Start with the decision
Choose a measure because it helps someone decide what to do. An open-job count helps only when the client can see the age, priority and reason those jobs remain open. A total number of visits says little about whether the underlying requirements were completed.
For every measure, define what is counted, the period, the data source and who checks it. Keep the definition stable so a change in the result reflects delivery rather than a change in calculation.
Examples of useful measures
Use a clear denominator
Suppose 18 of 20 eligible planned tasks were completed by their agreed due dates. The result is 90%. The report should also explain the two outstanding tasks and retain the rules for eligibility. Quietly removing late tasks from the denominator makes the result look better without improving the service.
Use the same eligibility rules in every reporting period and keep the underlying task list with the result.
Read measures together
A high closure rate alongside repeated faults deserves investigation. It can indicate that the record is closing at attendance rather than at the agreed resolution point. Similarly, low recorded complaints do not prove satisfaction if people lack a clear feedback route.
For a portfolio, examine exceptions by site. An average across many buildings can hide a high-priority issue at one location. Consider workload and asset differences when comparing sites.
Turn reporting into action
A review should identify the issue, proposed action, owner and review date. At the next meeting, check whether the action was completed and whether it changed the outcome. Adding another chart does not resolve an unresolved service problem.
Common questions
How many KPIs are needed?
Use the measures needed to understand the agreed service and make decisions. A smaller set with clear definitions is more useful than a long list no one acts on.
Are targets the same for every contract?
No. Targets follow the service scope and agreed commitments. Comparisons need consistent definitions and context.
Does reporting itself improve performance?
Reporting reveals issues. Improvement comes from acting on findings, assigning responsibility and checking the result.
Related services
Explore KPI and Performance Management, Job Management and Service Reporting and Contract and SLA Management, plus our services, projects, sectors and locations.
