I agree with the manager-knows mentality for people management evaluations of productivity focused on bonuses & firing... they should know! ...
... but disagree from the high-performing engineering org notion of individual & team productivity. It's hard to improve technical processes when you can't see them. Is some person a 10X'er because they write shit code that other people have to refactor & fix, rely on other people to take their code to production, and don't do their share of code reviews? Is the team slowing down because PRs and deploys are slow, testing is manual, and everyone is used to it? Are calendars too packed or fragmented? Etc.
Any individual item can seem ok, but a lot easier when you can see the issues, reflect as a team, & see how chiseling away works/doesn't.
... but disagree from the high-performing engineering org notion of individual & team productivity. It's hard to improve technical processes when you can't see them. Is some person a 10X'er because they write shit code that other people have to refactor & fix, rely on other people to take their code to production, and don't do their share of code reviews? Is the team slowing down because PRs and deploys are slow, testing is manual, and everyone is used to it? Are calendars too packed or fragmented? Etc.
Any individual item can seem ok, but a lot easier when you can see the issues, reflect as a team, & see how chiseling away works/doesn't.