Approximately 30% of 'Turnover Risk' Unrecognized by Companies; 'Work Engagement' Survey Reveals Perception Gap Between Companies and Employees

Miidas, Inc., a member of the Persol Group which has the vision "Work, and Smile," provides the mid-career recruitment support service 'Miidas.' The company has released a survey report summarizing analysis results from the Miidas "Hatarakigai (Work Engagement) Survey" to clarify the reality of 'work engagement' in companies and its impact on management.

This survey has revealed the perception gap that exists between companies and employees, challenges that cannot be solved by merely introducing systems, and the correlation between 'work engagement' and management indicators.

The survey was conducted from October 7 to December 8, 2025, targeting corporate representatives (from HR departments, management, etc.) of 123 companies that entered the "Hataraku Hito First Award 2025." The analysis methods used were Path Analysis, which analyzes the chain through which management's intentions lead to results via specific initiatives, and Score-based Comparative Analysis, which analyzes the differences in initiatives between companies with high and low work engagement scores.

According to the survey summary, there is a perception gap between companies and employees, with a discrepancy in the perception of retention intent for about 30% of employees. It was also shown that the quality of operation, rather than the system itself, determines the success of flexible work styles; the use of objective data contributes to fairness and a sense of recognition; the quality of dialogue and operation is more important than the existence of an evaluation system; and an increase in 'work engagement' correlates with sales, profits, and retention.

As an example of the overall evaluation, looking at the perception gap in retention intent, among companies that answered "(employees) have an intention to stay," about 30% of employees responded "strongly agree," while a similar 30% responded "disagree/strongly disagree," indicating an evaluation lower than the company's perception. This survey aims to uncover effective initiatives to bridge these gaps.

First, it was shown that it is not the introduction of systems like remote work itself, but the accompanying operations such as "clear management will" and "appropriate placement based on objective data" that improve recognition and evaluation from superiors. Systems alone are insufficient; the difference in "flexible work styles" is made by their operation.

Second, companies that utilize objective data such as aptitude diagnostics in recruitment, placement, and training tend to see higher levels of "fairness" and "expectations for management" among their employees. The use of objective data can be said to create "fairness" and "recognition."

Third, the mere existence of an evaluation and grading system does not create a significant difference in 'work engagement.' Instead, the quality of operation, such as "frequency of feedback" and "dialogue that fosters understanding," was found to be crucial. The question for evaluation systems is not "whether they exist" but "how they are used." In terms of welfare benefits, policies that provide a tangible benefit, such as company housing and practical support (gym/book subsidies), were highly rated.

Fourth, a correlation between organizational state and management results was confirmed, as companies with high 'work engagement' had a higher proportion of respondents reporting improvements in sales, profit margins, and retention rates. Furthermore, it was shown that high-scoring companies also saw improvements in customer satisfaction and the desire of job applicants to join the company.

This survey has made it clear that to enhance 'work engagement,' it is crucial to go beyond system implementation and focus on the quality of operation through the use of objective data and dialogue. In particular, companies that capture the state and aptitude of each employee as data and connect it to convincing placements and communication are more likely to see the growth of the organization and individuals align, positively impacting management results.

Miidas will continue to visualize the value of "working people" and support the building of better relationships between companies and individuals.