Digital monitoring tools increasingly allow employers to measure workers through metrics such as tasks completed, response times, sales figures, hours logged, and customer ratings. Linking pay to these measures could reward performance, improve transparency, and incentivise efficiency. However, productivity metrics may fail to capture the quality of work, differences in task difficulty, teamwork, or circumstances beyond an employee's control. They can also encourage workers to prioritise measurable output over less visible but equally valuable contributions. Should employers use productivity data to determine compensation, or does this risk reducing workers' value to what can be measured?