Engagement and Driver score

The engagement or driver score is the large number in bold at the top of your dashboard. When you log into Peakon you will typically be viewing your team scores meaning that the engagement score will refer to how your team has answered the main engagement question “How likely is it you would recommend [company name] as a place to work?”

If additional engagement questions are being asked, click on the “Outcomes” icon beside the main score. You will then see a more granular view of the scores for those questions that are considered outcomes associated with employee engagement. Together with the main engagement question, these outcome questions make up the composite engagement score.

Switching between the Average and NPS scores

The engagement score will either be the average score out of 10 or the eNPS score. It’s possible to switch between the two scores types by selecting either the “NPS” or “Average” icon at the top right of your screen. 

The NPS distribution of promoters, passives, and detractors is displayed beneath the engagement score, making it possible to see the percentage of employees that are most or least engaged. 

Benchmarks

The benchmark will also be shown beside the main engagement or driver score. This will provide an indication of whether the score is above or below the benchmark. When True Benchmark is enabled, clicking on the “True Benchmark” icon (adjacent the main score at the top of your dashboard) opens up the benchmark side pane detailing the segment being benchmarked against along with any adjustments made.

Score over time

The score over time section gives trend data of how the score has changed since the last time it was calculated. The graph will also show the scores for the most recent survey rounds. Clicking on the “Expand” icon opens up additional options to:

  • Track the score against the benchmark. The dotted line on the graph represents the benchmark
  • Select the timeframe. Choose from one of the following options in the timeframe selector: Last month, Last quarter, Last year, All
  • Add and track the outcomes or sub drivers on the graph by toggling to the on position the individual outcomes or sub-drivers

Understanding your eNPS scores

Net Promoter Score became the gold standard of customer loyalty through its ability to predict real-world behaviours. In the same way, employee Net Promoter Score (eNPS) is quickly becoming the most widely-adopted measure of engagement in organisations.

The ubiquity of NPS often makes introducing the platform to all levels of management easier. However, it’s worth remembering – and potentially communicating to your team when rolling out Peakon – that eNPS is likely to return significantly lower scores than customer NPS. Quite simply, people tend to hold their place of work to a higher standard than the services they purchase.

The question used, causes people to consider many factors that influence engagement (satisfaction with the organisation’s culture, work environment, career prospects, brand) and apply them to a very simple decision making process.

“How likely is it you would recommend [Company Name] as a place to work?”

Employees answer this question on a 0 to 10 scale. The groupings of responses will be familiar to those who’ve worked with NPS before, however below we define the behaviours associated with these categories from an engagement perspective:

Detractors (0-6)

These employees have major reservations about their role in the organisation. As a result, they actively divest themselves from their work. This disengagement greatly reduces performance, eats at the morale of others, and often creates an unattractive image of the company to the public. There are often clear, common problems, causing disengagement in teams. A manager's Peakon priorities will identify and promote action towards address these issues.

Passives (7-8)

While not actively disengaged, these employees are still held back from applying their full-selves at work. Reviewing the engagement feedback of passives often reveals concerns (“It’s a great place to work, but…”) and is helpful to demonstrate why even though 7s and 8s are positive scores, improvements can be made. Passive employees are often not subpar performers, yet they are typically cruising. Prolonged neglect of issues, can lead to passives becoming detractors as they fall out of touch with the organisation.

Promoters (9-10)

Promoters are highly engaged with the organisation and their role. They approach work with energy, enthusiasm, and resilience. They take it upon themselves to go beyond expectations and to continuously improve how things are done. Internal ambassadors for the business's goals, they boost morale of those around them, while also spreading a positive message to those outside the business. Peakon data has shown that promoters are seven times more likely to stay with a business over the next three months than detractors.

Using your eNPS

The categories of respondent are designed to be used in the calculation of an eNPS. Green: promoters (9-10 score), yellow: passives (7-8) and red: detractors (0-6 score). The eNPS is calculated by subtracting the percentage of detractors from the percentage of promoters. Passives count towards the total number of respondents, so can push the overall net score towards 0 by diluting the proportion of promoters and detractors. Scores can range from -100 to 100.

When looking to increase engagement using eNPS it is important not to pull apart the metric (e.g. “how can I turn passives into promoters?"). Worse still is to game the system by telling employees “if you’re happy, you should score us 9 or 10”. The strength of eNPS is its strong prediction of behaviours (e.g. performance and retention). Being “happy” or giving a “good” score is a falsification of eNPS. “Good” in engagement terms, is not good enough. Falsely improving the score will not deliver the real-world benefits associated with it, and will therefore invalidate the usefulness of the data.

We recommend focusing your improvements on the priorities that Peakon identifies for each manager, and addressing these in a way as to benefit everyone in a team. Tracking the resulting movements in eNPS will quickly demonstrate the effectiveness of changes. Another value of eNPS is that it fluctuates to a far greater extent than averages scores, enabling managers to take an iterative, test and learn, approach.  

Difference to Engagement average score

Peakon also displays the result to the eNPS question as an average – ranging from 0 to 10. It's worth noting that eNPS and this average score are not designed to be comparable metrics. You could be above or below a benchmark in one measurement, but not the other.

Often this is caused by many employees answering 7 or 8 to the eNPS question. This could help towards an above average engagement score of, for example, 7.8, but as these are passives in the eNPS calculation they do not contribute to that score.

Calculating an eNPS from multiple engagement questions

For organisations using multiple engagement questions (for example, using the intent to stay and satisfaction questions) Peakon averages the 0-10 scores from the engagement questions that are used, before using this average 0-10 score as the starting point for the eNPS calculation.

If additional engagement questions are being asked, click on the “Outcomes” icon beside the main score. You will then see a more granular view of the scores for those questions that are considered outcomes associated with employee engagement. Together with the main engagement question, these outcome questions make up the composite engagement score.

If viewing the dashboard of a particular driver, the name of the driver will appear above the driver score. Clicking on the “Sub-drivers” icon will allow you to see the scores for the associated sub driver questions. To open up the dashboard for these sub-drivers, click on the “See details” icon.

Article: How survey participation rate is calculated
Blogpost: Our guide to understanding - and improving - employee experience

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