As companies grapple with the complexities of the modern workplace, traditional methods of measuring employee engagement are being challenged. With remote and hybrid work models, diverse generational shifts, and a heightened focus on workplace wellbeing, organizations are searching for better ways to understand and improve their work cultures. Enter the Net Connected Score (NCS) from Quantum Connections, a new metric that measures the depth of employee connection, specifically how “seen and heard” employees feel by their direct supervisors. Backed by a groundbreaking study of 12,000 employees across 49 industries, the NCS reveals that feeling genuinely connected at work isn’t just a “nice-to-have”—it’s a crucial driver of innovation, retention, and business profitability.
Traditional Engagement Metrics Fall Short
For decades, metrics like Gallup’s Employee Engagement Index and the Employee Net Promoter Score (eNPS) have been the gold standards for measuring how engaged employees are with their work and employer. But recent research suggests that these conventional metrics miss a critical aspect of engagement: the personal connection between employees and their supervisors.
As the world of work continues to evolve, traditional engagement surveys have come under scrutiny for being too broad and lacking the specificity needed to measure what really matters. While eNPS gauges overall satisfaction, it doesn’t get to the heart of what drives employees’ daily experiences. Similarly, while the Gallup Engagement Index measures factors like emotional commitment to an organization, it fails to address the interpersonal dynamics between employees and managers—arguably the most influential factor in job satisfaction and retention.
In contrast, the Net Connected Score (NCS) zooms in on a much more fundamental aspect of the employee experience: the feeling of being seen and heard by one’s direct supervisor. The simplicity of the metric—a single question asking employees to rate how valued they feel by their immediate supervisor—offers a more direct link to business outcomes. According to Dr. Aaron Reid, a researcher behind the NCS study, this deep, personal connection is a far better predictor of key business outcomes than traditional engagement scores.
Data-Backed Insights from NCS
The results of the NCS study are eye-opening. Employees who report feeling more connected to their supervisors show marked improvements in engagement, retention, and innovation. The data reveals that employees who feel seen and heard are 55% more likely to share new ideas, 44% more likely to admit mistakes without fear of retribution, and 39% more likely to take calculated risks that fuel innovation. These behaviors—critical for business growth—are less likely to emerge in environments where employees feel ignored or dismissed by their leaders.
Perhaps more significantly, the study demonstrates that workplace connection has a direct link to employee retention. Employees who feel valued by their supervisors are 31% less likely to consider leaving their jobs on a weekly basis. Moreover, they tend to stay an average of 9.5 months longer at their current company. This is a major win for organizations, as the costs of turnover—both in terms of financial outlay and lost productivity—continue to rise.
In addition to boosting retention, the NCS study also found a compelling connection between employee engagement and profitability. Organizations with strong workplace connections are 38.7% more profitable than those with weak employee-supervisor bonds. What’s more, even small improvements in NCS scores yield significant results: each 1-point increase in the NCS is correlated with a 4.3% increase in per-employee profitability.
The Hidden Power of Supervisor Relationships
What makes the NCS so revolutionary is its ability to highlight the pivotal role that supervisors play in shaping employee experiences. While the relationship between employees and their leaders has always been a fundamental part of workplace dynamics, the study underscores how deeply it influences not only personal job satisfaction but also broader organizational performance.
Leaders often underestimate the emotional impact their actions and leadership style have on their teams. According to the NCS research, employees who feel unsupported or unheard by their managers are more likely to disengage, contribute less, and, ultimately, leave their jobs. As recent studies suggest, one of the most common reasons people leave their jobs is not necessarily dissatisfaction with pay or job content, but poor relationships with their direct supervisor. This emotional disconnect—often subtle and unspoken—can cause a ripple effect across teams and organizations.
Moreover, as businesses continue to face talent shortages, the power of the supervisor-employee relationship cannot be overstated. The NCS results suggest that organizations with high connection levels are likely to have less turnover and greater employee commitment. When employees feel that they can trust their supervisors to listen and support them, they are more likely to stay and grow within the company.
Addressing the Disconnect
So, what can business leaders do with this data? For one, they can begin to shift their focus from traditional engagement metrics to a deeper understanding of the human dynamics at play within their teams. As the NCS study shows, creating a workplace culture where employees feel emotionally connected is no longer optional—it’s a business imperative.
Building these connections requires a focus on psychological safety, recognition, and empowerment—three factors that the NCS identifies as critical drivers of employee connection. For supervisors, this means actively listening, offering regular feedback, and creating an environment where employees feel comfortable voicing concerns and taking risks. It also requires fostering a sense of belonging, ensuring that employees feel their contributions are valued, and offering opportunities for personal and professional growth.
It’s Time to Rethink Workplace Success
The introduction of the Net Connected Score is a step forward in rethinking how we measure success in the workplace. As organizations continue to adapt to the challenges of a post-pandemic world, measuring emotional and interpersonal connection between employees and supervisors will be key to navigating the future of work.
For HR professionals and leaders, the takeaway is clear: connection matters. As the NCS study demonstrates, building a culture of connection not only leads to a happier, more engaged workforce but also results in tangible business benefits. When employees feel seen, heard, and valued, they are more likely to innovate, stay longer, and help drive profits.
In the coming years, the NCS could become the benchmark by which companies measure not just employee satisfaction but also the quality of their leadership and the depth of their organizational culture. As organizations look for ways to thrive in an increasingly complex and competitive landscape, fostering connection may just be the most important strategy of all.
