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Zoios

Solution

Measure eNPS with ease

Keep your finger on the pulse of the organization. Track loyalty over time, by team, by tenure, and see shifts before they show up in retention.

People & Culture teams that lead with Zoios

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01 / 07

Questions backed by science.

Our surveys are built on scientifically validated questions, battle-tested and benchmarked across 1,000+ teams in 47 countries. You're not measuring fluff; you're working with real data.

  • 11 validated Pulse questions
  • Industry & company-size benchmarks
  • Data-driven measurements
Benchmark · Tech · 800 teams
Engagement distribution
Top 20%Top 10%Industry 78You · 755060708090100
02 / 07

Honest feedback, because it's anonymous.

Responses are end-to-end encrypted and aggregated only when teams are large enough to protect identity. Employees speak freely; you hear what they actually think.

  • AES-256 end-to-end encryption
  • Strong anonymization protocols
  • SOC 2 Type II certified
HRSafe
6 people
From anonymous
"Onboarding flow improved a lot"
From anonymous
"Manager actually listens now"
FinanceSafe
7 people
From anonymous
"Q-end pressure is intense"
From anonymous
"Need clearer ownership on close"
DesignHidden
3 people
⚠ too small
need 2 more
03 / 07

No manual work. Runs on auto-pilot.

Sync your team, send the survey, and Zoios handles the rest: reminders, segmentation, anonymization, benchmarking, analysis, and a tailored report for every team. End-to-end on auto-pilot.

  • Employee sync · CSV or HRIS
  • Mail + Slack send-out & reminders
  • Reports built per team, every cycle
End-to-end automation
Nightly sync · Real-time pipeline
Employee syncNightly · 00:00
412 employees · auto-synced from HRIS
Survey send-outReal-time
mail + Slack · the moment a pulse goes live
Reminders sentReal-time
nudge non-responders automatically
SegmentationReal-time
splitting by team · region · tenure
AnonymizationReal-time
hash · k ≥ 5
BenchmarkingReal-time
vs. industry · vs. previous
Analysis & recommendationsReal-time
AI root-cause · suggested actions
Build report (per team)Real-time
live dashboards · 24 reports
04 / 07

Catch problems before they grow.

Run pulse surveys at the cadence that fits your team, monthly or quarterly. They surface drift weeks before an annual survey would. Spot the early signal, like optimism in Engineering dipping after a strategy shift, and act before it becomes a people problem.

  • Monthly or quarterly cadence
  • Anomaly detection per team
  • See reason for drop or uplift
Optimism · Engineering
Optimism, last 5 pulses + projection
Strategy shift
JanFebMarAprMay→
!
Optimism in Engineering is dropping
likely cause: new strategic direction · -19 over 3 months
05 / 07

AI that finds the root cause.

Trained on thousands of teams, our models cluster open comments, attribute the underlying causes, and recommend concrete actions you can take this week.

  • Qualitative feedback analysis
  • Root-cause attribution per theme
  • Ranked action recommendations
147 comments · 3 root causes
147Comments
42%Meeting overload
→ Block focus time
28%Career path unclear
→ Deploy a leveling framework
18%Tool fragmentation
→ Audit overlap
06 / 07

See which teams need attention.

Every team gets a live engagement and strain score, along with trend lines. Themes sorted by urgency. Drill into the root cause behind the issue, and walk into your next 1:1 already knowing which conversation matters most.

  • Engagement & strain score per team
  • See every theme as it develops
  • Concrete action recommendations
Attention queue
Sorted by priority
01
Engineering
Well-being · -11%
59
02
Sales
Workload · -6%
68
03
Operations
Recognition · 0%
74
04
Marketing
Life harmony · +2%
78
05
Product
Support · +3%
80
06
Customer Success
Contribution · +5%
86
07 / 07

Useful for every role.

Executives get the org-wide picture. Managers get a report tuned to their team. Teams get a conversation guide for their next retro. One survey, three audiences, each with exactly what they need.

  • Executive view · org-wide signals
  • Manager view · team-level drilldown
  • Team view · conversation guide
One pulse · insights for every role
Pulse data
79 responses (93%)
◧
Executive
Exec + HR
Org-wide insights
Company overview
Org. trends
Cross-team heatmaps
▤
Manager
Per manager
Team report
Team health score
Drivers & detractors
Recommended actions
◉
Team
Per team
Discussion guide
Talking points
Shared wins
Open questions
Average six-month uplift

Numbers that move.

Across customers who adopt Zoios and act on the signals.

+14%
job satisfaction
+18%
well-being
−19%
work stress
See the certification methodology

Why eNPS, and where it breaks

Why eNPS earned its credibility, and why it is dangerous on its own

Net Promoter Score (NPS) surveys became world-famous during the early 2000s because analysts and researchers found that NPS was a strong predictor of growth and financial success for companies.

In the HR sphere, we have invented the employee Net Promoter Score (eNPS), which is essentially a single question measuring how likely your employees are to promote the workplace, and then distributes employees, based on their answers, into three groups: Promoters, Passives and Detractors.

