Loyalty of the Personnel in a Modern Organization: Experience of Using the Employee Net Promoter Score (Enps) System

The purpose of this paper is to present and analyze the generalized results of a regular monitoring study of employee loyalty on the example of a large financial company using the loyalty assessment methodology (eNPS and NPS) of the company's employees as an employer and supplier of products and services. The relevance of the work is due to the contradiction between the widespread use of the NPS index under the influence of marketing in HR practice of applied research, which has become an indicator of the assessment of the employer brand and the effectiveness of HR policy, and the obvious lack of data on the real values of the index and generalization of the experience of applying the eNPS methodology in modern organizations. The subject of the study is the loyalty of the personnel of a modern financial organization as an employer. The author uses general scientific methods – analysis and synthesis of data from sociological studies of employee loyalty; empirical methods – a monitoring study implemented in a large financial company (N≈5000) during 2017-2020 (quarterly online staff surveys). The scientific novelty of the study lies in the generalization of the methodological experience of using the NPS index to study staff loyalty, presenting the possibilities and limitations of using the methodology. The following research results were obtained: methodological features of measuring loyalty using the eNPS method were identified, the difference between measuring the eNPS index and comprehensive analysis of the Employee Net Promoter Score system was revealed, features of eNPS calculations were identified, and internal loyalty (NPS) was described, the relationship between loyalty and key HR- metrics (engagement, satisfaction, motivation, etc.) was presented. The key conclusion is about the factors influencing loyalty, the assessment of the potential in the development of loyalty (the ratio of negative and positive segments of employees), and the relationship between HR metrics. The results of the study were used in the comprehensive description of the employee's journey map (EJM), adjustment of the personnel management policy, as well as in the implementation of initiatives and activities aimed at internal organizational changes, and the development of the employer's brand.