

None. An employee can use the credit on day one of employment and leave on day two.

Unit of measure

Transactions closed through the network.

Best fit

Employers who want a low-effort referral perk on the benefits menu and have employees who are already mortgage-ready and already in a position to bring the down payment from their own savings.

BEVEL is honest about what it is on its own materials — a benefit that connects employees to "approved professionals" who close transactions. The closing-cost credit is real and standard practice in residential lending; lenders and agents have been offering similar concessions for decades. The structural question is whether what BEVEL delivers solves the problem an employer is trying to solve.

If the workforce is already mortgage-ready (think senior salaried employees with savings and credit), BEVEL adds a discount at closing — fine, useful, no harm done. If the workforce is the renting majority — credit issues, no down payment, 14-to-30-month tenure — BEVEL has no mechanism to help. By federal rule (HUD Handbook 4000.1), funds from a lender or real estate agent cannot be used as a borrower's down payment on FHA loans, and the same restriction applies to Fannie Mae and Freddie Mac loans. The down payment is the wall most working Americans hit, and a closing-cost credit can't be applied there.

Program 3: Crib Equity

Crib Equity

Shared-equity co-investment financial product

What it is

A co-investment program. The buyer contributes at least 10% of the home's purchase price from their own funds. Crib Equity contributes additional down payment funds (up to roughly half the down payment, generally up to 30% of home value). The two parties share future appreciation in proportion to their contributions when the home is sold or Crib Equity's share is repurchased.

Who pays whom

The buyer pays Crib Equity a one-time program administration fee — 1% of the purchase price upfront at closing, or 2% deferred to sale or refinance. Fee is calculated on the original purchase price, not future value.

Mechanism

Capital. Crib Equity's money lowers the buyer's mortgage size, which lowers the monthly payment and can eliminate PMI. The buyer remains the owner-occupant, holds the mortgage, and decides when to sell or refinance.

Tenure structure

None. Crib Equity is a financial product offered to qualified buyers; it has no employment tie. The "for employers" page is a distribution channel.

Unit of measure

Home purchases co-funded.

Best fit

Higher-cost markets where the gap between what a buyer has saved and what the down payment requires is bridgeable through co-investment, and the buyer is comfortable sharing future appreciation in exchange for a lower upfront cash requirement.

Crib Equity is transaction-focused, not retention-focused. The structure works for the right buyer in the right market, and shared-equity programs as a category have a legitimate role in housing finance. But the economics of the company are built around the closing event and the eventual sale or refinance — that's when Crib Equity gets paid. Nothing in the structure produces retention for the employer. The employee can take the program, buy the home, and leave the next week. The employer doesn't fund the program, doesn't see closing data, and doesn't have a measurable retention metric to point to in the next quarterly review. The program is doing exactly what it was designed to do — it just wasn't designed to be a retention benefit.

If you're an employer in San Jose or Boston or Brooklyn and your workforce is being priced out by raw home cost rather than by credit and savings, Crib Equity is in the conversation. If you're an employer in Huntsville, Chattanooga, or Knoxville where a $250,000 home is in reach with $10,000 of work and a DPA grant, this isn't your tool.

Program 4: Foyer

Foyer

Savings app and First-Time Homebuyer Savings Account (FHSA)

What it is

A fintech savings platform marketed as a "401(k) for homeownership." Employees open a dedicated FHSA, save for a future down payment, and earn a deposit match (Foyer matches up to 6% of deposits, up to the first $10,000 each year on Foyer+) plus interest. In ten states, FHSAs carry state tax advantages.

Who pays whom

Foyer is offered as a voluntary benefit through employers and benefits navigators (it's available through Nayya). Pricing depends on the deployment — match funds may be from Foyer or from the employer.

Mechanism

Preparation. Saving + credit building + education + access to vetted real estate agents and lenders at the back end. The horizon is years, not months.

Tenure structure

None. Foyer is a voluntary employee benefit; the employee owns the account and can leave without losing it.

Unit of measure

Account balances, savings activity, and downstream first home purchases.

Best fit

Employers with a younger workforce — manufacturing, healthcare, higher education — where employees are 3 to 5 years away from a purchase and need help building the down payment muscle. Foyer's own positioning targets employers with 500+ employees and a heavy frontline component.

