What is a good completed jobs benchmark for a home-service company?

There is no single correct number. For a service technician, 3 to 5 completed jobs per day is a reasonable starting range, but it varies by trade, job type, drive time, and market. Install technicians typically complete 1 to 2 jobs per day because the work takes longer. The most useful target is one you build from your own trailing data, then improve incrementally period over period.

How do I calculate completed jobs per technician?

Divide total completed jobs in a period by the number of active technicians, then divide again by working days. For example, 310 jobs completed in a month with 8 technicians over 22 working days equals 1.76 jobs per technician per day. Segment the calculation by role (service vs. install) before comparing technicians, since install jobs take more time and will always look lower.

Should I include zero-revenue jobs in my completed jobs count?

Track them separately. Zero-revenue closes (warranty callbacks, recall visits, disputed invoices) inflate your job count without adding to revenue. Mixing them in distorts your average ticket, your jobs-to-revenue ratio, and your per-tech productivity. Keep a clean completed-jobs count that excludes zero-revenue closes, then report the zero-revenue tier on its own so you can watch for warranty or recall trends.

How often should I review completed jobs data?

For a company-level pacing view, daily is the right cadence. For individual technician performance, a daily board during busy season and at least a weekly review in shoulder months is ideal. For department-level and year-over-year analysis, weekly and monthly check-ins are enough. The most common mistake is reviewing too infrequently and discovering a gap at month-end when there is no time to recover.

What is a good job completion rate (dispatched vs. actually completed)?

Aim to complete more than 90 percent of dispatched jobs the same day they are scheduled. Jobs that get pushed or left incomplete create callback appointments, customer dissatisfaction, and dispatch gaps. Track the completion rate as its own metric alongside job count; if the two diverge, the issue is usually parts availability, technician scheduling, or a customer-cancellation spike.

How does completed jobs connect to revenue in a real dashboard?

Completed jobs is the pacing signal; average ticket and revenue per job are the quality signals. When connected to a field-service management system like ServiceTitan, Housecall Pro, or Workiz, a real-time dashboard can show all three together, broken out by technician and department. Watching job count rise without a matching revenue line is an early warning that mix or quoting behavior has changed.

How do I track completed jobs across multiple locations?

Standardize the job-status definition across every location first: what counts as completed, how zero-revenue closes are handled, and whether install and service jobs are segmented. Then a multi-location dashboard can roll the counts up and break them back out by branch, trade, and technician. Without a consistent definition, the rollup comparison is misleading.

Completed jobs: what good looks like

Completed jobs is not just a count of how busy your team was. It is the numerator in revenue-per-job, technician utilization, and capacity math. Here is how to set a meaningful target for your shop, why a universal number misleads, and how to read daily job completions before you reach month-end with a gap.

By Datacube content engineAutogeneratedJune 24, 2026

Definition

Completed jobs = jobs with a closed, invoiced status within a given period

A completed job is a dispatched service call or installation that reached a finished, invoiced state inside your field-service management system. The count can be cut by trade, department, technician, or revenue tier. Raw job count is useful as a pacing signal, but it tells you nothing by itself: 200 completed jobs with an average ticket of $180 is a very different month than 200 jobs at $420. Track completed jobs alongside average ticket and revenue-per-job to get the full picture.

For the full metric definition and formula, see the completed jobs KPI dictionary page. This page is about setting and beating a realistic target.

Warning

Data visibility gap: job count looks fine, revenue is flat

One of the most common month-end surprises in home services is a completed-jobs count that is on pace, but revenue that is behind goal. The gap is almost always in job mix (too many small-ticket tune-ups, not enough diagnostic-to-repair conversions) or in average ticket (technicians completing jobs quickly but leaving options unquoted). A healthy completed-jobs count is not a pass on revenue health. Check both.

The month-end discovery problem

A plumbing company closes out the last Friday of the month and pulls its numbers. Technicians ran 310 jobs, which is 12 more than the same month last year. Revenue is $22,000 short of goal. The owner spends the weekend asking why.

The answer is almost always visible in the data well before month-end: one technician completed 82 jobs (best on the team) but had a $290 average ticket while the shop median was $410. He was running fast, closing everything, and quoting nothing. By the time the owner sees it on the 31st, those jobs are already invoiced and the revenue is already gone.

The shift is simple: track completed jobs by technician against that technician's average ticket daily, not monthly. When the pace and the revenue signal diverge mid-week, there is still time to coach, redirect, or reprioritize work orders.

How to set your completed jobs target

Start with your own trailing 90 days. Calculate jobs per day, then jobs per technician per day. Break that out by department (service vs. install vs. maintenance) because install jobs take longer and the counts will look lower by design. Then set two numbers: a total-company daily pacing target and a per-technician daily target by role.

Layer in seasonality. An HVAC company will run 40 to 60 percent more service jobs in summer than in late fall. A roofing company peaks after hail season. A plumbing company spikes during a hard freeze. Your January target and your July target should not be the same number. Pull two or three prior years of completed-job counts by month to build a seasonal curve, then set targets as a percentage above or below your own historical midpoint, not against a competitor's flat line.

What good tends to look like (read with the caveats below)

These are illustrative ranges for common home-service roles, not universal benchmarks. Actual targets depend on trade, market, job type, average drive time, and pricing model. Use them to start a team conversation, not to grade a technician.

