I had an MoM at Stripe who pushed back on perf designations based on number of PRs.
I wish I were joking.
(The had never been an engineer.)
I had an MoM at Stripe who pushed back on perf designations based on number of PRs.
I wish I were joking.
(The had never been an engineer.)
It's a signal. It's not a strong signal, and you certainly should not base your entire perf on it, but if the number is unusually high or low, it's a signal that could warrant further investigation.
(I once worked with an engineer that had two PRs, both fairly small bug fixes, in a given calendar year, and when I looked more carefully, they did not have any other obvious output or impact.)
Trying to parse your sentence, which is ambiguous...
You're saying that the manager-of-managers would argue that the number of PRs should affect perf ratings? Or the MoM would push back against the line managers who were giving ratings based on # of PRs?
They were reviewing perf designations, then pulling up PR count, then arguing against designation based on the number of PRs opened.
That still doesn't clarify: were they saying "many PRs→good" or "many PRs→bad" or "number of PRs is irrelevant" or...?
That PRs == impact.