if we had an accurate, Goodhart-proof metric for employee performance
At least for programmers, above some low threshold of skill, performance is very situational. Put a good programmer in a soul-sucking dead end role, and you’ll see poor performance; give a mediocre programmer a chance to do interesting and impactful work, and you’ll see good performance. Measuring performance is also demotivating, as Deming explained:
The idea of merit rating is alluring. The sound of the words captivates the imagination: pay for what you get; get what you pay for; motivate people to do their best, for their own good. The effect is exactly the opposite of what the words promise. Everyone propels himself forward, or tries to, for his own good, on his own life preserver. The organization is the loser.
So at least from my corner, I think companies should avoid measuring their employees. Whatever problem you’re trying to solve with that, there’s probably a systemic fix that would work better.
At least for programmers, above some low threshold of skill, performance is very situational. Put a good programmer in a soul-sucking dead end role, and you’ll see poor performance; give a mediocre programmer a chance to do interesting and impactful work, and you’ll see good performance. Measuring performance is also demotivating, as Deming explained:
So at least from my corner, I think companies should avoid measuring their employees. Whatever problem you’re trying to solve with that, there’s probably a systemic fix that would work better.