Benchmarking
The Employee Engagement Benchmarks Q1 2026
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 January to March (Q1 2026) and focuses on employee responses from UK-based organisations of various sizes and from a wide range of sectors.
Bouncing back vs. breaking through: decoding the Q1 stabilisation
Engagement has returned to 7.4. It’s not a record-breaker, but after the turbulence of 2025, it’s the solid ground organisations need to actually start building again.
We’re past the wobble of Q4. Engagement has stabilised, sentiment is lifting, and in a few pockets, something more meaningful is happening. But the interesting bit isn’t just what moved, it’s where it moved, and what that might tell us about how organisations are showing up for their people.
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See the latest benchmarking results for your industry
See how similar sized organisations are doing
Engagement Index
Hive’s Engagement Index is made up of the responses to 3 core questions measuring Loyalty, Advocacy and Pride 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.
After the dip in Q4 2025, engagement has recovered to 7.4. That’s a solid improvement from 6.7, but it’s really a return to form rather than new territory. We’re back to where things should be, not pushing new highs.
And that’s actually an important distinction. This isn’t a breakthrough moment, it’s evidence of stabilisation. Organisations have corrected course, and employees are responding, but there’s still more to unlock.
From a business perspective, this kind of reset still matters. Engagement lifting back up will support retention, improve advocacy, and steady productivity, but it’s unlikely to create a step-change impact on its own. Think of it as rebuilding the foundations rather than adding another floor.
The most notable driver behind this recovery is still pride, but again, it’s more “bounce back” than “breakthrough.” Pride has moved from 7.4 to 7.9, which brings it back in line with earlier highs rather than exceeding them.
What’s encouraging is how this is feeding into advocacy. Employees are more willing to speak positively about their organisations again, with advocacy rising from 6.8 to 7.5. Loyalty, however, is trailing slightly behind. It has improved, but more cautiously.
That gap tells a grounded story: people feel better, but they’re not fully convinced yet. It’s a positive shift in sentiment, but not yet a fully locked-in commitment.
Technology leads consistently at 7.9 across all months, showing no volatility. Health and Housing Associations follow closely at 7.6–7.7, maintaining strong and stable engagement.
Education shows a notable improvement, increasing from 6.6 to 7.0 in March, aligning with its eNPS movement. Manufacturing also rose from 6.8 in February to 7.2 in March, indicating some late-quarter recovery.
That said, both sectors are often more exposed to shifts in operational demand and external pressures, which can influence how employees experience work from one period to the next. Because of this, these movements should be viewed with a level of caution.
A longer-term view of engagement trends would likely give a more accurate picture of what’s really changing here. Otherwise, there’s a risk of over-interpreting short-term peaks and troughs, when in reality these shifts may reflect normal ebbs and flows rather than sustained change.
Government remains lowest at 6.5–6.6 throughout, with little movement.
High-performing industries like Technology likely benefit from long-term investment in employee experience, driven by competitive talent markets.
Housing and Health may be supported by purpose-driven work, though as seen with Health, that doesn’t always translate into advocacy.
Education’s improvement suggests recent changes are landing, while Government’s stability at a lower level may reflect external constraints limiting pace of change.
To maintain this (high-performing industries):
- Continue evolving engagement strategies — don’t rely on past success
- Invest in leadership capability and employee development
- Stay ahead of rising expectations
To improve this (lower-performing industries):
- Focus on areas within control (communication, recognition, local leadership)
- Be transparent about constraints — honesty builds credibility
- Prioritise consistency over large-scale, slow-moving change
What this influences:
Industry differences shape competitive positioning in the talent market and highlight where employee experience maturity is more (or less) developed.
0–250 employees continue to set the pace here, holding a steady 7.4 across every month. There’s no dramatic rise because, frankly, they didn’t dip in the first place. These organisations aren’t just scoring higher by chance, they’re structurally set up to win here.
When you’ve got fewer layers, fewer handoffs, and shorter feedback loops, employees can see how things connect. If something changes, they feel it quickly. If they raise something, they’re more likely to see a response. That consistency at 7.4 from October through March reflects an environment where experience is stable and visible.
Moving into 251–500 employees, we see a slight lift from 7.2 to 7.3 by February and March. It’s not a huge jump, but it suggests incremental improvement, possibly where organisations are starting to act on feedback, but still maintaining some of that smaller-org closeness.
The 501–1,000 group shows a bit more fluctuation, sitting between 7.0 and 7.2, dipping to 7.0 in November, December, and February, before recovering to 7.1 in March. This feels like the point where complexity starts to creep in, enough scale to feel it, but not always enough structure to fully manage it.
For 1,001–5,000 employees, scores remain relatively stable between 7.2 and 7.3, with a slight peak at 7.3 in February. This suggests a level of consistency, but without significant upward movement, more steady than progressive.
Then we get to 5,001+ employees, where engagement sits lowest overall. This group holds at 6.7 from October through February, before increasing slightly to 6.9 in March. It is progress, just not the kind that grabs headlines.
