I agree, metrics should never be part of promotion criteria nor termination. Nor for that matter should hours worked, what time you arrive or leave be a key d

I agree, metrics should never be part of promotion criteria nor termination. Nor for that matter should hours worked, what time you arrive or leave be a key determinant. Generally, I preferred to look at delivery in terms of quantity and quality. For example, I had a guy working for me that was a coding machine, producing high quality work routinely. But he seldom worked more than 40-42 hrs per week. The CIO had a habit of walking the floor around 6:00 pm. Those individuals still working, who usually worked 50+ hrs/week, were lauded as committed - heroes. The CIO and I routinely “discussed” the slacker that worked for me, with the CIO arguing he could do even more if he worked more hours. My counter was he was already the most productive team member, but not the most highly paid. Fortunately, I outlasted the CIO as did my slacker.