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Maybe some sort of per-worker hidden metric formula based on commits, tests added, emails, and meetings attended (segmented up on who invited you and whether yo
by DannoHung 17y ago
Maybe some sort of per-worker hidden metric formula based on commits, tests added, emails, and meetings attended (segmented up on who invited you and whether you were mandatory or not) could be used. During calibration phases, a more detailed interpersonal study could be used to figure out if the metrics were accurate or not and adjust in kind.
I mean, a good, benevolent boss could use information like that to figure out when a worker was having trouble and attempt to assist, but the more likely scenario is that a malevolent boss would just abuse such a system.
- edw519 17y agoMaybe some sort of per-worker hidden metric formula based on... Perhaps I didn't state my case well enough. Let me try this... The correlation between activity and achievement is not only irrelevant, it could be worse; it could be negative. If you have lots of commits, why? Didn't you code it right in the first place? If you're doing lots of testing, why? Didn't you write it well enough in the first place? Why are you emailing and going to meetings so much? Aren't you able to conduct analysis more efficiently? There questions are all, obviously, ridiculous. Activity is an indicator of nothing. So why collect it? The number of flies landing of flowers in Peru is just as good an indicator of your achievement as the number of commits, emails, etc. This is a idea that must be resisted so that maybe, just maybe, managers might learn how to manage and forget the gimmicks.
- tetha 17y agoI have to nitpick that you mean "measurable activity" whenever you say activity, since thinking about a problem and planning a solution in your head is certainly activity, we just don't have measures for it yet.