Foyer is the cleanest of the three non-EHA programs in terms of what it does and doesn't promise. It's a savings tool. It does what savings tools do. The math compounds. The employee gets to a down payment over time, with structure they wouldn't have built on their own.

One structural note worth flagging for employers: Foyer's mechanism asks the employee to fund their own paycheck deduction, on top of the 401(k), HSA, and other voluntary withholdings already pulling on take-home pay. That's a real ask in the middle of a housing affordability crisis and persistent inflation, particularly for the frontline workforce Foyer markets to. The employees who most need a homeownership path are often the ones who can least afford another deduction. EHA is structured the opposite way — the employer funds the path, the employee doesn't lose any take-home pay, and the qualification window does the saving work that the paycheck deduction was supposed to do.

The structural distinction from EHA is the timing and the role. Foyer prepares an employee for a future purchase. EHA closes a current employee on a home inside a defined window. Foyer is the right tool for "this employee will be ready in 4 years." EHA is the right tool for "we need this employee anchored to our area in the next 24 months."

The Side-by-Side

Here is the same information in one view — what each program is, who pays, whether there's a tenure structure, what the unit of measure is, and where each program belongs.

	EHA	BEVEL	Crib Equity	Foyer
Category	Tenure-based employer-sponsored homeownership benefit	Mortgage & real estate referral network	Shared-equity co-investment	FHSA savings app & deposit match
Employer cost	Charged nothing for EHA's services	None — partners pay BEVEL	None — buyer pays the fee	Varies by deployment
Funded by	MLO closing fee + realtor access fees in network	Network lenders & agents	Buyer (1% upfront or 2% deferred)	Foyer + employer match (varies)
Tenure structure	Yes — purchase window months 18–24	None	None	None
Coach / human guide	Yes — dedicated EHA Coach	No (partner lender + agent)	No (program admin only)	In-app advisor + content
Credit optimization	Yes — executed across tenure window	No	No	Credit-building tools
Homebuyer education	Investor-grade — defensive, identifies predatory products & kickback schemes	None	None	General first-time-buyer content
Down payment assistance	Yes — DPA coordination + optional employer DPA	No (closing credit only)	Co-invests cash into the down payment	Helps employee save the down payment
Closing-cost help	Yes, via lender selection	Up to $12,000 lender-funded credit	Co-invest can reduce closing burden	Partner lender/agent rebates at close
Equity ownership	100% to the employee	100% to the employee	Shared with Crib Equity	100% to the employee
Time horizon	18–24 months to purchase	Day-of-close	Day-of-close	Multi-year savings horizon
Unit of measure	Closed home purchases by completers	Network transactions closed	Co-funded purchases	Account balances + future purchases
Retention mechanic	Structural — built into the tenure window	None — usable immediately	None — no employment tie	None — voluntary, portable account
Best market fit	Mid-cost regional markets (SE, industrial Midwest, Carolinas, TX outside Austin)	Mortgage-ready employees in any market	High-cost metros where down payment is the wall	Younger workforces years out from buying

Sources: each program's public materials and press releases. Mechanisms summarized as of April 2026.

The Question That Cuts Through It

The fastest way to compare these four programs is to ask one question of each one: what does this program do for the employee who isn't homebuyer-ready today?

EHA: makes that employee homebuyer-ready over the next 18 to 24 months and closes them on a home.

BEVEL: nothing. The program activates only at the closing table, and an employee who isn't mortgage-ready never reaches the closing table.

Crib Equity: nothing directly. The buyer still has to have at least 10% of the purchase price from their own funds, qualify for a mortgage, and meet the program's underwriting. If the employee isn't there, the product can't help.

Foyer: starts the path. Builds savings and credit over time. The employee may be ready in 3 to 5 years. Doesn't close them in the current window.

That's the structural difference. Three of these programs are tools that work at moments along the homeownership journey — saving, financing, closing. EHA is the one program structured to take an employee from start to finish, and to do it inside the tenure window the employer cares about.

Three of these programs are tools that work at moments along the homeownership journey. EHA is the one program structured to take an employee from start to finish, inside the tenure window the employer cares about.

The Retention Question

If an employer's reason for adding any of these programs to the benefits menu is retention — and for most employers paying turnover costs of 33% to 200% of an employee's salary, it should be — the retention math is straightforward.

Retention requires a tenure-based eligibility window. The benefit only delivers if the employee stays. That is the entire mechanic.

