Incentivize your facility techs. Only pay for results.

It is a program that pays facilities technicians for hitting defined operational targets, like a work order closed on the first visit, a PM task finished on schedule, or a ticket resolved inside its SLA window. Jolly runs these as campaigns tied to your real CMMS data, so spend maps to output rather than a flat monthly bonus.

A flat efficiency bonus pays for volume, and volume is the wrong target on a work-order queue. Jolly rewards the outcome you actually want, like a job that does not come back or a PM task closed on time, and it pays close to when the work happens rather than at the end of a quarter.

Jolly runs productivity campaigns built on first-time fix rather than work orders closed per day. Rewarding volume alone buys you a second visit on the same ticket, which costs more than the ticket earned. Rewarding a clean close puts the incentive on diagnosis and parts prep, which is where the rate actually moves.

Jolly can reward the queue moving, not just new tickets closing. Campaigns can target the oldest open work orders specifically, so the backlog shrinks from both ends instead of technicians cherry-picking the easy jobs and leaving the aged ones to keep aging.

Jolly incentivizes PM tasks completed against their due dates, not just completed eventually. A schedule that slips a little every week compounds into an audit finding months later, so the campaign rewards holding the schedule now, while it is still cheap to hold.

Yes. An arrival or a resolution inside the window is a clean, countable outcome, which makes it a strong campaign. Jolly rewards technicians per SLA window hit rather than a flat bonus for a good month, so the cost tracks the on-time responses you actually gained.

Skilled trades are genuinely hard to hire and easy for a competitor to poach with one phone call. Jolly runs retention campaigns that reward the tenure milestones where technicians usually leave, so a HVAC or electrical tech has a reason to stay through the exact window a competitor would try to pull them out.

Jolly can reward the ramp itself, not just attendance. Campaigns pay apprentices for hitting defined skill and work-order milestones on the way to running a queue alone, so the ramp has a visible path with earnings attached to it, rather than a fixed number of weeks.

Yes. Your own technicians usually know a good HVAC or electrical tech looking to move. Jolly reactivates referral programs by rewarding staff when a referral is hired and stays on the crew, and you only pay when a role is actually filled.

By never rewarding a low incident count. Jolly incentivizes the leading behaviors instead, like completed lockout steps, finished safety training, and hazards reported, so raising a problem earns rather than costs. Paying for a clean incident number is the design mistake that makes a work order more dangerous, not less.

Most likely, yes. Jolly’s Data Agent connects to the systems you already use, including your CMMS, work-order platform, and HR system, and reads live performance from them. Campaigns run on your real work-order data, not self-reported numbers.

Yes. Targets are set per building or per portfolio, so a hospital campus and a distribution network can run different campaigns at the same time. You see performance side by side and can tell which sites are moving and which need attention.

Yes. Each campaign has defined targets. When a technician hits theirs, points dispatch automatically. When they don’t, nothing is paid, so your spend always maps to the work orders, PM tasks, and SLA windows you actually got.

Nothing is deducted. Incentives are always upside. Your technicians earn more when they perform and there’s no penalty when they don’t, which keeps engagement high without adding pressure that turns a fix into a rushed one.