The Oceania benchmark represents people who work in Oceania. It covers all industries and functions. The benchmark includes people who work in Oceania but their organizations have headquarters in other countries. This benchmark only includes organizations of size 200–500 employees.
~1.2m
Questions answered
in last 12 months
~150
Organizations
These insights represent ~1.2m questions answered from ~150 organizations, ranging in size from 10 to 500 people, in the last 12 months.
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
Computer Software
10%
Investment Banking
8%
Financial Services
5%
Information Technology and Services
5%
Sports
4%
Insurance
4%
Food & Beverages
4%
Higher Education
4%
Health, Wellness and Fitness
3%
Nonprofit Organization Management
3%
Internet
3%
Legal Services
3%
Hospital & Health Care
3%
Accounting
3%
Wholesale
3%
Construction
3%
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.
This is in the bottom 28% compared with the overall average.
The average eNPS score for organizations in this benchmark is 12 and is in the bottom 20% compared with the overall average.
Engagement is defined through these five industry-standard questions from Culture Amp’s engagement survey template.
I see myself still working at [Company] in two years' time | 65% 2% above global average |
I would recommend [Company] as a great place to work | 82% Same as global average |
I am proud to work for [Company] | 85% 1% below global average |
I rarely think about looking for a job at another company | 53% 2% below global average |
[Company] motivates me to go beyond what I would in a similar role elsewhere | 64% 5% below global average |
People working in Oceania 200–500) are more engaged than Professional Services DACH, Marketing & Advertising Female, Professional Services Western Europe, and Retail United Kingdom. People working in Oceania 200–500) are less engaged than Professional Services East Asia, Australia 0–100), New Tech Oceania, and Finance Male.
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 Work & Life Blend.
People in Oceania 200–500) were generally least favourable about Service & Quality Focus, and were most negative towards 'I have seen positive changes taking place based on recent employee survey results' with 18% of people disagreeing (+4% above average).
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.
[Company] is a great company for me to make a contribution to my development
The factor this relates most closely to is Learning & Development
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 [Company] is a great company for me to make a contribution to my development | 70% favorable Learning & Development |
2 I have confidence in the leaders at [Company] | 70% favorable Leadership |
3 The leaders at [Company] demonstrate that people are important to the company's success | 67% favorable Leadership |
4 The leaders at [Company] have communicated a vision that motivates me | 63% favorable Leadership |
5 [Company] effectively directs resources (funding, people and effort) towards company goals | 57% favorable Company Performance |
In the short term, 22% of people in this benchmark are thinking of or actually seeking jobs elsewhere (+2% compared to overall) while on a longer time frame, 11% of people see themselves leaving within two years (-1% compared to overall).
The following questions had the biggest impact on whether individuals felt that they were planning to stay at their organization and not actively looking for alternative jobs.
1 I have confidence in the leaders at [Company] | 70% favorable Leadership |
2 [Company] is in a position to really succeed over the next three years | 75% favorable Company Performance |
3 The leaders at [Company] have communicated a vision that motivates me | 63% favorable Leadership |
We’ve connected the employee feedback data for each company included in the benchmark with ratings from Glassdoor.com, which is one of the world’s largest job and recruiting sites combined with a growing database of company reviews, CEO approval ratings and more.
Overall Rating | 3.6 stars (-0.2) |
Culture and Values | 3.6 stars (-0.3) |
Work Life Balance | 3.7 stars (-0.1) |
Compensation and Benefits | 3.3 stars (-0.3) |
Career Opportunities | 3.3 stars (-0.2) |
Recommend to Friend | 65.0% (-6) |
CEO Approval | 85.0% (+1) |
Organizations in the Oceania (200–500) benchmark on average gave 9% of employees access to reports with their survey results. This is below the overall average of 10% and demonstrates that organizations in this benchmark are more likely to share via offline and traditional formats.
An interesting reference point is that the average proportion of managers in organizations is 12-15%, with some industries higher than others (New Tech was closer to 20%).
Global average
10%
Oceania (200–500)
9%
People in Oceania 200–500) were much more positive than average regarding Decision Making.
On the lower side, People in Oceania 200–500) had much lower favorable scores than average in Action, Feedback & Recognition, and Fairness.
Insights data provided by Culture Amp.
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