The +49 eNPS advantage.
eNPS is one question — and it predicts nearly everything: who stays, who tries, who recommends you to the next great hire. This is the working kit: the business case, what the data says, how to move the number, and how to roll it out. Free to read. Yours to forward.
Size it for your teamOne question. The number that predicts everything else.
eNPS doesn't measure satisfaction — it measures conviction. People who would recommend you as an employer are already showing you who stays, who performs, and who brings you the next great hire.
The eNPS question is simple: how likely are you to recommend this organization as a place to work? The answer splits your workforce into promoters, passives, and detractors — and that split predicts turnover, discretionary effort, and performance with a precision that annual engagement surveys rarely match.
Every point of eNPS you move is compounding. Promoters stay longer, recruit better, and put more in. Detractors leave — or stay and cost you more than the exit would have. The gap between them is not a culture metric; it's a financial one.
- +49
- October's own eNPS swing
- 1 question
- that predicts retention and performance
- 3×
- likelier to stay — promoters vs. detractors
- 56%
- of detractors are already job-hunting
Six findings worth quoting in the room.
Drawn from Gallup, published eNPS research and October's own data. Use them to open the conversation with your leadership team.
- One question
- eNPS asks a single thing: how likely are you to recommend us as a place to work? That simplicity is the feature — it gets answered honestly, at scale, and often enough to actually act on.
- Promoters vs. detractors
- The score is the gap between promoters (9–10) and detractors (0–6). Passives don't count. That sharpness is what makes it predictive — you can't hide a detractor problem in an average.
- 3× more likely to stay
- Promoters are roughly three times less likely to leave than detractors. That difference shows up in your voluntary turnover before it shows up in exit interviews.
- Cadence beats annual
- An annual eNPS is a weather report from last winter. Quarterly or always-on measurement tells you what's happening now — and gives you time to act before people walk.
- Drivers, not the score
- The score tells you where you are. The follow-up — what's driving it — tells you what to fix. Segment by team, tenure and role to find where the problem actually lives.
- eNPS links to revenue
- High-eNPS workforces show higher customer satisfaction and revenue growth. The mechanism is discretionary effort: promoters bring more of themselves to work, and it shows.
Size the swing.
Four inputs. The retention and productivity value of moving your eNPS — modeled for your organization specifically.
How you actually shift eNPS.
eNPS doesn't move because you asked people to care more. It moves when you fix the things detractors are telling you — and make sure everyone sees it.
Measure continuously
Annual surveys show you where the building was on fire last year. Pulse and always-on measurement show you where it is now — while you can still do something about it.
- Quarterly at minimum, always-on if you can
- Segment by team, tenure, role and manager
- Track trend, not just score
Segment the gap
A company-level eNPS of zero can hide a team at +40 and a team at −30. The work is in the segments — find where detractors are concentrated and go there first.
- Break the score by manager, function and tenure
- Name the detractor pockets honestly
- Prioritize the fastest-moving drags
Close the loop visibly
The single fastest way to move eNPS is to show people their feedback changed something. Detractors who see action become passives. Passives who see it become promoters.
- Publish what you heard and what you're doing
- Give managers a 'you said, we did' template
- Never let a survey go silent
Give people real support
Detractors are often telling you something specific: their manager, their workload, or their mental health. Pizza won't fix that. Access to experts, real flexibility, and visible action will.
- Match the intervention to the signal
- Access to experts beats perks for stressed teams
- Manager development is the highest-leverage line
From score to system.
eNPS only works if you close the loop. These are the steps to turn measurement into a program that moves the number — and keeps it moving.
- 01
Baseline the score
Run your first eNPS survey and segment the results by team, manager and tenure. You can't show progress you never measured.
- 02
Find the detractor drivers
Ask a single follow-up question after the score: what's the one thing we could change? Segment answers to find the recurring themes.
- 03
Prioritize and act
Pick the two or three changes that would move the most detractors. Do them visibly, not quietly.
- 04
Close the loop publicly
Tell people what you heard and what changed. This is the step most organizations skip — and it's the one that moves eNPS the most.
- 05
Remeasure and repeat
Run the next pulse within 90 days. Celebrate movement. Investigate stalls. Build the cadence until it's automatic.
Move the number with October Health
October Health is how organizations move eNPS for real — measuring sentiment continuously, giving people access to experts when it matters, and driving the engagement that turns passives into promoters. October customers see eNPS swings of +49 and above, not because they ran a survey, but because they acted on it.
Words that make eNPS land.
The survey question, the always-on pulse, and the comms that close the loop. Copy, edit the brackets, and send.
“On a scale of 0–10, how likely are you to recommend [organization] as a place to work? (0 = not at all, 10 = extremely likely) — What's the main reason for your score?”
“Quick check-in: in the last month, has anything shifted in how you feel about working here? What's one thing that's going well, and one thing you'd change?”
“We ran our eNPS survey last month. Here's what we heard: [themes]. Here's what we're doing about it: [changes]. We'll update you on progress in [timeframe]. Thank you for being honest.”
“The team told us [feedback theme] in the last survey. Since then we've [change made]. I want to be transparent about what we heard and what [team] is doing differently as a result.”
your organization
The +49 eNPS
Advantage.
$955,500
Get the business case.
A designed PDF business case with your numbers baked in — the data, the playbook, the rollout plan, and more. One email; yours to forward to your CEO.
The +49 eNPS Advantage.
October Health is how organizations move eNPS for real — measuring sentiment continuously, giving people access to experts when it matters, and driving the engagement that turns passives into promoters. October customers see eNPS swings of +49 and above, not because they ran a survey, but because they acted on it.