It is a credible, comparable metric. Executives and investors recognize it instantly. But that simplicity is also its trap. eNPS used badly is misleading. Used well, it becomes a powerful signal, paired with a few drivers and a qualitative comment to explain what is moving.

3 common mistakes

The 3 mistakes companies make with eNPS

Mistake 1: Treating eNPS as the only metric that matters

This metric has won a lot of recognition, likely because it is a simple one-question metric (for example "How likely are you to recommend Google as a workplace?"). It has been adopted by so many companies across countries and industries that executives and board members find it easy to relate to.

Be very mindful, though, that although eNPS correlates with wellbeing and employee satisfaction, it is distinct. You will find happy, thriving employees who would not recommend the workplace, and the other way around.

You should measure other essential drivers of engagement or satisfaction to make sure you get a more comprehensive picture of your workplace and people situation. Otherwise you are flying with one instrument.

Mistake 2: Only measuring eNPS once or twice a year

eNPS is great because it is a simple question and it does not require much to measure in your organization. As we outlined above, you should measure other factors as well while keeping your survey short and focused. This also allows you to track eNPS more frequently, which is beneficial both for spotting trends and giving more context.

eNPS is rather volatile because of the way it is calculated. Another way to make sure you and your executives do not get the wrong insights is to measure more frequently to give a more comprehensive picture. These measurements are a snapshot of employee experience and current sentiment, so you should strive to assess eNPS monthly, bi-monthly, or at least quarterly to make it an effective part of your strategy.

Mistake 3: Not collecting the qualitative feedback that explains the score

eNPS can say a lot. The distribution of scores from 0 to 10 tells a story regardless of whether it is normally distributed, very polarized, completely flat across the top, or something else. But regardless of the distribution, the score will mostly just tell you whether things are good or bad.

To inform you why things are good, or why things are bad for some people, you need to segment your data into departments and teams to see whether there are patterns. More importantly, you need to collect comments and qualitative feedback from employees about their experiences at work. Without this context, eNPS is just a number.

3 criteria for success

The 3 criteria for eNPS success

Your executives likely know NPS and can relate to eNPS, which is a big strength. Board members and investors will likely know eNPS too, as they measure it across their portfolio of companies to compare workplace and employee health. The biggest strength of this metric is that it is commonly known and recognized, giving it instant credibility. So the companies that use it best do these things.

Criterion 1: Track the underlying drivers to explain ups and downs in eNPS

Most companies find it incredibly frustrating when their eNPS goes up or down and they struggle to explain why. They simply do not have the data because they focused too much on just eNPS instead of also measuring essential drivers of engagement and satisfaction.

We recommend you measure the eight essential drivers of satisfaction: Contribution, Development, Social, Support, Mindful, Life harmony, Recognition and Optimism. They give you all the context you need to explain why eNPS has moved, both on a company level and for a specific division or unit.

Modern software platforms with analytics can automatically connect eNPS movements to changes in these underlying drivers, giving you actionable insights rather than just scores.

Criterion 2: Segment eNPS by team, department, and tenure

Companies and organizations will have a total eNPS score, but if you cannot dive into which segments and groups inside the company are your biggest promoters and where the bulk of your detractors sit, you will not be a popular presenter of your results. Executives need to see the eNPS score split by generation, tenure, department, unit, country, or similar to get more nuanced insights into what is causing your eNPS to be at the level it is.

Good tools automate this segmentation so you do not spend weeks in spreadsheets trying to slice the data manually.

Criterion 3: Give managers actions, not just the scores

There are publicly available survey benchmarks, but comparing a small tech company to a large manufacturing company is like comparing apples and oranges. Use a platform or software to make sure you get accurate and more precise benchmarks against companies of similar talent pool and size, as that gives you the most powerful comparison to assess your score.

Proper benchmarking helps you understand whether your eNPS of 25 is actually good (for a 150-person professional services firm) or concerning (for a 20-person tech startup). And then turn the result into a concrete action a manager can take this week.

Customers

What our customers say.

Gut feelings, validated by data.

“You can granulate the data and have more detail in terms of what is happening. So when we have a feeling we can actually validate if it's something we need to tackle or not. That's very powerful.”

Gabrielle Damgaard-Mørk

Chief People Officer, 24Slides

Trends that drive everyday dialogue.

“We can follow the trends and facilitate dialogues to make small or large changes in our everyday work-life, to ensure we accommodate what motivates people and develops them as consultants.”

Helene Sarkel

Partner, NoA Connect

Read all customer stories →

Frequently asked

  • How often should we run eNPS?

    Quarterly is the sweet spot. Frequent enough to spot shifts, infrequent enough to avoid survey fatigue. Some teams measure monthly.

  • Is eNPS anonymous?

    Yes. Responses are aggregated and segmented. Individual answers are never exposed.

  • Is one question enough?

    On its own, no. Pair eNPS with a few driver questions and a qualitative comment. Otherwise the score is just a number with no story.

  • Can we benchmark our score?

    Yes. Built-in benchmarks compare you to companies of similar size and industry, so you know what good looks like.

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