APAC (200-500) July 2025
~2.5m
Questions answered
over 12 months- /
~500
Organizations
These insights represent ~2.5m questions answered from ~500 organizations, collected between July 2024 and June 2025.
The data meet our criteria as being robust and reliable; unlikely to substantially change over time; and representative of the wider industry. Read more about the methodology.
Data provided by Culture Amp
Most represented industries in this benchmark
Computer Software, Financial Services, Nonprofit Organization Management, Information Technology & Services, Government Administration, Internet, Civic & Social Organization
Reported gender breakdown
Male
52%
Female
48%
Non-Binary
0.21%
Are employees committed to their organizations?
Engaged people are emotionally committed to their organization. These people stay at their organizations longer and are more productive and effective. Successful organizations have more engaged employees.
70% of APAC (200-500) employees are engaged
This is in the bottom 46% compared with other regions.
The median eNPS score for organizations in this benchmark is 16 and is in the top 38% compared with other regions.
How does APAC (200-500) compare?
People in APAC (200-500) were much more positive than average regarding Decision Making, Inclusion, and Goal Alignment.
On the lower side, people in APAC (200-500) had much lower favorable scores than average in Work Pressure, Work Pressure, and Wellbeing Culture.
People working in APAC (200-500) are more engaged than Benelux, DACH, Central Europe, and Nordic. People working in APAC (200-500) are less engaged than Asia, South America, Latin America, and Central America.
The highest scoring question for APAC (200-500) had 89% of people agreeing that they know how their work contributes to the goals of %[Company]% (+0% compared to overall) while they were generally most positive about Contribution to Broader Purpose.
People in APAC (200-500) were generally least favourable about Action, and were most negative towards 'I believe my total compensation (base salary+any bonuses+benefits+equity) is fair, relative to similar roles at other companies' with 22% of people disagreeing (-1% below average).
Which questions matter the most?
Different things are important to different cultures. If you want to make more of your people engaged then you need to know what is important your people. These questions are most important to keeping people engaged in APAC (200-500) organizations.
1 I have confidence in the leaders at %[Company]% | Leadership |
2 The leaders at %[Company]% demonstrate that people are important to the company's success | Leadership |
3 %[Company]% is a great company for me to make a contribution to my development | Learning & Development |
How long do people stay?
In the short term, 19% of people in this benchmark are thinking of or actually seeking jobs elsewhere (-1% compared to overall) while on a longer time frame, 11% of people see themselves leaving within two years (+1% compared to overall).
Understanding Tenure distributions
Tenure describes how long an employee has worked for their company: we know through our research that newly hired employees tend to be more positive than their tenured counterparts. Positivity declines sharply before bottoming out between two to six years, then rises slightly for those that remain.
The tenure composition of a benchmark can influence overall scores.
Tenure distributions
Less than 3 months
3%
3 months to 6 months
5%
6 months to less than 1 year
10%
1 to less than 2 years
18%
2 to less than 4 years
27%
4 to less than 6 years
11%
6 to less than 10 years
13%
Greater than 10 years
14%