Leveraging KPIs and data creates business boom for The Eco Plumbers

Moving KPIs from ServiceTitan to Google Sheets

KPIs from ServiceTitan are set up to automatically update into a Google Sheet, Gaynor says. The information includes daily budgets and details on every employee’s output.

“Field staff gets a KPI report every single day,” he says. “At the end of the day, it tells them what they did that day. The report goes out in the morning, too.”

Gaynor says the data inform managers where they are month-to-date and week-to-date. 

“People get to see their metrics and key indicators,” he says. “It includes: How many opportunities did you run? What was your conversion rate? What was your average sale? What’s your revenue? What’s your sold hours?”

Teams also get information on care plans and service-partner plans, Gaynor says.

“It’s reported out every day, and people can check themselves, check against their team and check their own performance as they go along,” he says.

The call centers get daily data, too.

“For the call centers, we use metrics like number of calls booked, miss rate and error percentages,” Gaynor says. “This helps us find any mistakes that have been made, and it increases our efficiency.”

Coaching Opportunities

There are some very basic data points that can signal coaching opportunities for CSRs and techs by Gaynor and his team.

He says the primary part of using KPIs is linked to whether employees are getting potential clients to say yes.

“If they’re not getting people to say, ‘yes’ then there's probably a problem right there,” Gaynor says. “And if they are not doing the average ticket, how much revenue are they doing? That’s where we start.”

Data also lets Gaynor look at issues such as: 

• Employees who have a large ticket average but get an under-average number of sales. “Those are people who are only going for home runs, and that will cause a long-term issue with your customer base,” he says.

• Creating enough options within the jobs. For this, Gaynor can look at tasks per call through option building.

• Efficiency rate. “We can see if people are being accurate and productive with their time,” he says. “One example: If an efficiency rate is high but their recall percentages are also high, then we have a problem. That means they’re rushing through stuff. Yes, they’re getting things done, but they’re causing another issue later.”

Gaynor and his managers look at these types of scenarios on the weekly KPI reports and use the information to focus on people who may need coaching.

“We identify the lower performers on the team in all those categories,” he says. “We have benchmarks and we look at averages. The people with the lowest average percentage are the ones you focus on for coaching.”

Having specific and measurable benchmarks makes it easier to explain to employees that they’re underperforming, Gaynor says.

Leveraging data to inspire

When employees understand the measurables, it helps to self-inspire them, Gaynor says.

“People like to win,” he says. “So, we set targets every day. We have our benchmarks. Our managers huddle every day and set the targets for the day. They work with their team to achieve those. Every day, the manager has to report if the team won the day, or not.”

Gaynor says The Eco Plumbers is a very metrics-driven, competitive company. Most employees work on performance pay, with an incentive base, too. 

“And, we have ‘wins of the day,’ which managers are required to report,” he says. “We put that out to the whole company, every single day. We recognize achievements. Along with the winner-of-the-day board, we recognize people that did something great or really helped a customer.”

Gaynor also does company-wide rewards for special situations. Recently, the whole company was challenged to hit a $2 million sales mark for a particular amount of time. 

“We said, that if we hit the $2 million mark, we’ll bring in a money machine (those glass chambers where you step in, air circulates and people try to grab at floating cash),” he says.

The company hit the mark. And everybody got to come in and give the money machine a shot. Gaynor says they wound up giving away $9,000 to employees.

Another time, when the company hit a goal, management treated employees to bottles of Dom Perignon champagne. 

“It’s all about unique experiences,” Gaynor says.

He says the team also feels rewarded when they do things like charity work. The Eco Plumbers have helped the Mid-Ohio Food Bank deliver food and also helped raise $30,000 for the organization.

“We also used KPI reports to build up a pot of money that we donated, on their behalf, to Nationwide Children’s Hospital,” Gaynor says. “We put out reports so everyone could see how the pot was building.”

How about that? KPIs and data can be used to incentivize and maximize corporate goals and profit, as well as for charitable intentions and good deeds.