eNPS (Employee Net Promoter Score)
eNPS measures employee loyalty by asking how likely employees are to recommend their workplace on a 0–10 scale, producing a score from −100 to +100.
eNPS (Employee Net Promoter Score) adapts the Net Promoter Score — introduced by Fred Reichheld of Bain & Company in his 2003 Harvard Business Review article "The One Number You Need to Grow" — to the workplace. Employees answer one question: "On a scale of 0–10, how likely are you to recommend this company as a place to work?" Respondents scoring 9–10 are promoters, 7–8 are passives, and 0–6 are detractors. The score is the percentage of promoters minus the percentage of detractors, giving a range of −100 to +100. Any positive score means promoters outnumber detractors; scores above +30 are commonly considered strong.
The appeal of eNPS is comparability and simplicity; the criticism is that a single lagging number diagnoses nothing. A falling score says something is wrong but not what, where, or for whom — which is why most teams pair it with dimension-level measurement and open-text follow-up.
How this connects to Mistvine
Mistvine deliberately measures more than one number: weekly anonymous sentiment on each objective plus ten team-health dimensions show which team and which dimension is declining, not just that something somewhere is wrong.