Employee Engagement

Employee engagement is an outcome of the relationship between an organisation and its employees. An engaged employee is fully absorbed in and enthusiastic about their work, with a high level of commitment to the company and its goals.

Engagement Score

The aggregated response to Peakon’s engagement question (and engagement outcome questions, if activated) attributed to a group of employees. Scores range from 0 to 10.

  • Question: How likely is it you would recommend [Company Name] as a place to work?

Engagement outcome questions:

  • ‘Loyalty’ outcome question: If you were offered the same job at another organisation, how likely is it that you would stay with [Company Name]?
  • ‘Satisfaction’ outcome question: Overall, how satisfied are you working for [Company Name]?
  • ‘Belief’ outcome question: How likely is it you would recommend [Company Name] products or services to friends and family?

eNPS (employee Net Promoter Score)

An alternative view of the response to the engagement question. Employees’ answers are divided into three segments. Promoters (9-10 scores), Passives (7-8) and Detractors (0-6 score). The eNPS is calculated by subtracting the percentage of detractors from the percentage of promoters. Scores can range from -100 to 100.  


A group of employees as defined by your organisation’s structure (e.g. a department or business function) or demographics such as office location. Segments are used to understand subcultures and management differences across a business.


One of 14 distinct measures of how employees feel about the culture, strategy, leadership, and individual responsibilities that define their experience at the organisation. Organisational psychology has proven a general link between each driver and employee engagement. Peakon’s analytics engine works to discover the specific influence each driver has on the engagement of employees throughout your organisation. 


A driver or segment that requires attention. A priority driver has a strong influence on engagement, and room for improvement on the current driver score. Therefore, action should be taken to address the subject measure by priority drivers. For example, if Recognition is presented as a priority, providing employees with more feedback on their work is an activity that is expected to increase their engagement.

A priority segment reflects a group of employees who are significantly less engaged than the business as a whole. Peakon will show which drivers can be worked on to improve the engagement of these segments.


The most positive characteristics of an organisation, and the most engaged groups of employees. A driver that is shown as a strength, plays a major part in the engagement of employees. A segment shown as a strength shows significantly higher engagement than the wider-organisation and is often a case of exemplary management, with a culture and business strategy in harmony.

Company Benchmark

The average score within your organisation.

Industry Benchmark

The average score across your industry. 

True Benchmark

The adjusted company or industry benchmark that reflects team/segment composition. True Benchmark can be configured to make adjustments for variables such as age, department, gender, job level, local office, and tenure. True Benchmark provides managers with a more accurate and fair benchmark.

Short Definitions of Drivers

Accomplishment – you’re able to make solid progress on worthwhile tasks

Autonomy – you’re given the desired freedom to make decisions

Environment – your physical workplace positively affects your ability to do your job

Freedom of Opinions – your ideas and concerns are welcomed by your manager and colleagues

Goal Setting – you know what’s expected from you and your work

Growth – you feel your career is progressing, you’re learning and developing skills

Management Support – your immediate manager provides the support you need to perform

Meaningful Work – you feel a deep connection to the responsibilities your role provides

Organisational Fit – the values of the company match your own

Peer Relationships – you can trust and effectively collaborate with your colleagues

Recognition – you receive sufficient feedback to understand your performance

Reward – you consider the pay, benefits, and process to be fair

Strategy – you understand and support the direction that leadership aims for

Workload - your workload is manageable and not a cause of stress

Article: Question library and theory references

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