Oceania (200-500) July 2025
~2m
Questions answered
over 12 months- /
~350
Organizations
These insights represent ~2m questions answered from ~350 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
Nonprofit Organization Management, Financial Services, Information Technology & Services, Computer Software, Government Administration, Civic & Social Organization, Insurance
Reported gender breakdown
Male
51%
Female
49%
Non-Binary
0.19%
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.
69% of Oceania (200-500) employees are engaged
This is in the bottom 44% compared with other regions.
The median eNPS score for organizations in this benchmark is 13 and is in the top 45% compared with other regions.
How does Oceania (200-500) compare?
People in Oceania (200-500) were much more positive than average regarding Growth, Coaching, and Feedback Culture.
On the lower side, people in Oceania (200-500) had much lower favorable scores than average in Work Pressure, Collaboration & Communication, and Service & Quality Focus.
People working in Oceania (200-500) are more engaged than Benelux, DACH, Central Europe, and Nordic. People working in Oceania (200-500) are less engaged than East Asia, Southeast Asia, Middle East & Africa, and Asia.
The highest scoring question for Oceania (200-500) had 88% of people agreeing that they know how their work contributes to the goals of %[Company]% (-1% compared to overall) while they were generally most positive about Contribution to Broader Purpose.
People in Oceania (200-500) were generally least favourable about Action, and were most negative towards 'When it is clear that someone is not delivering in their role we do something about it' with 19% of people disagreeing (+2% above 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 Oceania (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, 21% of people in this benchmark are thinking of or actually seeking jobs elsewhere (+1% compared to overall) while on a longer time frame, 12% of people see themselves leaving within two years (+2% 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
9%
1 to less than 2 years
18%
2 to less than 4 years
26%
4 to less than 6 years
11%
6 to less than 10 years
13%
Greater than 10 years
15%