eNPS: what it is and how to calculate it

Cloud4Feed Research Team ·Updated 22 Oct 2026 ·5 min read

Employee Net Promoter Score applies the Net Promoter idea to the workplace. Employees answer one question, “How likely are you to recommend [company] as a place to work to a friend or acquaintance?”, on a scale from 0 to 10. The score summarises how many would speak up for you as an employer versus against you.

eNPS uses the same scale, groups and formula as customer NPS. Because it is a single question, it works well as a short, regular pulse. It does not replace a full engagement survey: it tells you how employees feel, while the follow-up comments and deeper surveys tell you why.

Detractors (0–6)Passives (7–8)Promoters (9–10)012345678910Not at all likelyExtremely likely

eNPS = % Promoters − % Detractors

1. 1Count every response to the eNPS question.
2. 2Group them: promoters (9–10), passives (7–8) and detractors (0–6).
3. 3Divide each group by the total to get percentages.
4. 4Subtract the detractor percentage from the promoter percentage.

Enter the number of responses for each answer. The score updates as you type.

eNPS and a full engagement survey work best together: eNPS as a frequent pulse, the engagement survey as a deeper check once or twice a year.

Any score above 0 means you have more promoters than detractors. Beyond that, a ‘good’ eNPS depends on your industry, country, company size and the moment you ask, so the most useful comparison is your own trend over time and the differences between teams.

Do not compare eNPS directly with your customer NPS: employees and customers answer from very different positions. If you use an external benchmark, check its date, sample and survey method, and whether responses were anonymous.

The score says how many employees are unhappy; their comments say why. Group the comments by topic and by team, and look for the themes that repeat.

Tell employees what you heard, what you will change and when. Repeating a survey without visible action lowers both response rates and scores.

Many of the drivers behind eNPS sit with the direct manager. Give managers their own results (above the anonymity threshold) and agree on one or two actions per team.