Available for: Admins, Results Viewers
The eNPS is the flagship indicator of workplace engagement. It allows you to take the pulse of your company on a regular basis.
In this article:
What's an eNPS?
The Employee Net Promoter Score consists of asking employees on a regular basis:
"Would you recommend your company
as a great place to work?"
The answer to this question is given on a scale of 0 (not at all likely) to 10 (very likely).
As several scientific studies* have shown, with this single question it is possible to quantify employee engagement and loyalty.
Why measure engagement?
"Highly engaged employees generate great performance across the company because they work toward a better customer experience, approach their work with dynamism - which increases productivity - and often drive creative and innovative ideas to improve product, service and processes."
- Reichheld, consultant at Bain & Company and creator of the NPS
So, by measuring engagement, you ensure that you stay alert and ahead of any issues that may be holding back your teams' engagement.
By establishing eNPS as your Main Question, you get a clear objective! The platform allows you to track it over time, set goals more easily and develop action plans to effectively improve employee engagement.
⚠️ It's important to keep in mind that used alone, the Employee Net Promoter Score (eNPS) is not enough to conduct an in-depth analysis and comprehensive tracking of employee engagement at work. Nevertheless, it is a good start for companies that want to adopt this approach. |
How is the eNPS score calculated?
The survey population is divided according to the results into one of the following categories: ambassadors, passives, non-ambassadors and detractors.
ℹ️ Classic eNPS uses the same vocabulary as NPS, namely "promoters" and "detractors." That said, we believe that in the case of employees it is more accurate to distinguish between non-ambassadors and detractors. |
Ambassadors are employees who answered 9 or 10, i.e. the most committed. They are more likely to recommend their company to their friends and family, to speak well of it in society and to defend it. They are therefore people on whom the company can rely to find and implement new ideas.
Passives are the employees who answered 7 or 8. Their commitment will be more moderate: they will talk about the positive points, but also the negative points of the company. It is interesting to ask what deterred them from giving a higher score.
Non-ambassadors are employees who gave a score between 3 and 6. They are less engaged or even disengaged and are therefore more likely to discourage their company and convey a negative image. This is the most strategic population to consider because they represent the potential for improving the overall company climate.
Detractors are those who gave a score between 0 and 2. A score this low is often a warning signal - so we have dedicated a separate sub-category to them.
From there, the calculation is simple:
eNPS = % Ambassadors – ( % Non-Ambassadors + % Detractors )
Here is an example for an eNPS of -10:
How to interpret the result?
📈 The score itself and its evolution
The eNPS score can go from -100 (if all respondents are non-ambassadors) to 100 (if they are all ambassadors). Any positive score means that the percentage of ambassadors is higher than the percentage of non-ambassadors.
Overall, a score is considered :
really good if it is equal to or greater than 20,
considered "alerting" if it is equal or lower than -10,
considered "critical" if it is equal or lower than -30.
A rising score, even if it is low, tells you that you are moving in the right direction and that the actions you are taking are beneficial, driving your teams' commitment upwards. It is ultimately the most important marker.
You can find all our tools for analyzing a closed question on our article: Analyzing closed-ended questions results
📊 Comparison to the benchmark
Comparing yourself to others puts the score in context. You can compare your teams' results to each other using the "compare by" filter on the results graph, or compare your company's results against others from the Benchmark tab.
💬 Comments
Some of your employees may have provided you with input through the comments. They are, after all, in the best position to tell you what's going well and what can be improved. So remember to take the time to analyze them.
If you need guidance in your analysis or to define your next steps, consider reaching out to your Account Manager! 👋
* Sources :
Reichheld F. (2003) The One number you need to Grow. Harvard Business Review.
Reichheld F. (2006) The Ultimate Question : Driving Good Profits and True Growth. Harvard Business School Press.
Allen, J.P., & Meyer, J.P.(1990) The measurement and antecedents of affective, continuance, and normative commitment to the organization. Journal of Occupational Psychology, 63, 1–18.
Vandenberghe, Bentein & Stinglhamber (2004) Affective commitment to the organization, supervisor, and work group: Antecedents and outcomes. Journal of Vocational Behavior, 64, 47–71.