How GoodPoints works

The process in 5 simple steps

1

Create order

The lead creates a task with title, description and address, assigning points by difficulty and urgency.

2

Task Exchange

All open tasks lie transparently in the exchange. Everyone sees the same list - nobody is preferred.

3

Take the task

One click and the task belongs to the one who wants it - not the one who happens to be unable to dodge it.

4

Complete & report

Completion is reported with time, optionally with photos and notes. A colleague can verify the quality.

5

Points & Ranking

Every completed task earns points - visible to all, readable by everyone. Personal points stay private.

Two tasks as they really are

Examples from everyday service work - both with substance, both understandable by anyone.

The winter breakdown - Friday, 10 p.m.

400 points

A retirement home reports a heating failure. Snow is falling, the drive is 40 kilometres. A routine call carries 60 points - this one stands at 400 in the exchange, because nobody likes to go out at night in bad weather. Nobody has to be sent: whoever drives, drives voluntarily. And on Monday the points list shows who was there that night, when it mattered. The dispatcher did not have to persuade anyone - the points found the worker.

The trained eye - the breakdown that never happened

Prevention = high points

During a routine appointment a technician hears a vibration in the compressor - a sound no manual mentions, but ten years of professional experience do. He reports the finding, the spare part arrives Thursday, the swap happens Friday morning: the system keeps running, not a single hour of downtime. The customer merely notices that nothing happened. Without points, exactly this achievement stays invisible - prevention is the highest form of expertise, and the exchange makes it visible.

Plan your own maintenance yourself

The exchange is not a waiting room for other people’s tasks. Whoever knows best what their systems need - the professional with the trained eye - brings in their own maintenance topics: with point value and schedule, planned by themselves. They do not have to wait until the breakdown arrives or someone else turns it into a task. Thinking ahead is not merely tolerated here, it is rewarded - expertise as freedom to shape one’s own work.

"Employees no longer asked: Why me? - but: Why don’t I get this task?"

From the pilot project - the moment the question turned.

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