Recruit's Employee Condition Visualization Tool 'Geppo' Surveys 15,000 Workers on Employee Net Promoter Score (eNPS)

Recruit (Headquarters: Chiyoda-ku, Tokyo; President and CEO: Keiichi Ushida, hereinafter 'Recruit'), which operates the HR survey service 'Geppo', has conducted a survey on 'Engagement and Reality of Behavior and Results' among 15,000 workers nationwide.

■ Survey Summary

■ eNPS in Japanese Workplaces Recorded at -75.0 (3.5% Promoters, 78.5% Detractors)

■ Highly Engaged Employees ('Promoters') Engage in More 'Voluntary Organizational Contributions'
- Cooperation with referral hiring is approximately 6.9 times higher than that of detractors.
- Leading the usage and deployment of new IT tools is approximately 4.6 times higher.

■ Percentage of Employees Not Reporting Mistakes is Approximately 1.8 Times Higher Among Low-Engagement Employees ('Detractors')
- Low engagement is revealed to be a risk that directly leads to delayed detection of issues, not just lower motivation.

■ eNPS is Higher When Recovery Involves 'Manager Intervention' Rather Than 'Self-Recovery'
- The eNPS of groups that recovered through manager support during a dip in motivation/condition is 37.2 points higher than those who recovered on their own.

■ Providing Even One Instance of Manager Support Improves eNPS by 18.8 Points

■ Commentary by Geppo Analyst
Detecting small feelings of discomfort and quiet dips in condition, and building an environment where honest opinions can be voiced, is becoming increasingly important.

One interesting finding in this survey was that 'whether or not you like your company' affects 'what actions you take at work'. For example, highly engaged employees are 6.9 times more likely to cooperate with referral hiring and 4.6 times more likely to lead the deployment of new IT tools compared to less engaged ones. Conversely, the less engaged they are, the higher the rate of not reporting mistakes. This confirms that low engagement is not just a motivation issue but a risk factor that delays the detection of problems.

While DX and Generative AI adoption are gaining attention, tools alone do not change a company. The key is whether there are people on the ground willing to try things first, spread them to others, and voice concerns when stuck. Engagement is the foundation for this.

Also striking was that eNPS is significantly higher for those who recovered from low motivation via 'manager support' than 'self-recovery'. In an era of diverse work styles and remote work, employees may be seeking a 'sense of being seen' rather than 'being managed'.

In future organizational management, it will be vital not to just react after problems occur, but to detect small issues early and build an environment where people feel safe sharing their true thoughts.

■ The Japanese Workplace eNPS is -75.0

The study analyzed 15,000 workers using the eNPS (Employee Net Promoter Score), an index that measures how likely an employee is to recommend their current workplace to friends or colleagues, on a scale of 0 to 10. Promoters (score 9-10) minus Detractors (score 0-6) provides the score.

The overall eNPS was -75.0, with Promoters (high engagement) at 3.5% (531 people) and Detractors (low engagement) at 78.5% (11,782 people). It is known that eNPS tends to be lower in Japan, so focusing on the behavioral differences between Promoters and Detractors is more critical than the score itself.

■ High Engagement Leads to Active 'Voluntary Organizational Contributions'

Highly engaged employees were more likely to take voluntary actions not required by the organization. The largest gaps were found in referral hiring cooperation (20.7% for Promoters vs. 3.0% for Detractors, approx. 6.9x) and leading the rollout of new IT tools (32.2% vs. 7.0%, approx. 4.6x). Gaps were also observed in skill-building/information gathering, business improvement suggestions, and knowledge sharing, demonstrating that high engagement acts as a force for positive organizational leadership.