These larger organisations are often dealing with competing priorities, inconsistent communication across departments, and a reliance on cascade models that don’t always land. So even if action is happening, it can feel distant or diluted. That’s likely why we’re seeing slower movement, not because nothing’s changing, but because it’s harder for employees to connect the dots.
There’s also a timing factor here. Larger organisations may still be working through Q4 feedback cycles, meaning what we’re seeing now is early-stage impact rather than full effect, which could explain that small but positive shift in March.
To maintain this (smaller orgs):
- Keep leadership visible and accessible — this is your unfair advantage
- Protect speed of action as you grow (process is usually the silent killer here)
- Invest early in manager capability to avoid future drop-off
To improve this (larger orgs):
- Prioritise visible action over perfect action — employees need to see movement
- Localise engagement efforts so they feel relevant at team level
- Equip managers to translate company-wide changes into meaningful team impact
What this influences:
Differences here will show up in how quickly organisations can shift sentiment. Smaller organisations can adapt faster, while larger ones risk slower gains in engagement, retention, and advocacy if visibility isn’t addressed.
Survey Response Rates
This is where trust and participation really start to separate.
Housing Associations lead with an 80% response rate, (well above Hive’s recommended 75%), followed by Entertainment (77%) and both Creative and Technology (76%). These are strong participation levels, and they don’t happen by accident. They usually reflect environments where employees believe their voice leads to action.
At the other end, Health sits at 33%, with Logistics at 43%, Nonprofit at 46%, and Professional Services at 47%. That’s a significant drop-off — nearly half the participation of top-performing sectors.
High response rates often point to established trust loops, employees have seen feedback lead to change before, so they continue to engage.
Low response rates, particularly in Health, could reflect a mix of:
- Operational pressure (people don’t have time)
- Scepticism (“nothing will change”)
- Disengagement from the process itself
When you pair this with Health’s declining eNPS, it starts to suggest the issue may be deeper than just survey participation.
To maintain this (high response):
- Keep surveys focused and relevant — don’t overdo it
- Show specific, visible actions taken from feedback
- Reinforce the value of participation through consistent follow-up
To improve this (low response):
- Acknowledge where feedback hasn’t led to change in the past
- Start small — act quickly and visibly on key themes
- Involve managers in encouraging participation and reinforcing purpose
What this influences:
Response rates directly impact data quality and decision-making confidence. Lower participation means organisations are acting on a partial picture, which can slow or misdirect improvement efforts.
The pattern here mirrors engagement. Smaller organisations (0–250) achieve a 66% response rate, significantly higher than larger organisations. The lowest sits with 1,001–5,000 at 41%, followed by 251–500 at 44%, and 5,001+ at 48%.
As organisations grow, the perceived distance between employee voice and decision-making increases. Feedback can feel less impactful, and communication around surveys often becomes more generic.
In smaller organisations, participation feels more personal and immediate, employees can see how their input connects to outcomes.
To maintain this (smaller orgs):
- Keep feedback loops direct and visible
- Avoid over-formalising processes as you scale
- Maintain a clear link between input and action
To improve this (larger orgs):
- Share results at a local level, not just organisation-wide
- Assign clear ownership for follow-up actions
- Communicate timelines so employees know what to expect
What this influences:
Participation at scale affects how well organisations can identify issues early and respond effectively. Lower response rates can slow momentum and reduce impact.
employee Net Promoter Score (eNPS)
January - March 2026
(Q1 2026)
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.
The variation here starts to reflect sector reality, not just engagement strategy, so here is where the more interesting movement shows up.
Education stands out straight away. It moves from -5 in October and February to +5 in March — a 10-point swing into positive territory. That’s one of the biggest directional shifts in our benchmarks this quarter, and it’s unlikely to be random. When eNPS moves like that, it usually signals a shift in how employees feel about the organisation as a whole, not just their role.
That said, as with engagement, it’s worth viewing this in the context of sector-specific cycles and pressures. These kinds of shifts can reflect points in the operational calendar as much as underlying change, so this should be seen as an encouraging signal rather than a confirmed trend.
Technology, on the other hand, shows what consistency looks like at the top end. It sits at 35 in October, dips slightly to 31 through winter, and climbs back to 34 in March. That’s a high baseline with relatively little volatility, which suggests a more mature or embedded employee experience.
Housing Associations tell a similar story of steady strength, increasing from 31 in October to 32 by February and March. Not a dramatic rise, but importantly, no drop-off either — which often points to consistency in how employees experience the workplace.
Then there’s Health, which shifts from 30 in October down to 20 in March. A 10-point drop in the opposite direction to Education. What makes this more interesting is that engagement scores in Health remain relatively high. That gap — strong engagement but falling eNPS — suggests employees may feel committed to their work, but less positive about the organisation itself.
Government remains in negative territory throughout, moving from -14 in October to -10 in March. While still below zero, this shift brings it closer to a more typical range for the sector, rather than a significantly low outlier.