BEVEL has no tenure structure. The employee can use it day one and leave day two.

Crib Equity has no employment tie. The product is the buyer's regardless of where they work.

Foyer is a voluntary, portable savings account. The employee owns it and can leave without losing it. That is, in fact, a feature of Foyer's product design.

EHA is the only one of the four that gates the largest part of the benefit (the home purchase, the DPA coordination, the qualification work) to a tenure window. The employee stays because the path takes time and the path is worth staying for. The employer's retention metric moves because the program structure was designed to move it.

This is not a knock on the other three. Foyer is honest about being voluntary and portable. Crib Equity is honest about being a financial product. BEVEL is honest about being a referral network. The mismatch occurs when an employer evaluates one of those three through the lens of retention and assumes a benefit that's "no cost to the employer" must be a benefit that drives retention. Cost and retention are not the same variable.

The ROI Question

ROI on a homeownership benefit is driven by two variables: how many employees actually close on a home, and how long employees stay because of the program. A program with high transaction volume and zero retention impact is a marketing win. A program with low transaction volume and high retention impact is a balance sheet win.

Employer turnover, conservatively, costs somewhere between 33% and 200% of an employee's annual salary depending on role complexity. A frontline manufacturing worker turning over costs $15,000 to $25,000 in fully loaded recruiting, training, lost productivity, and supervisor time. A senior salaried employee turning over can cost six figures.

Against that backdrop, EHA's program economics — completion rate of 70–85% through the tenure window, ~90% close rate on completers, employer charged nothing for EHA's services — produces ROI that doesn't require a creative spreadsheet to defend.

The other three programs have their own economic stories. BEVEL adds a closing discount at no employer cost — that's a small per-employee win for the people who use it, but the program was never engineered to move retention metrics. Crib Equity is buyer-funded; the employer's economic exposure is zero, and so is the employer's economic upside. Foyer's ROI is about long-term financial wellness — real, important, but on a horizon longer than most CFOs measure.

For an employer asking which one delivers the highest ROI on retention specifically, the structural answer is the program with the tenure window. There's only one in this comparison.

Which Program Belongs in Your Workforce

If you're a benefits broker, an HR director, or a business owner reading this and trying to figure out where to start, here's the simple version.

You belong with EHA if you operate in mid-cost regional markets, your workforce skews 14-to-36-month tenure, your turnover is the line item your CFO talks about most, and you want a program engineered to actually convert renters into owners on a defined timeline. Most Southeast, Carolinas, industrial Midwest, and Texas-outside-Austin employers fit this description.

You belong with BEVEL if you have a salaried, mortgage-ready workforce, you want a no-effort referral perk on the benefits menu, and you're not measuring the program against retention. Closing discount as a recruiting talking point.

You belong with Crib Equity (or you'd surface it as an option for individual employees) if your workforce is in a high-cost metro where the down payment is the wall, and your employees are open to a co-investment financial product that shares future appreciation.

You belong with Foyer if your workforce skews younger, the typical employee is 3 to 5 years from a first-home purchase, and you want a savings-and-education tool to live alongside the 401(k) and HSA in the financial wellness stack. Foyer's own customer profile (500+ employees, frontline-heavy) holds up.

The four programs solve four different problems. The mistake employers make is picking one because it's the program that landed in the inbox, not the program that fits the workforce. The benefits slot is one of the highest-leverage decisions an HR leader makes — wasting it on the wrong program is more costly than the implementation work of choosing the right one.

The Bottom Line

If your reason for adding a homeownership benefit is helping an employee buy a home — and keeping them on your team while they do it — there is one program in this comparison engineered around that outcome.

EHA was built because working Americans deserve a path to homeownership that doesn't require inheriting wealth. The path is structured, coached, tied to tenure, and ends in a closing. The employer is charged nothing for EHA's services. Retention is the byproduct of the program design.

The other three programs are real and have legitimate uses. They're just not the same program. An honest comparison says so.

Going to work should be enough.

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Jeff Walston is the Founder & CEO of Employee Home Advantage, Inc., a Delaware corporation. He is a U.S. Air Force Iraq War veteran and an active mortgage loan originator (Valley Lending). Program details for BEVEL, Crib Equity, and Foyer are summarized from each company's public materials and press releases as of April 2026.