Benchmarking
The Employee Engagement Benchmarks Q2 2025
Gain valuable insights for measuring your team’s engagement levels, drivers, and eNPS trends with our benchmark data – collated from over 500,000 employee responses from various industries and organisations. This data is from April to June 2025 (Q2 2025).
See the latest benchmarking results for your industry*
*Rolling 12 months ending June 2025
See how similar sized organisations are doing*
*Rolling 12 months ending June 2025
Benchmarks at a glance
New: you can now watch this 13 minute AI generated overview video which runs through all of the key findings in this quarter’s Employee Engagement Benchmarks.
In this video you’ll get the latest eNPS, Engagement Index, and Response Rates.
Engagement Index
Hive’s Engagement Index is made up of the responses to 3 core questions measuring Pride, Advocacy and Loyalty across an organisation (measured on a scale of 0 to 10 with a result of 7 and above indicating a positive score).
Compare your organisation’s Engagement Index against the benchmark to get a snapshot of how your employees are feeling.
Not sure what your score is? We can help.
Employee engagement is on the rise, and that’s a win worth noting. In Q2 2025, the overall Engagement Index hit 7.2, up by 0.3 points from Q1. It’s a solid shift that shows organisations are making meaningful progress in how people feel at work.
When we look beneath the surface, it’s clear where the energy is strongest. Pride is still leading the way, holding steady with no movement from Q1 at 7.6, which suggests people generally feel good about the work they do and who they do it for. Advocacy is also high at 7.4, meaning many employees are willing to speak positively about their company. A great sign for employer brand and culture.
But there’s still work to do. Loyalty is trailing at 6.5, and that gap can’t be ignored. It points to questions around retention, long-term commitment, and how well people see their future with their current employer. As businesses head into the second half of the year, this is a space to watch closely. Because when loyalty is low, turnover tends to creep in. And turnover is costly: not just in recruitment and onboarding expenses, but in lost knowledge, strained teams, and disrupted momentum. Every exit comes with a price tag, financially and culturally.
All in all, Q2 shows promising momentum — but also reminds us that engagement isn’t a single score, it’s a mix of how people feel, speak, and stay. And when organisations get it right, the payoff is big: stronger teams, better performance, and a culture people actually want to be part of.
Looking at Q2 2025, Technology continues to set the pace on engagement, climbing from 7.9 in April to 8.0 in June. It’s the only sector to hit that top spot, and it’s no coincidence that tech companies often lead the way on flexibility, career growth, and internal communication — all things that fuel innovation and strong performance.
Professional Services held a steady 7.7–7.8 throughout the quarter, finishing on 7.8 in June, showing a consistent investment in people and culture. Similarly, Housing Associations stayed strong, remaining at 7.6 in April and 7.6 again in June, with a small bump to 7.7 in May. That kind of consistency points to clear purpose, strong leadership, and a good connection between teams and their work, all of which directly support productivity and service quality.
In Manufacturing, engagement remained solid across Q2, starting at 7.4 in April, holding in May, then dipping slightly to 7.2 in June. Still, those are healthy scores, especially in a sector where operational stability and frontline morale directly impact output and efficiency.
Health deserves a spotlight this quarter as engagement jumped from 6.5 in January to a stable 7.5 across all of Q2. That’s a full-point increase since the start of the year, and likely reflects ongoing efforts to support wellbeing and working conditions in a high-pressure sector. It’s a real win, especially considering how closely staff engagement is linked to patient care and retention.
On the flip side, Government stayed flat at 6.4 in both April and May, with a slight uptick to 6.6 in June. Retail didn’t move at all, stuck at 6.4 across the whole quarter.
These low scores suggest deeper systemic challenges: limited flexibility, high turnover, and stretched resources, all of which can drag down performance and employee advocacy if not addressed.
Education hovered at 6.8 from April through June, slightly up from March but still reflecting wider sector strain — workload, burnout, and retention remain critical challenges. Nonprofits showed a slow but steady climb, ending the quarter on 7.1, the highest they’ve been all year.
Entertainment and Recreation showed a small but clear improvement, going from 7.1 in April to 7.2 by June, perhaps pointing to a bounce back in morale as customer-facing industries regain their footing.
In lower-scoring sectors like Government, Retail, and Education, engagement often suffers when people feel disconnected from decision-making or unsupported by leadership. Focus on visibility. Make sure employees understand how their feedback shapes real outcomes, and that leaders are consistently closing the loop. This builds trust, boosts advocacy, and helps stabilise performance, even when budgets or capacity are tight.
In Q2 2025, we saw a clear pattern continue: smaller organisations are still leading the way when it comes to employee engagement. Companies with up to 500 employees held strong with scores of 7.4 in April and May, with the smallest group dipping just slightly to 7.3 in June. That kind of consistency tells us something, smaller businesses seem to have a real advantage when it comes to staying connected with their people. With closer teams, fewer layers, and more direct communication, it’s easier to keep engagement high.