If this upward movement continues, it could start to signal more meaningful improvements in sentiment over time. At this stage, it looks less like a concern and more like early signs of stabilisation, with the potential for stronger gains if momentum is maintained.
Manufacturing also shows volatility, dropping to 7 in February before recovering to 14 in March, while Professional Services declined from 27 in October to 19 in March, indicating a gradual erosion rather than a sharp drop.
However, this pattern may not be entirely unexpected. As with other operationally driven sectors, Professional Services can be influenced by seasonal workload cycles. March often marks the tail end of intense delivery periods, where teams have been working towards clear goals and deadlines, followed by a shift into a slower start to the new cycle.
In that context, this dip may reflect a natural reset in sentiment rather than a sustained decline. As with similar sectors, it’s worth viewing this as part of a broader rhythm, with a longer-term trend needed to determine whether this is a structural shift or simply the pace of the work showing up in the data.
To maintain this (high-performing sectors):
- Keep reinforcing what’s already working — consistency is your strength
- Stay ahead of rising expectations (high scores raise the bar)
- Continue making action visible, even when things are going well
To improve this (declining or volatile sectors):
- Focus on organisational trust, not just role-level experience
- Prioritise visible, practical changes over broad messaging
- Use eNPS movement as a trigger to dig deeper into root causes
What this influences:
eNPS at this level directly impacts employer brand, referral rates, and retention risk.
A 10-point swing (in either direction) isn’t just a number, it’s a shift in how employees are likely to talk about your organisation when you’re not in the room.
eNPS isn’t just moving, it’s separating the sectors that are consistently delivering from those where employee belief is starting to wobble.
The variation here mirrors what we’re seeing in engagement, but with slightly more movement over time.
0–250 employees lead consistently, sitting at 20–21 from October through March. There’s very little fluctuation, which suggests a stable and consistently positive employee experience. Advocacy in smaller organisations tends to hold strong when employees feel connected and can clearly see the impact of their work and feedback.
Moving up to 251–500 employees, we see gradual improvement from 6 in October to 11 in March. It’s not a dramatic jump, but it is steady — and that kind of consistency often points to incremental changes starting to land.
The 501–1,000 group is more variable, dropping from 15 in October to 9 in November, then recovering to 10 by March. This suggests a bit more sensitivity to change, where employee sentiment can dip and recover depending on what’s happening operationally.
For 1,001–5,000 employees, there’s a clearer upward trend, moving from 9 in December to 13 in March. This is one of the more positive shifts in the dataset for larger organisations, and could indicate that actions taken earlier are beginning to translate into improved advocacy.
Finally, 5,001+ employees sit lowest overall, holding at 8 from October through January, dipping slightly to 7 in February, before rising to 10 in March. While still behind smaller organisations, this is a notable improvement, and the first meaningful upward movement in this group.
Advocacy tends to be closely linked to how connected employees feel to the organisation.
In smaller organisations, that connection is often stronger and more consistent — employees feel seen, heard, and able to influence their environment. That naturally supports higher and more stable eNPS.
As organisations grow, experience becomes more variable. Different teams, managers, and communication styles can lead to inconsistencies, which can bring overall advocacy down. The gradual improvements we’re seeing in larger organisations could suggest that efforts to improve employee experience or leadership capability are starting to land, but not yet evenly.
To maintain this (0–250):
- Keep reinforcing strong communication and visibility
- Protect the personal, connected feel as you grow
- Continue acting quickly and visibly on feedback
To improve this (251–500, 501–1,000, 1,001–5,000, 5,001+):
- Invest in manager capability to create more consistent experiences
- Make employee voice more visible and influential
- Focus on reducing variation between teams, not just improving averages
What this influences:
eNPS at this level directly impacts employee advocacy, referrals, and employer brand.
The gap between 0–250 (20–21) and 5,001+ (7–10) highlights how scale can dilute advocacy — unless organisations actively work to maintain connection and consistency.
Insight from our from Jen Southern,
Head of Professional Services
“While quarterly benchmarks provide a valuable snapshot, it’s important we don’t view these movements in isolation. Engagement is not static, it is influenced by seasonal trends, operational cycles, and industry-specific pressures. As a result, some of the shifts we see quarter to quarter may reflect natural patterns rather than fundamental change.
For this reason, we should encourage organisations to interpret their results through a longer-term lens too.
The real value lies in understanding their own engagement rhythm, what drives peaks and troughs, and how these align with key business cycles which is where employee feedback comes into the picture.
This also creates an opportunity to connect employee voice data more meaningfully with organisational outcomes, such as performance, revenue, and attrition.
Organisations that take this approach move beyond simply tracking scores, and instead use engagement data as a tool to better anticipate, understand, and influence business performance over time.”
Want to hear more from Jen? Learn how to spot red flags in your data by watching her in this in-person webinar, Silence to Safety: A Practical Guide for HR Leaders with People Sparks Scott Smith, and Chartered Psychologist and CEO of BeTalent by Zircon, Dr Amanda Potter.
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