Service technician: jobs per dayVaries by job type; diagnostic calls are faster than installs; earn this from your own data
Good
Current
Your shop
Target
3 – 5 jobs/day
Install technician: jobs per dayInstall jobs run longer; a lower count is expected and healthy
Good
Current
Your shop
Target
1 – 2 jobs/day
Completed jobs pacing mid-monthIf you are under 40% by the 15th, pace the team before the gap closes
Watch
Current
Your shop
Target
45 – 55% of monthly goal
Job completion rate (dispatched vs. completed)Incomplete or rescheduled jobs erode both revenue and customer satisfaction
Good
Current
Your shop
Target
90%+ completed same day
Completed jobs with $0 revenueZero-dollar closes are a sign of warranty abuse, tech errors, or booking mismatches; track separately
Poor
Current
Your shop
Target
Under 3%
Cancellation rate on dispatched jobsHigh cancellations deflate your completed count before a job starts; pair with the cancellation-rate benchmark
Watch
Current
Your shop
Target
Under 5%

Metric	Current	Target	Status
Service technician: jobs per dayVaries by job type; diagnostic calls are faster than installs; earn this from your own data	Your shop	3 – 5 jobs/day	Good
Install technician: jobs per dayInstall jobs run longer; a lower count is expected and healthy	Your shop	1 – 2 jobs/day	Good
Completed jobs pacing mid-monthIf you are under 40% by the 15th, pace the team before the gap closes	Your shop	45 – 55% of monthly goal	Watch
Job completion rate (dispatched vs. completed)Incomplete or rescheduled jobs erode both revenue and customer satisfaction	Your shop	90%+ completed same day	Good
Completed jobs with $0 revenueZero-dollar closes are a sign of warranty abuse, tech errors, or booking mismatches; track separately	Your shop	Under 3%	Poor
Cancellation rate on dispatched jobsHigh cancellations deflate your completed count before a job starts; pair with the cancellation-rate benchmark	Your shop	Under 5%	Watch

Formula

Jobs per technician per day = completed jobs ÷ (active technicians × working days)

Decide what counts as a completed job before you calculate. Exclude warranty callbacks and zero-revenue closes from the productivity count, or track them in a separate tier so they do not distort your headline number. Keep the definition fixed month over month so you can trust the trend.

Worked example: 310 completed jobs ÷ (8 technicians × 22 working days) = 1.76 jobs per technician per day for a plumbing shop running both service and drain calls.

Review cadence: what to inspect and when

Segment	Metric to pair with job count	Review frequency	Action if off pace
Company total	Revenue MTD vs. goal	Daily	Adjust dispatch priority or add capacity
By technician	Average ticket alongside job count	Daily	Coach on options presented; redirect high-volume low-ticket techs
By department (service vs. install)	Revenue per department, capacity %	Weekly	Balance workload or pull from the other department
By trade (HVAC vs. plumbing)	Revenue mix vs. seasonal plan	Weekly	Shift marketing or dispatch to the lagging trade
By job revenue tier	Mix of small vs. large-ticket closes	Weekly	Flag if low-ticket jobs are crowding out install or replacement work
Year-over-year	Job count + revenue vs. same period prior year	Monthly	Investigate if volume is up but revenue is flat (mix or pricing issue)

Info

Coaching moment: the high-volume, low-ticket technician

A technician who completes 5 jobs a day looks like your top performer until you check average ticket. If the rest of the team averages $380 per job and this tech averages $210, the extra volume is not closing the revenue gap. It may be widening it, since the low-ticket jobs are filling dispatch slots that higher-value calls could take. Track jobs completed and average ticket on the same leaderboard so the team and the manager see both signals together.

How to close the gap when completed jobs fall behind

01
Check dispatch first, not technician effort
A low job count mid-week is often a dispatch or scheduling problem, not a technician performance problem. Look at open slots, jobs pending parts, and jobs pushed to next week before calling it a capacity shortfall.
02
Separate cancellations from completions in your count
If cancellation rate is climbing, your completed-jobs count will fall even when technician availability is fine. Review the cancellation-rate benchmark alongside job completion numbers to isolate the cause.
03
Segment by job type before drawing conclusions
Install-heavy weeks will show fewer jobs per technician by nature. Separate service calls, installs, and maintenance agreements so you compare apples to apples when evaluating pace.
04
Pair job count with average ticket on a daily board
When a technician's job count rises but average ticket drops, it is a coaching trigger, not a celebration. Make both visible together so a manager can act mid-week instead of mid-month.
05
Set pacing goals by the 10th, 20th, and end of month
Three checkpoints each month give you two chances to course-correct before the period closes. At 10 days in, you should be at roughly 45 percent of your monthly goal. At 20 days, 80 percent. If not, act while there is still time.

Owner takeaway

There is no universal completed-jobs benchmark. Build your target from your own trailing 90 days, segmented by technician role and department.
A rising job count is not a revenue guarantee. Pair it with average ticket and revenue-per-tech daily to catch mix problems before the month closes.
Seasonality matters. Set month-level targets using a historical curve, not a flat annual average.
Use three pacing checkpoints per month (day 10, day 20, month-end) so you have two chances to recover before the period is gone.

Completed jobs benchmark FAQs

See your completed jobs pace on a live operations board

Datacube can consolidate completed-jobs data from your field-service management system into a real-time operations dashboard, showing job count, average ticket, and revenue by technician and department, updated throughout the day. See what your operations board could look like.

Schedule a live demo Take the self-guided demo

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