Mid-sized organisations are making progress too. The 501–1,000 group held a steady 7.3 across Q2, which is an improvement from earlier in the year. And the 1,001–5,000 group finally caught up, also hitting 7.3 by June after sitting at 7.1 for several months. It’s a good sign that efforts to build engagement at scale are starting to stick. Whether that’s better listening, more visible leadership, or improved feedback loops, they managed to see an uptick.
At the other end of the scale, the largest organisations (5,001+ employees) are still facing challenges. Their scores hovered between 6.7 and 6.8 in Q2, with little movement. We also saw more ups and downs in this group throughout the year so far, which can be a sign of inconsistent experiences across different teams or regions, something that tends to happen as businesses grow.
But what does all of this mean? Engagement drives performance. Higher scores usually mean better retention, stronger cultures, and teams that are more switched on and productive. Smaller businesses will see those benefits. For larger organisations, there’s real opportunity, but it’s clear that scaling a great employee experience takes focused, consistent effort. As you grow, don’t just scale systems and processes, scale your listening. Keep feedback flowing regularly, act visibly on what you hear, and make sure managers are empowered to create great local experiences. Culture doesn’t have to get diluted with size, but it does need to be intentionally nurtured.
Top 5 engagement themes to emerge from Q2 2025
1. Confidence, Motivation & Communication (Strategic Direction)
2. Leadership Behaviours
3. Inclusion and Belonging
4. Reward and Recognition
5. Growth and Development
Top 5 engagement themes to emerge from Q2 2025
1. Confidence, Motivation & Communication (Strategic Direction)
2. Leadership Behaviours
3. Inclusion and Belonging
4. Reward and Recognition
5. Growth and Development
Survey Response Rates
Survey response rates showed a mixed picture in Q2 across industries, and that says a lot about how different sectors are engaging (or not engaging) their people.
Entertainment tops the chart with an impressive 81% response rate. That’s a strong sign of high trust and open feedback culture, and likely a reflection of leadership teams who act on insights fast, making it worth their people’s time to speak up. When people feel heard, they stay engaged, and engagement drives performance, creativity, and retention.
Right behind are Creative and Media, Housing Associations, and Retail, all sitting above 70%. These sectors often rely on agile, people-first cultures where feedback loops are built into the day-to-day. Clearly, it’s paying off.
On the flip side, Health (10%) and Hospitality (35%) are struggling to get their people to participate. These are sectors under pressure, often time-poor, shift-based, and dealing with high turnover. But that makes employee voice even more critical. If teams aren’t feeding back, leaders are flying blind when it comes to engagement and culture.
What’s the takeaway? High response rates signal that people trust their voice leads to action, and that trust fuels motivation, innovation, and ultimately, performance. If response rates are low, it’s not always disengagement, people might just not see the point yet. There are ways to see a rise in your response rates. Build psychological safety by reminding teams surveys are confidential, show how feedback leads to real change, and close the loop fast. When people feel safe and heard, response rates rise, and with that comes stronger retention, better decision-making, and measurable business impact on productivity and profit.
Smaller and mid-sized organisations are leading the way on survey participation, with 251–500 employee orgs pulling in the highest response rate at 55%, followed by 501–1,000 (51%) and 0–250 (49%).
However, response rates dipped in larger organisations, both 1,001–5,000 and 5,001+ came in at 45%. So, what’s behind that drop? In smaller businesses, people often feel closer to leadership and more connected to outcomes, so giving feedback feels more personal and meaningful. On the other hand, employees in larger organisations may not see the same level of visibility or follow-through, which can lead to survey fatigue or apathy. And with more layers of communication and complex structures, it’s easier for messages (and engagement opportunities) to get lost.
And the business impact? Low response rates in bigger orgs mean weaker signals, and that puts performance at risk. It limits leaders’ ability to spot cultural gaps, tailor engagement strategies, or act quickly on what matters most to their people. Over time, that can drag on retention, productivity, and alignment.
To boost response rates at scale, make feedback feel relevant and acted on. Personalise messaging where you can, spotlight action taken, and empower managers to own engagement locally. When people see their input driving change, they’re far more likely to keep speaking up, and that’s when performance benefits really start to show.
employee Net Promoter Score (eNPS)
April - June 2025
(Q2 2025)
Employee Net Promoter Score (eNPS) is an internationally recognised measure of engagement using the question ‘How likely are you to recommend our organisation as a good place to work?’ with detractors, passives and promoters. A positive score means an organisation has more advocates (promoters) than it does detractors. It is measured on a -100 to +100 scale.
What does a good eNPS score look like?
+41 and above is outstanding
+21 to +40 is very good
-10 to +20 is a typical score
-11 and below is a low, concerning score.
