eNPS at CF Industries Holdings
CF Industries Holdings' Employee Net Promoter Score (eNPS) is 17, as rated by 12 employees. Employee Net Promoter Score tracks CF Industries Holdings employees' answers to this question: On a scale from 0-10, how likely are you to recommend working at CF Industries Holdings to a friend? Today, 42% of CF Industries Holdings employees would encourage their friends to become coworkers, whereas 33% are neutral and 25% would not recommend working at CF Industries Holdings to their friends.
Where This Score Ranks CF Industries Holdings' eNPS
- TOP30%
In the Top 30% of 2039 Similar Sized Companies on Comparably
- TOP40%
In the Top 40% of 196 Nearby Companies in Chicago
- 4th
4th place versus 5 competitors rated on Comparably
- Promoters
- Passives
- Detractors
CF Industries Holdings eNPS At a Glance
CF Industries Holdings employees are more likely to recommend CF Industries Holdings as a great place to work. The employee Net Promoter Score is a simple way to measure loyalty and an employee's willingness to recommend working at their company to friends.
Caucasian employees and employees with 1 to 3 Years experience provided the highest scores when answering the question, “On a scale from 0-10, how likely are you to recommend working at CF Industries Holdings to a friend?” Based on 12 ratings, CF Industries Holdings ranks 4th place versus its 5 competitors and is right below Yara.
Compared to other companies in Chicago, CF Industries Holdings falls into the Top 40% of 196 companies. The last rating was provided months ago.
CF Industries Holdings' eNPS Trendline
- CF Industries Holdings16
- Other Companies in Chicago
- Similar Size on Comparably
CF Industries Holdings' eNPS Rank Against Similar Sized Companies on Comparably
CF Industries Holdings ranks in the Top 30% of other companies on Comparably with 1,001-5,000 Employees for eNPS Score.
CF Industries Holdings' eNPS Rank Against Other Companies Nearby
CF Industries Holdings ranks in the Top 40% of other companies in Chicago for eNPS Score.