Looking at the specific eNPS scores by industry, it’s clear that some sectors are doing better than others. For example, Hospitality scores are consistently high, at around 37, and Technology and Professional Services aren’t far behind with scores in the low 30s. These numbers tell us employees in these fields are generally happy and engaged, which usually means they’re more productive, stick around longer, and deliver better experiences to customers.
On the flip side, Government and Retail are struggling with low eNPS scores, around -20 to -13. Scores this low can be a red flag as it often points to disengaged employees who might be thinking about leaving or aren’t fully committed. This can lead to higher turnover, lower morale, and ultimately impact the quality of work or service delivered.
Industries like Entertainment and Recreation and Manufacturing are showing steady improvement, with scores rising from single digits up into the teens and twenties. That’s a good sign that efforts to improve engagement are starting to pay off. Education and Nonprofit sectors sit more in the typical zone, which means things aren’t terrible but there’s definitely room for improvement.
If you’re in one of the struggling industries when it comes to eNPS, one simple but powerful way to boost your score is to make sure employees feel heard. Regularly asking for feedback, and more importantly, acting on it, builds trust and shows people their opinions matter. When employees see their ideas or concerns leading to real changes, engagement naturally goes up, and so do those eNPS numbers.
When we look at eNPS scores by company size, smaller companies with up to 250 employees consistently score the highest, around the low 20s, showing strong employee engagement. This often makes sense because smaller teams can feel more close-knit and employees may have more direct access to leadership, which boosts morale and loyalty.
Mid-sized companies, especially those in the 251-500 and 501-1,000 ranges, show some interesting movement. The 501-1,000 group started with pretty low scores but steadily improved through the quarter, reaching around 15 by June. This suggests that as companies grow, engagement can dip initially but with the right focus, it can bounce back as they adapt.
Larger companies with 1,001-5,000 employees had fairly low scores early on but saw a jump in June from 4 to 10, which is a positive sign. It can be tougher to keep employees engaged at scale, so even small improvements here are encouraging. The biggest companies (5,001+ employees) showed a slight decline, dropping from 16 in January to 11 by June.
This might point to challenges with maintaining a connected culture in very large organisations, which can impact retention and overall performance.
No matter the company size, transparency is key. Keeping employees informed about company goals, changes, and challenges helps build trust. Especially in larger organisations, finding ways to communicate openly and regularly can make a big difference in how connected and engaged people feel, which can boost those eNPS scores.
Further analysis from our People Science team
Throughout Q1 numerous free-text questions have been asked to employees so that organisations can deep dive into employees’ thoughts, feelings and opinions surrounding specific topic areas. Of the range of questions asked, the most popular question categories were:
- Enhancing the employee experience
- What makes a great day at work
Enhancing the employee experience
These questions focus on how the company can enhance overall employee engagement, workplace culture, and leadership impact.
Example questions:
- How might we improve employee experience here?
- What is one thing you would like to see the company do differently to enhance your experience as an employee?
- How might senior managers/leaders improve colleague experience here?
Popular themes:
Communication and transparency
Leadership, strategy and trust
Workload, balance and support
Development, progression and recognition
Wellbeing, inclusion and fairness
Wellbeing, inclusion and fairness
Collaboration and teamwork
What makes a great day at work
These questions explore what makes employees feel motivated, fulfilled, and appreciated, including tangible benefits and daily work experiences.
Example questions:
- What makes a good day and makes you want to come to work?
- How would you describe what makes a great day for you at work?
- What is the most important factor in my decision to stay with the organisation?
Popular themes:
Growth, learning and development
Collaboration, relationships and teamwork
Purpose and making a difference
Autonomy, empowerment, and accomplishment
Balance, support and wellbeing
Recognition, pay and stability
Further analysis from our People Science team
Throughout Q1 numerous free-text questions have been asked to employees so that organisations can deep dive into employees’ thoughts, feelings and opinions surrounding specific topic areas. Of the range of questions asked, the most popular question categories were:
- Enhancing the employee experience
- What makes a great day at work
Enhancing the employee experience
These questions focus on how the company can enhance overall employee engagement, workplace culture, and leadership impact.
Example questions:
- How might we improve employee experience here?
- What is one thing you would like to see the company do differently to enhance your experience as an employee?
- How might senior managers/leaders improve colleague experience here?
Popular themes:
Communication and transparency
Leadership, strategy and trust
Workload, balance and support
Development, progression and recognition
Wellbeing, inclusion and fairness
Wellbeing, inclusion and fairness
Collaboration and teamwork
What makes a great day at work
These questions explore what makes employees feel motivated, fulfilled, and appreciated, including tangible benefits and daily work experiences.
Example questions:
- What makes a good day and makes you want to come to work?
- How would you describe what makes a great day for you at work?
- What is the most important factor in my decision to stay with the organisation?
Popular themes:
Growth, learning and development
Collaboration, relationships and teamwork
Purpose and making a difference
Autonomy, empowerment, and accomplishment
Balance, support and wellbeing
Recognition, pay and stability
Keep your finger on the pulse
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